Agenda packet — Paradise City Council, August 9, 2022 (part 2 of 2)

1.3 Primary Effects
• Injury and loss of life
• Fear and intimidation
• Damage to property and infrastructure

1.4 Secondary Effects
• Environmental damage (i.e., for hazmat incidents)
• Critical infrastructure damage and public utility disruption • Long-term economic repercussions
• Psychological trauma
• Xenophobia and discrimination
• Increased insurance claims
Section 2. Local Situation

2.1 Probability and Severity
• Probability of future occurrences: Low
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• Magnitude/severity: Low

2.2 Local Details
• Butte County and its cities are home to many business and government agencies, transportation infrastructure and cultural facilities which are vulnerable to terrorist attack
• While the Town of Paradise has not experienced any terrorist incidents, the entire United States and world is susceptible to terrorist incidents
• Because of the potential mass casualty consequences of several methods for carrying out terrorist attacks, it is essential that the Town and the wider county be prepared to respond to terrorist-related incidents • While no actual terrorist incident has occurred in the Town, there have been threats of terrorism in Butte County o In 2018, Butte County Sheriff’s Office (BCSO) arrested a man on charges of terrorist threats as well as other charges after having threatened a mass shooting at an un-named casino o In 2020, BCSO was seeking a local resident for a felony warrant charging him with terrorist threats and false imprisonment with violence
o Other active shooter events have occurred within Butte County but do not seem connected to terrorist ideology Section 3. Concept of Operations

3.1 Planning and Response Considerations
• An act of terrorism could occur at a single location or at multiple locations simultaneously • Local, State, and/or Federal law enforcement will investigate and take appropriate measures to disrupt a terrorist attack • The primary component to a terrorism threat response is intelligence. Activation of this Appendix is based on the major assumption that sensitive information will be shared by BCSO and Paradise Police Department (PD); without shared intelligence from the intelligence community and/or law enforcement partners, the EOC will not change its activation status • The exact tactics, techniques, and procedures may not be known, and threat reporting may be fragmented and lacking specifics; however, the Town must be prepared to respond to threat reporting even though specific elements may be incomplete
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of terrorist related events (i.e., active shooter “run, hide, fight”) must be in place and ready to use at any time • Mass evacuations may be essential to save lives if warning time should permit • Extensive search and rescue operations may be required to assist trapped or injured persons • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions may be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities and provide continuing care and welfare for the affected population • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster

3.2 Increased Readiness
Upon receipt of intelligence indicating increased likelihood of terrorism, consider the following:
• Enhanced staffing
• Adjusting work hours
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• Readying equipment and supplies
• Issuing public warnings and pre-emptive protective measures • Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts

3.3 Response

1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations [COOP], etc.)

2. Issue necessary public emergency alerts and warnings, including evacuation orders if appropriate

3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control

4. Determine if disaster declaration should be made

5. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.

6. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety

7. Begin planning for recovery and consider appropriate time to transition to recovery

3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Coordination of donations
• Community and economic restoration
• Mitigation against future terrorism events
Section 4. Roles and Responsibilities

4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is the lead agency for security-related incidents and will deploy specialized teams as necessary to address threats. Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas during and following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office (BCSO). Paradise PD will also facilitate re-entry of evacuees back to their homes when it is safe to do so.

4.2 Butte County
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• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butt County Public Health Department (BCPHD): BCDPH is responsible for identifying health and medical needs of those impacted by the emergency. Public Health may also provide public health-related information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.

4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may provide units and personnel to guide evacuations as well as to perform door-to-door warnings. CAL FIRE may also activate technical rescue teams as appropriate to assist in search and rescue.
• California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support.

4.4 Federal Government
• Federal Bureau of Investigations (FBI): To coordinate the Federal response, the FBI and FEMA have been assigned lead agency responsibility for crisis and consequence management, respectively, in response to a domestic terrorist threat or incident. The FBI is the lead agency for crisis management response to acts of domestic terrorism, which includes measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, or resolve a threat or act of terrorism. The laws of the United States assign primary authority to the Federal government to prevent and respond to acts of terrorism; State and local governments provide assistance as required.
• Department of Homeland Security (DHS): DHS maintains one vital mission: to secure the nation from the many threats we face and ensure a homeland that is safe, secure, and resilient against terrorism and other hazards. DHS prevents terrorism and enhances national security, secures and manages federal borders and ensures resilience to disasters. • Federal Emergency Management Agency (FEMA): FEMA is the lead Federal agency for consequence management, which entails both preparedness for and dealing with the consequences of a terrorist incident. • Although the affected State and Local governments have primary jurisdiction for emergencies, a terrorist attack involving weapons of mass destruction could create havoc beyond their capability to respond. If this were to happen, FEMA would coordinate consequence management activities including measures to alleviate damage, loss, hardship, or suffering caused by the incident; to protect public health and safety; to restore essential government services; and to provide emergency assistance. • FEMA would implement the Federal Response Plan, cooperating with State and Local emergency response agencies. Final authority to make decisions on scene regarding the consequences of the incident (rescue and treatment of casualties, protective actions for the affected community) rests with the Local Incident Commander.
• Department of Defense (DoD): The DoD supports Local, State, and Federal government agencies in planning for and responding to domestic emergencies. Local units may respond when necessary to save lives, prevent human suffering, or mitigate great property damage.
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Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
Other:
• CDC Terrorism Response Guidance
• National Strategy for Countering Domestic Terrorisms
• JCAT’s Counterterrorism Guide for Public Safety Personnel • Counterterrorism Laws and Regulations
• CISA Fire as a Weapon Action Guide
• IAFC Terrorism Response – A Checklist and Guide for Fire Chiefs and Community Preparedness Leaders 451
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Civil Disorder and Violent Encounters
Hazard Specific Appendix
Section 1. Hazard Definition

1.1 Definition
Civil disorder means any public disturbance involving acts of violence by assemblages of three or more persons, which causes an immediate danger of or results in damage or injury to the property or person of any other individual. A violent encounter is a sudden and significant act of lawlessness by one or more persons or groups resulting in extreme violence and hazard.

1.2 Causes
• Political grievances
• Economic unrest
• Protest of racial disparities
• Controversial court ruling
• Unfair work conditions

1.3 Primary Effects
• Illegal assemblies
• Injury to targeted population groups or individuals within the perimeter of the event • Damage to public and private property, structures, and systems • Interrupted traffic and loss of mobility due to rioting and official road closures • Interruption of official government operations

1.4 Secondary Effects
• Interruption of official government operations
• Loss of revenue from people being discouraged from entering affected areas • Urban fires
• Utility failure
• Violent clash with law enforcement
Section 2. Local Situation

2.1 Probability and Severity
• Probability of future occurrences: Very low
• Magnitude/severity: Low

2.2 Local Details
• The Town of Paradise does not have a history of major civil disorder and violent encounter incidents which make this hazard a low risk for the town
• Locations within the Town of Paradise that have large public gatherings have the potential for unstable conditions, possibly impacting a jurisdiction's ability to provide sufficient law enforcement and fire protective services • The Town of Paradise also has an occasional occurrence of gang activity and drug-related crime which can lead to civil disorder and violent encounter incidents
• During a civil disorder incident that affects Paradise, there are certain facilities within the town that may be more at risk than other facilities
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• Certain locations often hold musical concerts, sporting events, and other events that attract large numbers of people such as gymnasiums, conference centers, local parks, which create significant traffic congestion problems and the potential for disruptive behavior
• Limited occurrences of civil disorder have occurred within Butte County, namely in response to vaccination mandates as part of the COVID-19 pandemic response; however, these demonstrations remained peaceful Section 3. Concept of Operations

3.1 Planning and Response Considerations
• Looting of businesses, residential, commercial, and institutional structures may ensue, resulting in critical infrastructure damage
• There is potential for the number of civil disturbance participants to rapidly expand in size • Citizens may take law enforcement into their own hands and use lethal force if necessary to protect themselves or their property • Civil disturbance can spread from one neighborhood to the next within a relatively short amount of time • There will be an overwhelming interest from the media • Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of during civil disorder or violent events must be in place and ready to use at any time • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions may be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities and provide continuing care and welfare for the affected population • Some people who are directly impacted by a threat may ignore, not hear, or not understand warnings issued by the government • A need for increased security of impacted areas of the Town may be necessary

3.2 Increased Readiness
Upon receipt of intelligence that civil disorder or a violent event may occur, consider the following:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public messaging
• Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts

3.3 Response

2. Issue necessary public emergency alerts and warnings

3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control

4. Determine if disaster declaration should be made

5. Coordinate with County and higher-level government entities

6. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety

7. Begin planning for recovery and consider appropriate time to transition to recovery

3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
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• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sustained public information
• Community and economic restoration
• Mitigation against civil disorder and violent events
Section 4. Roles and Responsibilities

4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): Butte County Department of Public Health is responsible for identifying health and medical needs of those impacted by the emergency. Public Health may also provide public health-related information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.

4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support. 454
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4.4 Federal Government
• Federal Bureau of Investigations (FBI): To coordinate the Federal response, the FBI and the Federal Emergency Management Agency (FEMA) have been assigned lead agency responsibility for crisis and consequence management, respectively, in response to a domestic terrorist threat or incident. The FBI is the lead agency for crisis management response to acts of domestic terrorism, which includes measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, or resolve a threat or act of terrorism. State and Local governments provide assistance as required. • Department of Homeland Security (DHS): DHS maintains one vital mission: to secure the nation from the many threats we face and ensure a homeland that is safe, secure, and resilient against terrorism and other hazards. DHS prevents terrorism and enhances national security, secures and manages Federal borders and ensures resilience to disasters • FEMA: FEMA is the lead Federal agency for consequence management, which entails both preparedness for and dealing with the consequences of a serious civil unrest and violent incidents. Although the affected State and Local governments have primary jurisdiction for emergencies, a violent incident could create havoc beyond their capability to respond. If this were to happen, FEMA would coordinate consequence management activities including measures to alleviate damage, loss, hardship, or suffering caused by the incident; to protect public health and safety; to restore essential government services; and to provide emergency assistance. FEMA would implement the Federal Response Plan, cooperating with State and Local emergency response agencies. Final authority to make decisions on- scene regarding the consequences of the incident (rescue and treatment of casualties, protective actions for the affected community) rests with the Local Incident Commander.

Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
Other:
• Personal Security Considerations
• Best Practices for EMS and Fire Response to Incidents During Civil Unrest • Protecting Infrastructure During Public Demonstrations • IAFC Checklist for Active Shooter Response
• IAFC Active Shooter Toolkit
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Recovery
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Response
Mitigation
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Table of Contents
Table of Contents............................................................................................................................. 2 Glossary of Terms............................................................................................................................. 3 Acronyms....................................................................................................................................... 16 References..................................................................................................................................... 21 Emergency Proclamation Example.................................................................................................. 22 Emergency Management Systems.................................................................................................. 24 EOC Job Role Cards......................................................................................................................... 35 EOC Director................................................................................................................................... 35 Assistant EOC Director.................................................................................................................... 40 Public Information Officer (PIO)...................................................................................................... 44 Cooperator Group Liaison............................................................................................................... 48 Safety Officer................................................................................................................................. 51 EOC IT Support ............................................................................................................................... 54 County Liaison................................................................................................................................ 57 Recorder........................................................................................................................................ 60 Security Officer............................................................................................................................... 64 Finance Section Chief...................................................................................................................... 67 Planning & Intel Section Chief......................................................................................................... 71 Field Intelligence Unit Leader ......................................................................................................... 76 Liaison to County Incident Commander........................................................................................... 80 Call Center Section Chief................................................................................................................. 82 Logistics Section Chief .................................................................................................................... 84 Operations Section Chief ................................................................................................................ 88 Fire Chief........................................................................................................................................ 93 Police Chief .................................................................................................................................... 97 Public Works Director................................................................................................................... 104 Blank ICS Forms............................................................................................................................ 108 457
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Glossary of Terms
A
Action Plan
The plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies. Also see Incident Action Plan.

Aerial Surveys
An aerial assessment of the damaged area. Information gathered includes the level and extent of damage, as well as identifying potentially hazardous areas for further on-site inspection.

Agency Representative
An individual assigned to an incident or to an EOC from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency's participation at the incident or at the EOC. Agency Representatives report to the Liaison Officer at the incident or to the Liaison Coordinator at SEMS EOC levels.

American Red Cross
A quasi-governmental volunteer agency that provides disaster relief to individuals and families. Major responsibilities include providing lodging, food, clothing, and registration and inquiry service.

Annex
A sub or supporting plan which deals with a specific function performed during a disaster, the organizational resources available, and the concept of operations used.

Area Command
An organization established in the Field to: (1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization or (2) to oversee the management of a very large incident that has multiple Incident Management Teams assigned to it.

Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.

Attachment
Supporting material related to a plan or annex used to elaborate or provide additional detail.

Attack (Nuclear or Conventional)
Any hostile action taken against the United States which results in destruction of military or civilian targets through use of nuclear or conventional weapons.

Avoidance
Measures taken, including relocation of persons and prohibition of construction, in areas susceptible to risk.
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B
Base
The location at an incident at which primary logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term "Base.") The Incident Command Post may be co-located with the Base.

Branch
The organizational level at the SEMS EOC or Field Level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section.

Branches are identified by the use of Roman Numerals or by functional name (e.g., medical, security, etc.).

C
Cache
A pre-determined complement of tools, equipment, and/or supplies stored in a designated location, available for incident use.

Care and Shelter
A phase of operations that meets the food, clothing, and shelter needs of people on a mass care basis.

Parks and Recreation have primary responsibility for this function.

Checklist
A list of actions taken by an element of the emergency organization in response to a particular event or situation.

Civil Disorder
Any incident intended to disrupt community affairs that requires police intervention to maintain public safety, including riots and mass demonstrations as well as terrorist attacks.

Complex
Two or more individual incidents located in the same general area which are assigned to a single Incident Commander or to a Unified Command.

Concept of Operations
A general notion of how disasters progress and how agencies may plan their response. In this Plan, it is supposed that disasters progress through identifiable phases and that certain responses are appropriate during each of these phases.

Contamination
Deposits of radioactive or other toxic materials that occur on the surfaces of structures, areas, objects, people’s bodies, flora, and fauna.
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Contingency Plan
A sub or supporting plan which deals with one specific type of emergency, its probable effect on the jurisdiction, and the actions necessary to offset these effects.

D
Dam Failure
Partial or complete collapse of a dam causing downstream flooding.

Demobilization Unit
Functional unit within the Planning Section responsible for assuring orderly, safe, and efficient demobilization of incident or EOC assigned resources.

Direction and Control (Emergency Management)
The provision of overall operational control and/or coordination of emergencyoperations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

Disaster Recovery Center (DRC)
A readily accessible facility or mobile office where applicants may go for information about FEMA or other disaster assistance programs, or for questions related to your case.

Disaster Service Worker
Any persons registered with a disaster council or state Office of Emergency Services to provide disaster service without pay. Disaster service workers include public employees, registered volunteers, and persons pressed into service during an emergency by persons authorized to command such services.

Documentation Unit
Functional unit within the Planning Section responsible for collecting, recording, and safeguarding all documents relevant to an incident or within an EOC.

Drought
A prolonged period of no rain, particularly during the planting and growing season. In California, drought can affect both agricultural and urban areas that are dependent on reservoirs for water. Decreased water levels due to insufficient rain can lead to restrictions on water use.

E
Earthquake
Sudden motion of the earth caused by an abrupt release of slowly accumulated strain that results in ground shaking, surface faulting, or ground subsidence. 460
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Electromagnetic Pulse (EMP)
Energy released by detonation of a nuclear weapon at high altitudes. This energy can cause damage or malfunction in unprotected electrical systems, including broadcast stations.

Emergency (State Definition) – see also Local Emergency and State of Emergency A disaster situation or condition of extreme peril to life and/or property, resulting from other than war or labor controversy, which is or is likely to be beyond local capability to control without assistance from other political entities.

Emergency (Federal Definition) – see also Local Emergency and State of Emergency Any hurricane, tornado, storm, flood, high-water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other catastrophe in any part of the United States which requires federal emergency assistance to supplement state and local efforts to save lives and protect public health and safety or to avert or lessen the threat of a major disaster.

Emergency Alert System (EAS)
Enables the President and Federal, State, and Local Governments to communicate with the general public through commercial broadcast stations in the event of a large natural disaster or war-related event.

Emergency Congregate Care – see Care and Shelter
Electromagnetic Pulse (EMP)
The EMP is a small proportion of energy released by detonation of a high altitude nuclear weapon appearing in the form of a high intensity, short duration pulse, somewhat similar to that generated by lightning. EMP can cause damage to unprotected electrical or electronic systems including broadcast stations, car radios, televisions, and battery-operated portable radios.

Emergency Management
The provision of overall operational control or coordination of emergency operations at each level of the statewide emergency organization, whether by the actual direction of field forces or by the coordination of joint efforts of government and private agencies.

Emergency Operations
Those actions taken during the emergency period to protect life and property, care for the people affected, and temporarily restore essential community services.

Emergency Operations Center (EOC)
A centralized location where resources and personnel are managed and coordination between departments takes place in a disaster situation. The EOC is staffed by City management personnel and City employees.

Emergency Organization
Civil government augmented or reinforced during an emergency by auxiliaries, volunteers, persons pressed into service, and the private sector.

Emergency Plans
Documents that describe principles, policies, and methods to be applied in carrying out emergency operations and rendering mutual aid during emergencies, including such elements as continuity of 461
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government, emergency functions of governmental agencies, mobilization of resources, and public information.

Emergency Public Information (EPI)
Information relayed to the public from official sources during an emergency including: (1) instructions advising on survival and health action, (2) status information on the disaster, and (3) notice of emergency assistance available and where to obtain it.

Essential Facilities
Facilities essential for conducting emergency operations and maintaining the health, safety and overall well-being of the public following a disaster. Essential facilities also may include buildings, which have been designated for use as mass care facilities, such as schools and churches.

Evacuation
Moving people to a safer area.

Evacuee – see also Relocate
An individual who moves or is moved from a hazardous area to a safer area and who is expected to return when the hazard abates.

F
Fallout
The fallback to earth of particles contaminated with radiation from a nuclear weapon’s explosion or from a leak at a nuclear power plant. Early and local fallout refers to those particles, which reach the earth within 24 hours of a nuclear explosion. Delayed or worldwide fallout consists of smaller particles that rise into the stratosphere and are carried by winds to all parts of the earth. Delayed fallout is brought to earth mainly by rain or snow over an extended period of time.

Federal Agency (Federal Definition)
Any department, establishment, government, corporation, or other agency of the Executive Branch of the Federal Government, including the United States Postal Service, but not the American Red Cross.

Federal Assistance (Federal Definition)
Aid to disaster victims or state or local governments by federal agencies under the provisions of the Federal Disaster Relief Act (F.L. 93-288) and other statutory authorities of federal agencies.

Federal Communications Commission (FCC)
Manages radio frequencies. Manages licensing for frequencies and amateur radio operators.

Federal Disaster Assistance
Provides in-kind and monetary assistance to disaster victims, state, and local government by federal agencies under provisions the Federal Disaster Relief Act and other statutory authorities of federal agencies.
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Flood
Flood is the rise or overflow of a body of water. Flood hazards include flash, riverine, and urban floods.

Flash floods are brief, heavy flows in small streams or normally dry washes, while riverine flooding is the periodic overflow of rivers or streams, resulting in partial or complete inundation of the adjacent floodplain.

Urban flooding involves the overflow of storm sewer systems and is usually caused by inadequate drainage following heavy rain or rapid snowmelt.

H
Hazard
Any source of danger or element of risk to people or property.

Hazardous Material
A substance or combination of substances which, because of quantity, concentration, physical, chemical, radiological, explosive, or infectious characteristics, poses a substantial present or potential danger to humans or the environment. Generally, such materials are classed as explosives and blasting agents, flammable and nonflammable gases, combustible liquids, flammable liquids and solids, oxidizers, poisons, disease causing agents, radioactive materials, corrosive materials, and other materials including hazardous wastes.

Hazardous Materials Incident (Stationary)
Any uncontrolled release of material capable of posing a risk to health, safety, and property. Areas at risk include facilities that produce, process, or store hazardous material, as well as all sites that treat, store, and dispose of hazardous material.

Hazardous Materials Incident (Transportation)
Any spill during transport of material that is potentially a risk to health and safety.

I
Incident Command Post (ICP)
The location at which the primary command functions are executed. The ICP may be collocated with the incident base or other incident facilities.

Incident Command System (ICS)
A system designed for the on-scene management of field operations during an emergency situation. The incident command system can be used during serious “multidisciplinary” (fire, law, medical) emergencies or for operations involving the coordination of different jurisdictions and agencies under a unified command.

Incident Objectives
Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives. 463
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Information Officer
A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Information Officer per incident. The Information Officer may have assistants. This position is also referred to as Public Affairs or Public Information Officer in some disciplines. At SEMS EOC levels, the information function may be established as a Coordinator or as a Section or Branch reporting directly to the EOC Director.

Initial Action
The actions taken by resources which are the first to arrive at an incident.

Initial Response
Resources initially committed to an incident.

J
Joint Information Center (JIC)
A JIC is the physical location where public information staff involved in incident management activities can co-locate to perform critical emergency information, crisis communications, and public affairs functions. JICs provide the organizational structure for coordinating and disseminating official information.

Joint Information System (JIS)
The PIO establishes and operates within the parameters established for the Joint Information System— or JIS. The JIS provides an organized, integrated, and coordinated mechanism for providing information to the public during an emergency. The JIS includes plans, protocols, and structures used to provide information to the public. It encompasses all public information related to the incident. Key elements of a JIS include interagency coordination and integration, developing and delivering coordinated messages, and support for decision makers. The PIO, using the JIS, ensures that decision makers—and the public— are fully informed throughout an incident response.

L
Land Use Regulations
Zoning for prudent land use, as well as preventative and corrective restrictions on construction, repairs, or alterations of buildings. Preventive restrictions regulate new land use. Corrective restrictions include flood-proofing, acquiring, insuring, and removing non-conforming structures.

Landslide
A general term for a falling mass of soil or rocks. The term also includes rock falls, rockslides, block slide, debris slide, earth flow, mudflow, and slump.

Local Government (Federal Definition)
Any county, city, village, town, district, or other political subdivision of any state, any Indian tribe or organization that includes any rural community or incorporated town or village or any other public entity for which an application for assistance is made by a state or political subdivision thereof. 464
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Local Emergency (State Definition)
The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, City and county, or City, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of political subdivisions to combat.

M
Major Disaster (Federal) – see also Emergency
Any hurricane, tornado, storm, flood, high water, wind-driven water, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other catastrophe which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Federal Disaster Relief Act.

Master Mutual Aid Agreement
The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and among the State of California, its various departments and agencies, and the various political subdivisions of the state. The agreement provides for support of one jurisdiction by another.

Media
All means of providing information and instructions to the public, including radio, television, and newspapers.

Mitigation – see also Comprehensive Emergency Management Pre-event planning and actions that aim to lessen the effects of potential disaster.

Multi-Agency or Inter-Agency Coordination
The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Agency Coordination System (MACS)
The combination of personnel, facilities, equipment, procedures, and communications integrated into a common system. When activated, the MACS has the responsibility for coordination of assisting agency resources and support in a multi-agency or multi- jurisdictional environment. A MAC Group functions within the MACS. MACS organizations are used within the California Fire Services.

MHz
MegaHertz.

Mutual Aid Agreement
An agreement in which two or more parties agree to furnish resources and facilities and to render services to each and every other party of the agreement to prevent and respond to any type of disaster or emergency.
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Mutual Aid Agreement
An agreement in which two or more parties agree to furnish resources and facilities and to render services to each and every other party of the agreement to prevent and respond to any type of disaster or emergency.

Mutual Aid Region
A subdivision of the state emergency services organization established to coordinate mutual aid and other emergency operations.

N
National Incident Management System
NIMS provides a consistent nationwide template to enable all government, private- sector, and nongovernmental organizations to work together during domestic incidents.

National Warning System (NAWAS)
The federal portion of the civil defense warning system, used to disseminate warning and other emergency information from the warning centers or regions to warning points in each state.

O
Office of Emergency Services (OES)
Part of the Governor’s Office, the primary state agency in the coordination and administration of statewide operations to support local jurisdictions’ emergency planning and response.

Operational Area
An intermediate level of the State emergency services organization, consisting of a county and all political subdivisions within the county area.

Operational Area Coordinator
The individual within the OA responsible for a specific function such as law enforcement, coroner’s services, or emergency medical services.

Operational Period
The period of time scheduled for execution of a given set of operation actions as specified in the Incident or EOC Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section
One of the five primary functions found at all SEMS levels. The Section responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC. The Operations Section at the SEMS Field Response Level can include Branches, Divisions and/or Groups, Task Forces, Teams, Single Resources, and Staging Areas. At the EOC level, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations. 466
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P
Plan
As used by OES, a document which describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Planning Meeting
A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning meetings are also an essential activity at all SEMS EOC levels.

Political Subdivision (State Definition)
Any city, city and county, county, district, or other local government agency or public agency authorized by law.

Power Failure
Any interruption in the generation or transmission of electrical power caused by accident, sabotage, natural hazards, equipment failure, or fuel shortage.

Preparedness – see Comprehensive Emergency Management
Public Health or Welfare
All factors affecting the health and welfare of the general public.

Public Information Officer (PIO)
An official responsible for releasing information to the public through the news media.

R
Reduction
To diminish the strength and intensity of, or lessen the damage resulting from, a major disaster or damage expected from future disasters.

Regional Director (Federal Definition)
A director of a regional office of the Federal Emergency Management Agency (FEMA).

Rescue Team
A group of people organized to work as a unit with one person designated as team leader.

Response – see Comprehensive Emergency Management
Response Plan – see ContingencyPlan
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S
Search
Systematic investigation of an area or premises to locate persons entrapped, injured, immobilized, or missing.

Section Chief
The ICS title for individuals responsible for command of functional sections: Operations, Planning & Intelligence, Logistics, and Finance & Administration. At the EOC level, the position title will be Section Coordinator.

Service
An organization assigned to perform a specific function during an emergency.

Shelter Facility – see also Mass Care Facility Shelter Manager An individual, who provides for the internal organization, administration, and operation of a mass care facility.

Span of Control
The supervisory ratio maintained within an ICS or EOC organization. A span of control of five positions reporting to one supervisor is considered optimal.

Special District
A special district is any city or county service area, but not a school district, and not a special assessment district formed under the Improvement Act of 1911, the Municipal Improvement Act of 1913, the Street Opening Act of 1903, the Vehicle Parking Mall Law of 1943, the Parking District Law of 1951, the Pedestrian Mall Law of 1960, or any similar assessment law, or any similar procedural ordinance adopted by a chartered city.

Standardized Emergency Management System (SEMS)
A system required by California Government Code for managing response to multi- agency and multijurisdiction emergencies in California. SEMS consists of five organizational levels which are activated as necessary: Field, Local Government, OA, Regional, and State.

Standard Operating Procedures (SOP)
A set of instructions having the force of a directive, covering those features of operations which lend themselves to a definite or standardized procedure. SOP support an annex by indicating in detail how a particular task will be carried out.

State Agency (State Definition)
Any department, division, independent establishment, or agency of the executive branch of the state government.

State of Emergency (State Definition)
According to Section 8558 (b) of the Emergency Service Act, a “State of Emergency means the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, 468
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sudden and severe energy shortage, plan or animal infestation or disease, the governor’s warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy or conditions causing a “state of war emergency, ”which conditions, by reason of their magnitude are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city, and require the combined forces of a mutual aid region or regions to combat or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the California Public Utilities Commission.”
State of War Emergency (State Definition)
According to Section 8558 (a) of the Emergency Services Act, a “State of War Emergency” means the “condition which exists immediately, with or without a proclamation thereof by the Governor, whenever this state or nation is attacked by an enemy of the United States, or upon the receipt by the state of a warning from the federal government indicating that such an enemy attack is probable or imminent.” State Operations Center (SOC)
A facility established by the Office of Emergency Services headquarters in Sacramento to coordinate state operations to a disaster area, and control the response efforts of state and federal agencies in support of local government operations.

T
Task Force
A combination of single resources assembled for a particular tactical need, with common communications and a leader.

Technological Incident
An emergency situation caused by a man-made element. These types of incidents include hazardous chemical and nuclear facility incidents.

Technological Services
A group of functions who performance requires a high degree of technical expertise and equipment.

Tornado
Violently whirling columns of air extending to the ground from a cumulonimbus cloud. The funnel cloud of a tornado may have winds as high as 200 mph and an interior air pressure 10 to 20 percent below that of the surrounding atmosphere. The typical length of a path is 16 miles, but tracks of 200 miles have been reported. Path widths are generally less than 0.25 miles.

Triage
A process of priority sorting sick and injured people on the basis of urgency and type of condition presented so that they can be routed to appropriate medical facilities.

Tsunami
Also called a seismic sea wave. It is a large oceanic wave generated by earthquakes, submarine volcanic eruptions, or large submarine landslides in which sudden forces are applied to the water mass. The fastest tsunami waves can move at speeds of hundreds of miles per hour in the open ocean. However, 469
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as the waves enter shallower waters in coastal areas, wave velocity decreases and wave height can increase to 100 feet or more on impact at the shoreline.

U
Unified Command
In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility, or accountability.

Unit
An organizational element having functional responsibility. Units are commonly used in incident Plans & Intelligence, Logistics, or Finance & Administration sections and can be used in operations for some applications. Units are also found in EOC organizations.

Unity of Command
The concept by which each person within an organization reports to one and only one designated person.

Urban Fire
Any instance of uncontrolled burning which results in structural damage to residential, commercial, industrial, institutional, or other properties in developed areas.

V
Volcano
An eruption from the earth’s interior which produces lava flows or violent explosions issuing gases, rock, and debris. Areas covered by eruptions can be confined to the volcano or range up to hundreds of miles from the site of the eruption.

Volunteers
Individuals who make themselves available for assignment during an emergency who are not paid for the work they do.

W
Wildfire
Any instance of uncontrolled burning in grasslands, brush, or woodlands.

Winter Storm (Severe)
This includes ice storms, blizzards, and extreme cold. The National Weather service characterizes blizzards as combinations of winds in excess of 35 mph with considerable falling or blowing snow, frequently reducing visibility to 0.25 miles or less.
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Acronyms
A
AAR After-Action Report
AFN Access and Functional Needs
ANSS Advanced National Seismic System
ARC American Red Cross
B
BCEGS Building Code Effectiveness Grading Schedule
BCPHD Butte County Public Health Department
BCSO Butte County Sheriff’s Office
C
CAD Computer Aided Dispatch
CalEMA California Emergency Management Agency
CAL EPA California Environmental Protection Agency
Cal FIRE California Department of Forestry and Fire Protection CalHHS California Health and Human Services Agency
CalSTA California State Transportation Agency
CalTrans California Department of Transportation
CalWARN California Water/Wastewater Agency Response Network CALWAS California Warning System
CAN Conditions, Action, and Needs
CAHAN California Health Alert Network
CDAA California Disaster Assistance Act
CDFA California Department of Food and Agriculture
CDFW California Department of Fish and Wildlife
CESRS California Emergency Services Radio System
CHP California Highway Patrol
CISD Critical Incident Stress Debriefings
CLETS California Law Enforcement Telecommunications System 471
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CLEMARS California Law Enforcement Mutual Aid Radio System CPG Comprehensive Preparedness Guide
COG Continuity of Government
COOP Continuity of Operations
COP Common Operational Picture
D
DAFN Disabilities and Access and Functional Needs
DHS Department of Homeland Security
DOC Department Operations Center
DoD Department of Defense
DOP Department Operations Plan
DOT Department of Transportation
DRC Disaster Recovery Center
DSOD Department of Water Resources Division of Safety of Dams DSW Disaster Service Workers
E
EAP Emergency Action Plan
EAS Emergency Alert System
EDIS Emergency Digital Information System
EDRR Early detection and rapid response
EFFAK Emergency Financial First Aid Kit
EMMA Emergency Management Mutual Aid
EMO Emergency Management Organization
EMP Electromagnetic Pulse
EOC Emergency Operations Center
EOP Emergency Operation Plan
ERG Emergency Relocation Group
ESC Emergency Services Coordinator
ESF Emergency Support Functions
EVC Emergency Volunteer Center
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F
FAA Federal Aviation Administration
FBI Federal Bureau of Investigation
FE Functional Exercise
FEMA Federal Emergency Management Agency
FSE Full Scale Exercise
G
GIS Geographic Information System
H
HF High Frequency
HSEEP Homeland Security Exercise and Evaluation Program I
IA Individual Assistance
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IHP Individuals and Households Program
IMAAC Interagency Modeling and Atmospheric Assessment Center IPP Integrated Preparedness Plan
ISCC Invasive Species Council of California
ISO Insurance Services Office
J
JIC Joint Information Center
JIS Joint Information System
L
LAC Local Assistance Center
LHMP Local Hazard Mitigation Plan
LTCRP Long Term Community Recovery Plan
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M
MAC Multi-Agency Coordination
MMWR Morbidity and Mortality Weekly Report
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MSC Message Switching Computer
N
NAWAS National Warning System
NDRF National Disaster Recovery Framework
NEIC National Earthquake Information Center
NGO Non-Governmental Organizations
NIMS National Incident Management System
NLETS National Law Enforcement Telecommunications System NNDSS National Notifiable Diseases Surveillance System
NWS National Weather Service
O
OA Operational Area
OASIS Operational Area Satellite Information System
OEM Office of Emergency Management
OES Office of Emergency Services
P
PA Public Assistance
PD Police Department
PDA Preliminary Damage Assessment
PID Paradise Irrigation District
PIO Public Information Officers
PNP Private Nonprofit
PSPS Public Safety Power Shutoff
R
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REOC Regional Emergency Operations Center
S
SAP Safety Assessment Program
SAT Safety Assessment Team
SBA Small Business Administration
SCOUT Situation Awareness and Collaboration Tool
SEMS Standardized Emergency Management System
SNS Strategic National Stockpile
SOC State Operations Center
SOPs Standardized Operating Procedure
T
TADS Training Aids for Dam Safety
TICP Tactical Interoperable Communications Plan
TT&E Test, Train, & Exercise
TTX Table Top Exercises
V
VSAT Very Small Aperture Terminal
U
USDA United States Department of Agriculture
USGS United States Geological Service
W
WCAG Web Content Accessibility Guidelines
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References
# Authority Reference Title Location of
Reference
International International Organization for Standardization (IS) 22320 Federal National Response Framework (As revised)
Federal National Incident Management System (NIMS)
Federal Comprehensive Preparedness Guide (CPG) 101, 2010 edition State California State Emergency Plan, October 2017 edition State California Disaster Assistance Act (CDAA)
State Preservation of Local Government
State Integrating Access and Functional Needs Within the Emergency Planning Process, 2020 edition
County California Fire and Rescue Mutual Aid Plan
County Butte County Local Hazard Mitigation Plan, 2019 edition County Butte County Public Health Department Camp Fire After Action Report and Improvement Plan
Town Town of Paradise Emergency Operations Plan, 2011
Town Town of Paradise Camp Fire After Action Report and Corrective Action Plan
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Emergency Proclamation Example
The following is an example of an emergency proclamation used by the City and County of San Francisco for the COVID-19 pandemic.

It should be noted that the language in the first paragraph of a proclamation cites the specific code sections which grant authority to the Mayor to issue the proclamation. The first paragraph following the “Now Therefore….” heading states the necessity for the proclamation. The remainder of the “Whereas” and “Now therefore” items should be tailored to the specific situation for the proclamation.

WHEREAS, California Government Code Sections 8550 et seq., San Francisco Charter Section

3.100(13) and Chapter 7 of the San Francisco Administrative Code empower the Mayor to proclaim the existence of a local emergency, subject to concurrence by the Board of Supervisors as provided in the Charter, in the case of an emergency threatening the lives, property or welfare of the City and County or its citizens; and
WHEREAS, The United States has confirmed cases of individuals who have a severe acute respiratory illness caused by a novel (new) coronavirus ("COVID-19" or "the virus") first detected in Wuhan, Hubei Province, People's Republic of China ("China"). The virus was first reported in China on December 31, 2019. As of February 24, 2020, the World Health Organization ("WHO") has reported approximately 77,262 confirmed cases of COVID-19 in China, more than the number of confirmed cases of Severe Acute Respiratory Syndrome (SARS) during its 2003 outbreak. An additional 2,069 cases have been confirmed across 29 other countries; in many of these cases, the infected individuals had not visited China. More than 2,500 people have died from the virus, including 23 outside of China. The number of confirmed cases has continued to escalate dramatically over a short period of time; and WHEREAS, WHO officials now report that sustained human-to-human transmission of the virus is occurring. Transmission from an asymptomatic individual has been documented. Although the majority of individuals infected with COVID-19 recover from the disease without special treatment, approximately 1 in 6 may become seriously ill.

Manifestations of severe disease have included severe pneumonia, acute respiratory distress syndrome, septic shock, and multi-organ failure. Approximately 2% of the people confirmed infected with COVID-19 have died; and
WHEREAS, On January 30, 2020, WHO declared the COVID-19 outbreak a public health emergency of international concern, and on January 31, 2020, the U.S. Department of Health and Human Services declared a Public Health Emergency for the United States; and WHEREAS, The Centers for Disease Control and Prevention ("CDC") has determined that the virus presents a serious public health threat, requiring coordination among state and local health departments to ensure readiness for potential health threats associated with the virus; and WHEREAS, The CDC has issued guidance to local and State health departments, including San Francisco's Department of Public Health ("DPH"), concerning risk assessment and public health management of persons with potential exposure to COVID-19. These guidelines require DPH to make extraordinary efforts to monitor ongoing communicable disease threats and prepare for management of individuals who may have been exposed to COVID-19; and
WHEREAS, DPH, the Department of Emergency Management, and other City partners have been working successfully and diligently to implement CDC guidelines, but now require additional tools and 477
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resources to protect the public health given the current state of the epidemic and the need for a sustained response; and
WHEREAS, The City's Director of Public Health has determined that DPH cannot comply with the CDC's guidance without immediate action beyond the City's ordinary response capabilities, including directing personnel and resources from other City departments to assist with the ongoing and developing threat of COVID-19; and
WHEREAS, Conditions of extreme peril to the safety of persons and property have arisen; and WHEREAS, The Mayor does hereby proclaim that the aforesaid conditions of extreme peril warrant and necessitate the proclamation of the existence of a local emergency,

NOW, THEREFORE,
I, London N. Breed, Mayor of the City and County of San Francisco, proclaim the existence, effective immediately on February 25, 2020, of an emergency within the City and County threatening the lives, property or welfare of the City and County and its citizens; It is further ordered that:
(1) All City and County officers and employees take all steps requested by the Director of Public Health to prevent the spread of COVID-19 and to prevent or alleviate illness or death due to the virus; and (2) All City and County officers and employees take all steps requested by the Director of Public Health to qualify the City for reimbursement from the Federal Emergency Management Agency and for other state and federal relief as may be available to reimburse the City for the expenses it incurs in addressing this emergency; and
I further proclaim and order that:

By the terms of this emergency declaration the government of the City and County of San Francisco is organized under the provisions of the Incident Command System (ICS), which system forms an essential part of the City's Emergency Operations Plan. The head of each City department and agency shall observe his or her proper relationship in the command structure outlined by the system and shall respond to the orders and requests of the Lead Department designated to exercise supervision over his or her department during the course of this emergency;
Because of the extreme peril to its residents and visitors, the Governor of the State of California is hereby requested to include the area of the City and County of San Francisco in any emergency declaration by the State, and is further requested to ensure that the City and County is included in any emergency declaration that may be issued by the President of the United States.

And I further proclaim and order that:

This declaration of a local emergency shall continue to exist until it is terminated by the Mayor or the Board of Supervisors. All departments of the City and County of San Francisco are strictly ordered to cooperate with the requests for material and personnel resources that may emanate from the Incident Command Staff of the City and County which is located in the Emergency Command Center of the City and County of San Francisco.

Date:

Signature:

Title:
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Emergency Management Systems
National Incident Management System (NIMS)
The NIMS provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent, nationwide approach to domestic emergency management applicable to all jurisdictional levels (public and private) and across functional disciplines.

These stem from series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two HSPDs that are of particular importance to emergency planners:

HSPD-5, Management of Domestic Incidents, identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other federal departments and agencies and state, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS).

HSPD-8, National Preparedness, describes the way Federal departments and agencies will prepare. It requires DHS to coordinate with other Federal departments and agencies—and with state, local, and tribal governments to develop a National Preparedness Goal.

Together, NIMS, the NRF, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; how it needs to be done; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response. NIMS provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident.

Building on the ICS, NIMS provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies.

NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the NIMS system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
Standardized Emergency Management System (SEMS)
The Standardized Emergency Management System (SEMS) is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management.

SEMS is required by the California Emergency Services Act (ESA) for managing multiagency and 479
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multijurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements.

SEMS incorporates the use of the Incident Command System (ICS), California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), the Operational Area (OA) concept and multiagency or interagency coordination. State agencies are required to use SEMS and local government entities must use SEMS in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.

The California Emergency Services Act requires SEMS for managing multi-agency and multijurisdictional responses to emergencies in California. (Government Code Section 8607(a)). The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of ICS, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept, and multiagency or inter-agency coordination. State agencies are required to use SEMS, and local government entities must use SEMS to be eligible for any reimbursement of response-related costs under the State’s disaster assistance programs.

SEMS Organization Levels
Under SEMS, response activities are managed at the lowest possible organizational level. SEMS consists of five (5) levels: 1) Field Response, 2) Local, 3) Operational Area, 4) Regional, and 5) State, as illustrated below in Figure 1. The Town utilizes SEMS during incidents that require a multi-agency response or when the incident involves multiple jurisdictions.

Figure 1 SEMS Levels
Field Response Commands on-scene information, resources, and priorities Local Manages and/or coordinates information, resources, and priorities within the boundary of a county
Operational Area Manages and coordinates information and resources among operational areas Region Manages and coordinates information and resources among operational areas State Statewide resource coordination integrated with federal agencies Field Response
The Field Response level is where emergency response personnel and resources, under the command and control of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat (emergency operations that take place in the field such as evacuations, fire suppression, damage assessments or temporary construction are considered to occur at the Field level).

Local Government
The Local Government level includes, cities, counties, special districts, and the administrative and coordinative operations of agencies. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. As a condition of State reimbursement of response-related costs, local governments are required to use SEMS when the local EOC is activated or a Local Emergency is proclaimed.
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Operational Area
An Operational Area is the intermediate level of the state emergency services management organization.

The Operational Area level encompasses a county and is responsible for coordination among all political subdivisions located therein, including incorporated cities and special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the Operational Area. The Operational Area operates an EOC and serves as the coordination and communication link between the Local Government and Regional levels.

Regional Level and Regional Emergency Operations Center (REOC) The Regional level is administered by the State and manages and coordinates information and resources among Operational Areas and within or between one or more mutual aid regions established by Cal OES.

The Regional level coordinates overall State agency support for emergency response activities within the Region. California is divided into three (3) Cal OES administrative regions – Inland, Coastal, and Southern; six (6) fire and rescue mutual aid regions; and seven (7) law enforcement mutual aid regions.

The Regional level operates the REOC and serves as the coordination and communication link between the Operational Area and the State level.

State Level and State Operations Center (SOC)
The State level of SEMS prioritizes tasks and coordinates State resources in response to the requests from the Regional level, and coordinates mutual aid among the Regions. The State level also serves as the coordination and communication link between the State and the Federal emergency response system. The State level requests assistance from other State governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with FEMA.

SEMS Functions
SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies include the five functions identified in Figure 2 - SEMS Functions. These functions must be applied at each level of the SEMS organization.

Figure 2 SEMS Functions
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels. Command and Management are further discussed below:

Command/Management
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Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the Incident Command System (ICS), the Incident Commander (IC), with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The IC must respond to higher authority. Depending upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center (DOC) or EOC, when activated.

Management: The EOC serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the EOC, the Management function:
• Facilitates multiagency coordination and executive decision making in support of the incident response
• Implements the policies established by the governing bodies • Facilitates the activities of the Multi-Agency Coordination (MAC) Group Operations: Responsible for coordinating and supporting all jurisdictional operations in support of the response to the emergency through implementation of the organizational level's Action Plans (AP). At the Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan (IAP). In the EOC, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline-specific operations.

Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities and ground support.

Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the IAP at the Field Level or the AP at an EOC. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the EOC. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems (GIS) priorities, compile and maintain documentation, conduct advance planning, manage technical specialists and coordinate demobilization.

Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident or EOC personnel and hired equipment, coordinate procurement activities, process claims and track costs.

The field and EOC functions are further illustrated in Table 3 - Comparison of Field and EOC SEMS Functions.
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Table 3 Comparison of Field and EOC SEMS Functions
Primary Sems
Function Field Response Level EOCS at Other SEMS Levels Command/Management
Command is responsible for the
directing, ordering, and/or controlling
of resources.

Management is responsible for facilitation of
overall policy, coordination and support of
the incident.

Operations
The coordinated tactical response of
all field operations in accordance
with the Incident Action Plan.

The coordination of all jurisdictional
operations in support of the response to the
emergency in accordance with the EOC
Action Plan.

Planning/Intelligence
The collection, evaluation,
documentation and use of
intelligence related to the incident.

Collecting, evaluating and disseminating
information and maintaining documentation
relative to all jurisdiction activities.

Logistics
Providing facilities, services,
personnel, equipment and materials
in support of the incident.

Providing facilities, services, personnel,
equipment and materials in support of all
jurisdiction activities as required.

Finance/Administration
Financial and cost analysis and
administrative aspects not handled
by the other functions.

Responsible for coordinating and supporting
administrative and fiscal consideration
surrounding an emergency incident.

SEMS Components
Management by Objectives
The Management by Objectives (MBO) feature of ICS, as applied to SEMS, means that each SEMS Level establishes for a given Operational Period, measurable and attainable objectives to be achieved.

An objective is an aim or end of an action to be performed. Each objective may have one or more strategies and performance actions needed to achieve the objective.

Operational Period
The Operational Period is the length of time set by command at the Field Response Level, and by management at other levels to achieve a given set of objectives. The period may vary in length from a few hours to days, and will be determined by the situation.

Action Plans
Action planning should be used at all SEMS Levels. There are two types of action plans in SEMS:

Incident Action Plans and EOC Action Plans. The Incident Action Plans (IAP) are used at the Field Response Level. The IAP can be either written or verbal although for documentation purposes the written IAP is preferable. The IAP contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next Operational Period. Incident Action Plans are an essential and required element in achieving objectives under ICS.

EOC Action Plans are crafted at Local Government, Operational Area, Region, and State EOC Levels.

The use of EOC Action Plans provides designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. EOC Action Plans not only provide direction, but also serve to provide a basis for measuring achievement of objectives and overall system performance. Action Plans can be extremely effective tools during all phases of a disaster. 483
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Organizational Flexibility – A Modular Organization
The intent of this SEMS feature is that at each SEMS Level, only those functional elements that are required to meet current objectives need to be activated. All elements of the organization can be arranged in various ways within or under the five SEMS essential functions.

The functions of any non-activated element are the responsibility of the next highest element in the organization. Each activated element must have a person in charge; however, one supervisor may be in charge of more than one functional element.

Organizational Unity and Hierarchy of Command
Organizational unity means that every individual within an organization has a designated supervisor.

Hierarchy of command/management means that all functional elements within each activated SEMS Level are linked together to form a single overall organization with appropriate span of control limits.

Span of Control
Maintaining a reasonable span of control is the responsibility of every supervisor at all SEMS Levels.

The optimum span of control is one to five, meaning that one supervisor has direct supervisory authority over five positions or resources. The recommended span of control for supervisory personnel at the Field Response Level and all EOC Levels should be in the one-to-three to one-to-seven ratio. A larger span of control may be acceptable when the supervised positions or resources are all performing a similar activity.

Personnel Accountability
An important feature to all SEMS Levels is personnel accountability. This is accomplished through the Organizational Unity and Hierarchy of Command or Management features, along with the use of checkin forms, position logs and various status forms. The intent is to ensure that there are proper safeguards in place so all personnel at any SEMS Level can be accounted for at any time.

Common Terminology
In SEMS, common terminology is applied to: functional elements, position titles, facility designations, and resources. The purpose of having common terminology is to rapidly enable multi-agency, multijurisdiction organizations and resources to work together effectively. This will vary from level to level in terms of directing, controlling, coordinating, and resource inventorying. Procedures for effective resources management must be geared to the function and the level at which the function is performed.

Integrated Communications
This feature of SEMS relates to: hardware systems, planning for system selection and linking, and the procedures and processes for transferring information. At the Field Response Level, integrated communications are used on any emergency. At and between all SEMS Levels, there must be a dedicated effort to ensure that communications systems, planning and information flow are accomplished in an effective manner. The specifics of how this is accomplished at EOC Levels may be different than at the Field Response Level.

More on the SEMS Regulations and SEMS Guidelines can be found on the CalEMA Website.

Incident Command System (ICS)
NIMS and SEMS require emergency response agencies to use ICS for multi-agency, multi-jurisdictional incidents. ICS is a standardized, on-scene, all hazards incident approach that:
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• Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure • Enables a coordinated response among various jurisdictions and functional agencies, both public and private
• Establishes common processes for planning and managing resources All levels of government use ICS—federal, state, tribal, and local—and many nongovernmental organizations and the private sector. ICS is also applicable across disciplines. Per SEMS, EOCs use a modified version of ICS. ICS is structured to facilitate activities in five (5) major functional areas: 1) Command/Management, 2) Operations, 3) Planning/Intelligence, 4) Logistics, and 5) Finance. All of the functional areas may or may not be used depending on the needs of the incident. The Town Fire Service and Police Department utilize ICS during day-to-day and multi-agency response incidents.

SEMS regulations require local governments to provide for the five (5) ICS functions as the basis for structuring the organization:
• Command/Management: Responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations • Operations: Responsible for coordinating all operations in support of the emergency response through implementation of the Incident or EOC Action Plan • Planning/Intelligence: Responsible for collecting, evaluating, and disseminating information to promote situational awareness, developing the Action Plan and AfterAction Report (AAR), and maintaining documentation • Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the incident
• Finance: Responsible for financial activities and other administrative aspects Mutual Aid
California Master Mutual Aid Agreement
California's emergency resource management system is based on a statewide mutual aid organization designed to ensure that additional resources are provided to the State’s political subdivisions whenever their resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement, which is entered into by local governments and the State.

The agreement facilitates implementation of Chapter 7 of Division 1 of Title 2 of the Government Code entitled "California Emergency Services Act.” It includes participation by the various departments and agencies within the political subdivisions, municipal corporations, and public agencies within the State to assist each other by providing resources during an emergency.

The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, Federal and State monies may be appropriated to reimburse public agencies that aid other jurisdictions. If other agreements, memoranda, and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility, and local entities may only be reimbursed if funds are available. The Master Mutual Aid Agreement promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
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The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and State with the intent to provide requesting agencies with adequate resources. The system includes several discipline-specific mutual aid systems, such as fire and rescue, law, medical, and public works. The adoption of SEMS and NIMS does not alter these existing systems but enhances the facilitation of mutual aid through the local government, operational area, regional, and State levels.

There are four approved, formal Mutual Aid Systems in California. Those systems are:
• Fire and Rescue
• Law Enforcement
• Coroner
• Emergency Management (resources not covered by the other three systems) Other informal mutual aid involves, but is not limited to the interchange of:
• Public Information
• Medical and Health
• Communications
• Transportation Services
• Facilities
• Hazardous Materials Mutual Aid System
• Volunteer and Private agencies
California is divided into six mutual aid regions, which are subdivisions of the state emergency services organization established to facilitate the coordination of mutual aid and other emergency operations within an area of the state consisting of two or more Operational Areas.

A map of Inland Region is shown in Figure 3 - Inland Region Mutual Aid, which details the Mutual Aid Regions III, IV & V, Butte County is located in Mutual Aid Region III. 486
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Figure 3: California Mutual Aid Regions
Mutual Aid Coordinators
Discipline-specific mutual aid systems work through designated mutual aid coordinators at the Operational Area, regional, and State levels to facilitate mutual aid. The role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility and pass on unfilled requests to the next level. Law Enforcement, Fire and Rescue Services, Coroners, Emergency Management Mutual Aid, and the Medical Health Operational Coordinators work within existing State mutual aid systems for requests and assignments of mutual aid.

Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are managed through the emergency services mutual aid system by emergency management staff at the local government, Operational Area, regional, and State levels. When EOC’s are activated, all disciplinespecific mutual aid systems will establish coordination and communications within the respective local, Operational Area, regional, or State EOCs. Mutual aid system representatives at an EOC may be located in various functional elements (sections, branches, groups, or units) or serve as an agency representative, depending on how the EOC is organized and the extent to which it is activated. 487
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Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC, an organization ratified by the U.S. Congress that provides form, structure, and procedures for rendering emergency assistance between states. Once the Governor has declared a State of Emergency, Cal OES will assess the resource needs for the incident.

California can then request resources through the EMAC network for assistance provided by other states.

The use of EMAC resolves two (2) of the key issues regarding mutual aid, liability, and reimbursement so that a disaster-impacted state can request and receive assistance from other member states quickly and efficiently.

Personnel deployed under EMAC submit documentation to their resource providers (home agency), who in turn submits a reimbursement package to their home state. The home state submits a reimbursement to the requesting state who reimburses the assisting state. The requesting state covers the tort liability, and the responding state covers the workers' compensation liability.

Mutual Aid Coordination
Formal mutual aid requests will follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.

Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.

Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.

Operational Area Requests: The OA is a composite of its political subdivisions, (i.e. municipalities, contract cities, special districts and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled.

Region Level Requests: The state is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific resources within the region to support a mutual aid request by a jurisdiction also within the region. In the event resources are unavailable at the regional level, the request is forwarded to the State Mutual Aid Coordinator to be filled.

State Level Requests: On behalf of the Governor, the Secretary of CalEMA has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency.

The Secretary will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking an appropriate state agency to fill the need. 488
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Figure 4 – Flow of Requests and Resources depicts the resource management process for the state under SEMS. In this model, the affected local government has the ability to access all stakeholders at all levels of the system.

Figure 4 Flow of Requests and Resources
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EOC Job Role Cards
The following sections include job role cards for key positions within the EOC.

EOC Director
Responsible for leading the staff in the EOC and directing/coordinating with directors in other County DOCs
Key Position Elements
• Manage and coordinate overall emergency response and recovery operations • Oversee and manage all Sections in the EOC
• Coordinate and liaison with appropriate federal, state, regional, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Establish appropriate EOC staffing level
• Continuously monitor organizational effectiveness and make appropriate changes • Exercise overall management responsibility for the coordination between emergency response agencies in the jurisdiction
• Alongside General Staff, set jurisdictional priorities for response • Ensure all department/agency actions support established EOC priorities • Ensure that inter-agency coordination is accomplished effectively • Prepare and disseminate emergency public information, other essential information and data about impacts and damage
Reports To:
• Policy Group/County Board of Supervisors
Supervises:

MANAGEMENT STAFF GENERAL STAFF
Assistant EOC Director County Liaison
EOC IT Support Operations Section Chief/Coordinator
Coordinator Group Liaison Officer Planning & Intelligence Chief/Coordinator Safety Officer Logistics Section Chief/Coordinator
Public Information Officer Finance & Admin Section Chief/Coordinator Recorder Security Officer
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Plans and Reports:
• EOC Action Plan - Review and Approve
• Advance Plan(s) - Review and Approve
• Demobilization Plan - Review and Approve
• Press Releases - Review and Approve
• Reports - Review and Approve
• After Action Report – Review and Approve
Forms and Guides:
• Position Job Aid
• County Code
• County EOP
• All ICS Forms
• GUIDE: Planning P See EOP Appendix G
• Recovery Plan/Project Management Plan
• After Action Report See EOP Appendix H
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Determine appropriate level of activation based on known situation  Mobilize/recall appropriate personnel to the EOC for initial activation  Respond immediately to EOC site and determine operational status  Obtain briefing from available sources
 Ensure that EOC is properly set up and ready for operations  Ensure that EOC check-in procedure is established
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• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Ensure that EOC organization and staffing chart is posted and completed • FORM: ICS-207 Incident Organization Chart
 Determine needed EOC sections, assign Section Chiefs and ensure sections are adequately staffed
• Operations Section Chief
• Logistics Section Chief
• Planning & Intelligence Section Chief
• Finance & Administration Section Chief
 Determine needed Management Staff positions and ensure they are filled as soon as possible  Assistant EOC Director
• Public Information Officer
• Safety Officer
• Security Officer
• Liaison Officer
 Ensure telephone and/or radio communications with other EOCs/DOCs are established and functioning
 Schedule the initial EOC Action Planning Meeting
 Alongside General Staff, determine what representation is needed at the EOC from other emergency response agencies
 Assign the Liaison Officer to coordinate outside agency response to the EOC, and if needed, assist in establishing an Inter-agency Coordination Group Response:
 Monitor General Staff activities to ensure appropriate actions are being taken  Alongside Public Information Officer (PIO), develop public information guidance. Conduct news conferences and review media releases for final approval. Follow established procedure for public information
 Ensure Liaison Officer is providing and maintaining effective inter-agency coordination  Based on status reports, establish initial strategic objectives for the EOC  Alongside Management Staff, prepare EOC objectives for the Initial Action Planning Meeting • FORM: ICS-202 Incident Objectives
 Convene Initial Action Planning meeting. Ensure that all Section Chief/Coordinators, Management Staff, and key agency representatives are in attendance  Ensure appropriate Action Planning procedures are followed. 492
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 Ensure the Action Planning meeting is facilitated appropriately by the EOC Planning & Intelligence Section, and consensus among EOC Director/Coordinator, PIO, and Section Chiefs/Coordinators on objectives for forthcoming operational period
 Assess the situation, define problems, set priorities and establish strategic and SMART objectives for the response/recovery period
 Determine the operational period time frame (i.e., 6, 8 or 12-hour shifts)  Review and identify the need for additional staffing and/or other resources  When the Action Plan is completed by the EOC Planning & Intelligence Section, review, approve and authorize its distribution and implementation
• FORM: ICS-201 Incident Briefing
• FORM: ICS-202 Incident Objectives
• FORM: ICS-203 Organization Assignment List
• FORM: ICS-204 Assignment List
• FORM: ICS-205A Communications List
• FORM: ICS-206 Medical Plan
• FORM: ICS-207 Incident Organization Chart
• FORM: ICS-208 Safety Message/Plan
• FORM: ICS-213 General Message
 Conduct periodic briefings with General Staff to ensure strategic objectives are current and appropriate
• FORM: ICS-209 Incident Status Summary
 Conduct periodic briefings for elected officials or their representatives • FORM: ICS-209 Incident Status Summary
 If appropriate, inform the Policy Group and issue an Emergency Proclamation, and coordinate local government proclamations with other emergency response agencies Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
• Position Job Aid
• FORM: ICS-214 Activity Log
 Ensure next shifts staff are accounted for. Ensure the safety and well-being of staff being dismissed for the operational period
 Provide all completed documentation to the Recorder in the EOC Planning & Intelligence Section  Follow EOC check out procedures, including signing out • FORM: ICS-211 Incident Check-In List
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Demobilization and Termination:
 Authorize demobilization of sections, branches, groups and units when they are no longer required informally or via a plan
• PLAN: Demobilization Plan
 Notify higher level EOCs and other appropriate organizations of planned demobilization, as appropriate
 Ensure that open actions not completed will be handled after demobilization  Ensure that all required forms or reports are completed prior to demobilization  Prepare to provide input to the After-Action Report (AAR)  Proclaim termination of the emergency response and proceed with recovery operations  Alongside Public Information Officer, make emergency termination notifications to County Board of Supervisors, Response Partners, Community and Southern Region Regional Emergency Operations Center (REOC)
 Provide a final emergency briefing of the event to EOC personnel to include:
• Date/time of termination
• Requests all documentation developed during the event response • Instructions for support of recovery operations or assembly of the final report • Time and date of formal debrief to identify issues, lessons learned and corrective actions • Instructions for resumption of normal operations
 Determine if a formal Recovery Plan is required based on a review of the technical criteria by:
• Length and resources required for investigating and fact-finding activities • Assessment of property damage efforts require substantial and prolonged coordination and communications with off-site governments, agencies and/or response organizations • Number of personal injuries or illnesses requiring protracted follow-up treatment, analysis and public information
 Supervise the transition of the EOC from response to recovery operations, as necessary  Appoint a recovery manager; the recovery manager will establish a recovery organization and recovery plan
 Proclaim EOC deactivated
 Approve deactivation of other emergency facilities that were opened because of the emergency  Assists with recovery objectives, as requested for Recovery Plan  Turn over command to Recovery Manager
 Schedule Incident Debriefing
 Assists with the development of a final AAR
• Approve final AAR
• REPORT: After Action Report
 Turn in completed job aids, forms and notes to Recorder 494
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Assistant EOC Director
Responsible for supporting the EOC Director and providing services for the overall effective functioning of the EOC. Establishes and enforces security protocols for the EOC and other emergency related facilities to manage access control and protect staff and information.

Key Position Elements
• Assist and serve as an advisor to the EOC Director and General Staff • Provide information and guidance related to the internal functions of the EOC • Ensure compliance with operational area emergency plans and procedures Reports To:
• EOC Director
Plans and Reports:
• All plans
• All reports
Forms and Guides:
• Town EOP
• Position Job Aids
• All ICS Forms
• All guides
Technology:
• Laptop
• Phone
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
• Radio
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Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check work station to ensure readiness
 Wear identification vest and read over job aid
 Brief incoming EOC Section personnel prior to their assuming their duties. Briefings should include:
• Current situation assessment
• Identification of specific job responsibilities
• Identification of co-workers within the job function and/or geographical assignment • Availability of communications
• Location of work area
• Identification of eating and sleeping arrangements as appropriate • Procedural instructions for obtaining additional supplies, services and personnel • Identification of operational period work shifts
 Receive situation, section and position briefing from available and appropriate personnel  Activate Department Emergency Voicemail
 Ensure readiness to maintain concise records of position activities • FORM: ICS-214
 Assist the EOC Director in determining appropriate staffing for the EOC • FORM: ICS-207
 Provide assistance and information regarding section staffing to all general staff Response:
 Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan
• FORM: ICS 202
• GUIDE: Planning P
 Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements • FORM: PROCLAMATION RESOLUTION
• GUIDE: LEGAL AUTHORITIES
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 Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan
• PLAN: EOC Action Plan
• GUIDE: Planning P
 Provide overall procedural guidance to General Staff
 Provide general advice and guidance to the EOC Director  Ensure that all appropriate notifications are made to same and one level higher EOCs (San Mateo Operational Area)
 Ensure that all communications with appropriate emergency response agencies are established and maintained
 Assist the EOC Director in preparing for and conducting briefings with Management Staff, the agency or jurisdiction policy groups, the media and the public • Form: ICS-209/Situation Status Report
• REPORT: Press Release
 Ensure that EOC personnel are properly maintaining all documentation  Facilitate and attend periodic briefing sessions conducted by the EOC Director  Monitor performance of EOC personnel for signs of stress or under-performance; advise EOC Director of conditions
 Assist the Liaison Officer with coordination of all EOC visits  Aid with shift change activity
Shift Change:
 Provide turnover briefing to position replacement.
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
• FORM: Position Job Aid
• FORM: ICS-214
 Provide all completed documentation to the Recorder.
 Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports and other documentation 497
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 Provide all completed documentation to the Recorder, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the AAR
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Public Information Officer (PIO)
Responsible for providing news and information on the emergency/disaster to the media, the public, all departments and required agencies.

Key Position Elements
• Serve as the central coordination point for the agency or jurisdiction for all media releases • Ensure that the public within the affected area receives complete, accurate and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information
• Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies
• Develop the format for press conferences, in conjunction with the EOC Director • Maintain a positive relationship with the media representatives • Supervise the Public Information Branch
Reports To:
• EOC Director
Supervises:
• Media Monitoring Unit, if assigned
• Public information staff, if assigned
Plans and Reports:
• EOC Action Plan
• Public Information Guidance
• Media Monitoring Plan
Forms and Guides:
• Position Job Aid
• ICS 205A Communications List
• ICS 211 Check-in List
• ICS 214 Activity Log
• Disaster Assistance Directory
• Press and Media Releases
• Media Briefing Schedule
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Technology:
• Laptop
• Phone
• Media Monitoring
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check work station to ensure readiness
 Wear identification vest and read over Job aid
 Receive situation, section and position briefings from available and appropriate personnel  Maintain concise records of position activities
• FORM ICS-214
 Determine staffing requirements and make required personnel assignments for the Public Information function to the Personnel Unit in Logistics Response:
 Obtain policy guidance from the EOC Director regarding media releases  Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments
 Recommend procedures or measures to improve media relations  Coordinate with the Field Intelligence Unit and identify the method for obtaining and verifying significant information as it is developed
 Develop and publish a media-briefing schedule, to include location, format, and preparation and distribution of handout materials
• FORM: MEDIA BRIEFING SCHEDULE
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 Implement and maintain an overall information release program  Establish a Media or Joint Information Center, as required, providing necessary space, materials, telephones and electrical power
 Maintain up-to-date status boards and other references at the Media or Joint Information Center  Provide adequate staff to answer questions from members of the media  Interact with other EOC PIOs and obtain information relative to public information operations  Develop content for state Emergency Alert System (EAS) releases if available  Monitor EAS releases as necessary
 In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health and assistance for the public  At the request of the EOC Director, prepare media briefings and press releases for members of the agencies or Town Policy Group
 Provide other assistance as necessary to facilitate their participation in media briefings and press conferences
• FORM: Press Release
 Ensure that a rumor control function is established to correct false or erroneous information  Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the affected areas
 Provide appropriate staffing and telephones to efficiently handle incoming media and public calls  Prepare, update and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.  Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.)  Monitor broadcast media, using information to develop follow-up press releases and rumor control  Ensure that file copies are maintained of all information released  Provide copies of all press releases to the EOC Director for approval • FORM: Press Release
 Prepare final press releases and advise media representatives of points-of-contact for follow-up stories
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• FORM: Position Job Aid
• FORM: ICS-214
 Provide all completed documentation to the Recorder
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 Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports, and other documentation. Provide all completed documentation to the Recorder, prior to your departure
 Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report  Alongside EOC Director and Liaison Officer, make emergency termination notifications to Town Council, Response Partners, Community and Operational Area 502
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Cooperator Group Liaison
Responsible for supporting the Cooperator Group Representatives assigned to the EOC and handling requests from other agencies for sending Town liaison personnel to other EOCs.

Key Position Elements
• Coordinate with Cooperator Group Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs • Function as a central location for incoming Cooperator Group Representatives, provide workspace and arrange for support as necessary
• Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination and ensure the proper flow of information • Ensure that all developed guidelines, directives, action plans and appropriate situation information is disseminated to Cooperator Group Representatives Reports To:
• EOC Director
Plans and Reports:
• Town EOP (for liaisons)
• EOC Action Plan - Shares with relevant stakeholders. Not responsible for development Forms and Guides:
• Position Job Aid
• ICS 205A Communications List
• ICS 211 Check-in List
• ICS 214 Activity Log
Technology:
• Laptop
• Phone
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
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Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check work station to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities Response:
 Arrange for VIP tours and coordinate with the PIO and Field Incident Commanders  Contact all on-site Cooperator Group Representatives. Make sure:
• They have signed into the EOC
• They understand their assigned function
• They know their work location
• They understand EOC organization and floor plan (provide both)  Determine if outside liaison is required with other agencies such as:
• Local/county/state/federal agencies
• Schools
• Volunteer organizations
• Private sector organizations
• Utilities not already represented
 Determine status and resource needs and availability of other agencies  Brief Cooperator Group Representatives on current situation, priorities and EOC Action Plan  Request Cooperator Group Representatives contact their agency, determine level of activation of agency facilities and obtain any intelligence or situation information that may be useful to the EOC  Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases that may impose risk across boundaries
 Respond to requests for liaison personnel from other agencies  Act as liaison with state or federal emergency response officials and appropriate town personnel  Determine if there are communication problems in contacting outside agencies. Provide information to the Communications Unit of the EOC Logistics Section 504
50 Town of Paradise
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Supplemental Documents
 Know the working location for any Cooperator Group Representative assigned directly to a branch/unit
 Compile list of Cooperator Group Representatives (agency, name, EOC phone) and make available to all Section and Branches/Groups/Units
 Respond to requests from Sections, Branches and Units for Cooperator Group information. Direct requests to appropriate Cooperator Group Representatives  Provide periodic update briefings to Cooperator Group Representatives as necessary Shift Change:
 Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period • FORM: Position Job Aid
• FORM: ICS-214
 Provide list of other Cooperator Group Representatives assigned to the EOC and Town liaisons assigned to other agencies
 Provide all completed documentation to the Recorder
 Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Release agency representatives that are no longer required in the EOC when authorized by the EOC Director
 Collect any documentation from agency representatives that would be relevant for the after-action report
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to departure  Clean up work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report 505
51 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Safety Officer
Responsible for identifying and mitigating safety hazards and situations of potential Town liability during EOC operations. Ensure that all facilities used in support of EOC operations have safe operating conditions (building, parking lots, etc.)
Key Position Elements
Elements include:
• Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition
• Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions • Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken
Reports To:
• EOC Director
Plans and Reports:
• EOC Action Plan - Provide Input
• Advance Plans and Reports (Demob, Recovery, etc.) - Provide Input Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-208 Safety Message/Plan
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
• ICS-215A Incident Action Plan Safety Analysis
Technology:
• Laptop
• Phone (Desk or Cell)
506
52 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:
 Tour the entire EOC facility and evaluate conditions
 Advise the EOC Director of any conditions and actions that might result in liability (unsafe layout or equipment set-up, etc.)
 Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, first aid kits, AED’s and evacuation routes and exits • FORM: ICS-215A Incident Action Plan Safety Analysis
 Be familiar with particularly hazardous conditions in the facility; take action when necessary  Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings
• FORM: ICS-208 Safety Message/Plan
 If the event that caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks
 Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water quality, etc.
 Keep the EOC Director advised of unsafe conditions; take action when necessary  Coordinate with the EOC Finance Section in completing all forms required by the workers' compensation program for proper case evaluation and closure 507
53 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Shift Change:
 Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period • Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder in the EOC Planning & Intelligence Section  Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to departure  Clean up work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the AAR
508
54 Town of Paradise
Emergency Operations Plan
Supplemental Documents
EOC IT Support
Responsible for managing all computing needs including desktop/laptop computers, network and internal communications (internet/wireless, telephones, radios, etc.), printing, audio/visual and other technology needs for the EOC.

Key Position Elements
• Coordinate with all sections and branches/groups/units on operating procedures for computing, network and communications systems
• Provide support for all EOC Information Systems and ensures automated information links with partner EOCs/DOCs are maintained including, if applicable, audio, visual and teleconferencing equipment
Reports to:
• EOC Director
Plans and Reports:
• EOC Action Plan - supports development
• Communications Status Report
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
509
55 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:
 Develop the Emergency Communication Plan for all communication modes within the EOC and field Incident Command Posts when needed
• FORM: ICS-205A Communications List
 Determine what communications equipment is necessary
 Provide technical information as required
 Manage data and telephone services for the EOC. Receive any priorities or special requests  Support communications connectivity between EOC and field units, other operations centers including DOCs and mutual aid providers. Use the EOC Communications Directory for guidance  Provide communications equipment to Town liaisons for distribution to other agencies  Maintain of record of all communications equipment checked out to EOC and other staff  Refer all contacts with media to the Public Information Officer  Provide communications briefings and technology status reports as requested at action planning meetings
• REPORT: Communications Status Report
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
 Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder in the EOC Finance & Administration Section
510
56 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to your departure  Turn over financial information to EOC Finance & Administration Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 511
57 Town of Paradise
Emergency Operations Plan
Supplemental Documents
County Liaison
Responsible for representing the Operational Area at the EOC and handling requests for information or resources made by the Operational Area EOC.

Key Position Elements
• Provide coordination between the Town EOC and the Operational Area EOC • Represent the Operational Area at meetings
• Forward requests for information or resources to the Operational Area or acting themselves to provide the requested information
Reports To:
• Liaison Officer
Plans and Reports:
• Operational Area Plans and Directories
• Current Operational Area EOC Action Plans
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
512
58 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:
 Respond to requests from Sections, Branches, Groups and Units for Operational Area information  Direct requests from the Inland Region Regional Emergency Operations Center (REOC)/State Operations Center (SOC) to appropriate parent agency staff  Provide periodic update briefings to the Liaison Officer as necessary Shift Change:
 Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period • Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder in the EOC Planning & Intelligence Section  Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List (Retain copy for parent agency) • FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to departure  Clean up work area before you leave
 Provide a forwarding phone number where you can be reached 513
59 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Be prepared to provide input to the After-Action Report (AAR) 514
60 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Recorder
Responsible for maintaining complete documentation of the emergency; includes damage assessment reports, EOC action reports, after action and corrective action reports, Unit Logs and, meeting agenda and notes.

Key Position Elements
• Collect, organize and file all completed emergency related forms, to include: all EOC position logs, situation analysis reports, EOC Action Plans and any other related information, just prior to the end of each operational period • Provide document reproduction services to EOC staff
• Distribute the EOC situation analysis reports, EOC Action Plan and other documents, as required
• Maintain a permanent electronic archive of all situation reports and Action Plans associated with the emergency
• Assist the Planning & Intel Section Chief in the preparation and distribution of the AfterAction Report (AAR) Reports To:
• EOC Director
Plans and Reports:
• EOC Action Plan – Support Development and Distribution • Situation Status Report
• Operations Section Reports – Support Compilation and Distribution Forms and Guides:
• Position Job Aid
• ICS-201 Incident Briefing
• ICS-202 Incident Objectives
• ICS-203 Organizational Assignment List
• ICS-204 Assignment List
• ICS-205A Communications List
• ICS-206 Medical Plan
• ICS-207 Incident Organization Chart
• ICS-208 Safety Message/Plan
• ICS-209 Incident Status Summary
515
61 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• ICS-211 Incident Check-In List
• ICS-213 General Message
• ICS-214 Activity Log
• ICS-215 Operational Planning Worksheet
• ICS-215A Incident Action Plan Safety Analysis
• ICS-230-CG Daily Meeting Schedule
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:
 Establish and maintain a position log and other necessary files  Meet with the EOC Director and the Planning & Intel Section Chief to determine what EOC materials should be maintained as official records
 Meet with the Finance Section to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes  Initiate and maintain a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to this position at the end of each shift 516
62 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• FORM: ICS-207 Incident Organization Chart
• FORM: ICS-205A Communications List
 Reproduce and distribute the Situation Reports and Action Plans. Ensure distribution is made to the Operational Area EOC
 REPORT: Situation Status Report
• FORM: ICS-201 Incident Briefing
• FORM: ICS-202 Incident Objectives
• FORM: ICS-203 Organizational Assignment List
• FORM: ICS-204 Assignment List
• FORM: ICS-205A Communications List
• FORM: ICS-206 Medical Plan
• FORM: ICS-207 Incident Organization Chart
• FORM: ICS-208 Safety Message/Plan
• FORM: ICS-209 Incident Status Summary
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-213 General Message
• FORM: ICS-215 Operational Planning Worksheet
• FORM: ICS-215A Incident Action Plan Safety Analysis
• FORM: ICS-230-CG Daily Meeting Schedule
• PLAN: EOC Action Plan
 Keep extra copies of reports and plans available for special distribution as required  Set up and maintain document reproduction services for the EOC  Ensure distribution and use of message center forms to capture a written record of actions requiring application of resources, requests for resources or other directions/information requiring use of the message center form
 Ensure the development of a filing system to collect, log and compile copies of message center forms according to procedures approved by the EOC Planning & Intelligence Section Chief  Identify and establish a “runner” support system for collecting, duplicating journals, logs and message center forms throughout the EOC
 Refer all contacts with the media to the Public Information Officer  Operate the EOC Message Center
 Deliver messages throughout the EOC and retain copies for documentation  Ensure all messages are composed on a hard copy message form Shift Change:
 Provide turnover briefing to position replacement
517
63 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214 Activity Log
 Collect and save all completed documentation
 Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Collect and save all completed documentation, prior to your departure  Turn over financial information to EOC Finance & Administration Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 518
64 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Security Officer
Establishes and enforces security protocols for the EOC and other emergency related facilities to manage access control and protect staff and information.

Key Position Elements
• Provide a secure space for EOC staff to perform their duties • Maintain access control for the EOC and other emergency related facilities Reports To:
• EOC Director
Plans and Reports:
• All Plans
• All Reports
Forms and Guides:
• Position Job Aid
• ICS-205 Incident Radio Communications Plan
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
• All Guides
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
• Radio
519
65 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205 Incident Radio Communications Plan
• FORM: ICS-205A Communications List
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:
 Coordinate with law enforcement for the security of the EOC, the personnel working in the EOC and the adjacent parking areas
 Keep the EOC Director advised of security issues and potential solutions Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder in the EOC Planning & Intelligence Section  Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205 Incident Radio Communications Plan
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to your departure 520
66 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Turn over financial information to EOC Finance & Administration Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 521
67 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Finance Section Chief
Responsible for the financial support, response and recovery for the incident.

Key Position Elements
• Supervise the Finance Section
• Ensure that all financial records are maintained throughout the emergency • Ensure that all on-duty time is recorded for all emergency response personnel • Ensure that all on-duty timesheets are collected from EOC staff; Departments are collecting these from Department Operations Center (DOC) staff and Field Supervisors/Incident Commanders collect for their staff • Ensure there is a continuum of the payroll process for all employees responding to the emergency
• Determine/remind individuals of purchase order limits for the procurement function in EOC Logistics Section
• Ensure that workers’ compensation claims, resulting from the response, are processed within a reasonable time
• Ensure that all travel and expense claims are processed within a reasonable time • Ensure that all recovery documentation is accurately maintained and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or Cal OES
Reports to:
• EOC Director
Supervises:
• Accounting Unit
• Time Unit
• Compensation/Claims Unit
• Purchasing Unit
• Recovery Unit
Plans and Reports:
• EOC Action Plan – Supports Development
Forms and Guides:
• Position Job Aid
522
68 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
• Public Assistance (PA) Damage Categories – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA website - https://www.fema.gov/public-assistance-policy-and-guidance Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
 Ensure that the EOC Finance Section is set up properly and that appropriate personnel, equipment and supplies are in place
 Based on the situation, activate units within the section as needed and designate Unit Coordinators for each element:
• Accounting Unit
• Time Unit
• Compensation/Claims Unit
• Purchasing Unit
• Recovery Unit
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69 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Ensure that sufficient staff are available for a 24-hour schedule, or as required  Meet with the EOC Logistics Section Chief and review financial and administrative support requirements and procedures
 Determine the level of purchasing authority to be delegated to EOC Logistics Section  Meet with all Unit Leaders and ensure that responsibilities are clearly understood  In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period
 Notify the EOC Director when the EOC Finance & Administration Section is operational  Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur
Response:
 Ensure that EOC Finance Section position logs and other necessary files are maintained  Ensure that displays associated with the EOC Finance Section are current, and that information is posted in a legible and concise manner
 Participate in all Action Planning meetings
 Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan
 Keep the EOC Director, General Staff and elected/other officials aware of the current fiscal situation and other related matters, on an on-going basis  Maintain all financial records throughout the emergency  Track and record all agencies’ staff time
 In coordination with the EOC Logistics Section, process purchase orders and develops contracts in a timely manner
 Process all workers’ compensation claims, resulting from the emergency, in a reasonable timeframe, given the nature of the situation
 Process all timesheets and travel expense claims promptly  Coordinate with Recorder to make sure 214-Acitivity Logs are being completed by EOC staff and submitted at the end of each operational period
 Provide administrative support to other EOC Sections as required  Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or Cal OES
 Implement planned CAL-Card changes and additions
 Implement planned emergency supply purchases
 Suspend competitive bidding and advertising
 Focus staff effort on essential services
524
70 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Obtain authorization from the Comptroller to approve and execute emergency purchases at level as directed by EOC
 Perform backup of all electronic purchasing
 Print hard copy of emergency vendor contact list
 Design and print manual purchase order form and distribute as necessary  Prepare plan to implement Town-wide use of manual purchase orders if automated system is lost or inoperable
 Refer all contacts with the media to the Public Information Officer Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder i  Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate appropriate Section Positions when authorized by EOC Director and follow demobilization direction/plan
 Identify staff to support on-going Recovery Operations and Recovery Plan. Advise identified staff on their continual support role
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to your departure  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 525
71 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Planning & Intel Section Chief
Responsible for the performance of the planning section including collecting, analyzing and displaying situation information, preparing situation reports, initiating and documenting the EOC Action Plan and After-Action Report (AAR) and planning for long term response and advanced planning.

Key Position Elements
• Lead and direct the Planning & Intelligence Section
• Collect, analyze and display situation information
• Prepare periodic Situation Report
• Prepare and distribute the EOC Action Plan and facilitate the Action Planning meeting • Conduct Advance Planning activities and reporting
• Provide technical support services to the various EOC sections and branches and document and maintain files on all EOC activities
• In coordination with the other Section Chiefs, ensuring that Status Reports are completed and utilized as a basis for Situation Analysis Reports and the EOC Action Plan • Keep the EOC Director informed of significant issues affecting the Planning & Intelligence Section
Reports To:
• EOC Director
Supervises:
• Field Intelligence Unit (Situation)
Plans and Reports:
• EOC Action Plan – Oversee Development
• Advance Plans – Oversee Development
• Situation Status – Oversee Development
• Planning Section Reports – Oversee Development and Distribution • County After Action Report (AAR) – Support Development Forms and Guides:
• Position Job Aid
• ICS-201 Incident Briefing
• ICS-202 Incident Objectives
• ICS-203 Organizational Assignment List
526
72 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• ICS-204 Assignment List
• ICS-205A Communications List
• ICS-206 Medical Plan
• ICS-207 Incident Organization Chart
• ICS-208 Safety Message/Plan
• ICS-209 Incident Status Summary
• ICS-211 Incident Check-In List
• ICS-213 General Message
• ICS-213RR Resource Request Message
• ICS-214 Activity Log
• ICS-215 Operational Planning Worksheet
• ICS-215A Incident Action Plan Safety Analysis
• ICS-230-CG Daily Meeting Schedule
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
527
73 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Ensure that the EOC Planning & Intelligence Section is set up properly and that appropriate personnel, equipment and supplies are in place, including maps and status boards  Request additional personnel for the section as necessary to maintain a 24-hour operation  Establish contact with the Operational Area EOC when activated. Coordinate Situation Analysis Reports with their EOC Planning & Intelligence Section
• FORM: ICS-209 Incident Status Summary
• REPORT: Situation Status
 Meet with EOC Operations Section Chief; obtain and review any major incident reports. Review responsibilities of units in the section; develop plans for carrying out all responsibilities  Make a list of key issues to be addressed by the EOC Planning & Intelligence Section; in consultation with section staff
 Identify objectives to be accomplished during the initial Operational Period • FORM: ICS-209 Incident Status Summary
 Keep the EOC Director informed of significant events
 Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur
Response:
 Ensure that EOC Planning & Intelligence Section position logs and other necessary files are maintained
 Ensure that the Field Intelligence Unit (Situation) is maintaining current information for the situation analysis report
 Ensure that major incident reports and status reports are completed by the EOC Operations Section and are accessible by EOC Planning & Intelligence Section  Ensure that a situation analysis report is produced and distributed to EOC Sections and the REOC/SOC at least once, prior to the end of the operational period. • FORM: ICS-209 Incident Status Summary
• REPORT: Situation Status
 Ensure that all status boards and other displays are kept current and that posted information is neat and legible
 Ensure that the Public Information Officer (PIO) has immediate and unlimited access to all status reports and displays.
 Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods
• FORM: ICS-201 Incident Briefing
 Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period
• FORM: ICS-230-CG Daily Meeting Schedule
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Supplemental Documents
 Ensure that objectives for each section are completed, collected and posted in preparation for the next Action Planning meeting
 Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period
• FORM: ICS-201 Incident Briefing
• FORM: ICS-202 Incident Objectives
• FORM: ICS-203 Organizational Assignment List
• FORM: ICS-204 Assignment List
• FORM: ICS-205A Communications List
• FORM: ICS-206 Medical Plan
• FORM: ICS-207 Incident Organization Chart
• FORM: ICS-208 Safety Message/Plan
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-213 General Message
• FORM: ICS-213RR Resource Request Message
• FORM: ICS-215 Operational Planning Worksheet
• FORM: ICS-215A Incident Action Plan Safety Analysis
• FORM: ICS-230-CG Daily Meeting Schedule
• PLAN: EOC Action Plan
 Ensure objectives, as defined in the current EOC Action Plan, are being addressed  Develop and distribute a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the EOC
• PLAN: Advance Plan
 Ensure that the Recorder maintains files on all EOC activities and provides reproduction and archiving services for the EOC as required.
 Verify that the Recorder is continually makes information available  Provide technical specialists to all EOC sections as required Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder
 Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
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Emergency Operations Plan
Supplemental Documents
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Recorder, prior to your departure  Turn over financial information to EOC Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 530
76 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Field Intelligence Unit Leader
Responsible for the collection, evaluation, organization, analysis and display of incident status and situation information; and for compiling Status Reports.

Key Position Elements
• Collection, organization and analysis of situation information related to the emergency • Ensure that information collected from all sources is validated prior to posting on status boards
• Ensure that situation analysis reports are developed for dissemination to EOC staff and to other EOCs as required
• Ensure that an EOC Action Plan is developed for each operational period • Ensure that all maps, status boards and other displays contain current and accurate information.

Reports To:
• EOC Planning & Intelligence Section Chief
Plans and Reports:
• EOC Action Plan – Support Development and Distribution • Situation Status Report – Support Compilation and Distribution • Operations Section Reports – Analyze and Develop Situational Awareness Forms and Guides:
• Position Job Aid
• ICS-202 Incident Objectives
• ICS-205A Communications List
• ICS-209 Incident Status Summary
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
• Planning P
• Information Collection Plan
Technology:
• Laptop
• Phone (Desk or Cell)
531
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Supplemental Documents
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
 Make contact with the Operational Area and establish a schedule for obtaining situation reports  Ensure there are adequate staff available to collect and analyze incoming information  Maintain the Situation Analysis Report and facilitate the Action Planning process • FORM: ICS-209 Incident Status Summary
• REPORT: Situation Status Report
• GUIDE: Planning P
• GUIDE: Information Collection Plan Prepare Situation Analysis Unit objectives for the initial Action Planning meeting
• FORM: ICS-202 Incident Objectives
Response:
 Oversee the collection and analysis of all emergency related information  Oversee the preparation and distribution of the Situation Report  Coordinate with the Recorder for manual distribution and reproduction as required • FORM: ICS-209 Incident Status Summary
• REPORT: Situation Status Report
 Ensure that each EOC Section provides the Situation Analysis Unit with Status Reports on a regular basis
532
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Emergency Operations Plan
Supplemental Documents
 Develop sources of information and assist the Planning & Intelligence Section Chief in collecting, organizing and analyzing data to provide situational awareness • GUIDE: Information Collection Plan
 Prepare required Southern Region Regional Emergency Operations Center (REOC)/State Operations Center (SOC) reports. Obtain approval from the EOC Planning & Intelligence Section Chief and transmit
 Coordinate with the GIS Unit to develop displays of incident geographic information and data  Meet with the Public Information Officer (PIO) to determine the best method for ensuring access to current media information
 Prepare a situation summary for the EOC Action Planning meeting • FORM: ICS-209 Incident Status Summary
• REPORT: Situation Status Report
 Ensure each section provides their objectives at least 30 minutes prior to each Action Planning meeting
 In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on charts
 Ensure the meeting room is set up with appropriate equipment and materials (easels, markers, situation analysis reports, etc.)
 Following the meeting, ensure that the Recorder publishes and distributes the EOC Action Plan prior to the beginning of the next operational period
 Ensure that adequate staff are assigned to maintain all maps, status boards and other displays Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder
 Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to your departure 533
79 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Turn over financial information to EOC Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 534
80 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Liaison to County Incident Commander
Responsible for representing the Town at the incident command post if under the direction of the Operational Area.

Key Position Elements
Reports To:
• Operations Section Chief
Plans and Reports:
• IC Plans and Directories
• Current Town EOC Action Plans
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
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Emergency Operations Plan
Supplemental Documents
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:

Shift Change:
 Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period • Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Recorder in the EOC Planning & Intelligence Section  Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List (Retain copy for parent agency) • FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow demobilization directions/plan  Complete all required forms, reports and other documentation  Provide all completed documentation to the Recorder, prior to departure  Clean up work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 536
82 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Call Center Section Chief
Key Position Elements
Reports To:
• EOC Director
Plans and Reports:
• IC Plans and Directories
• Current Town EOC Action Plans
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-214 Activity Log
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
537
83 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
Response:

Key Position Elements
• Supervise the Logistics Section
• Ensure the Logistics function is carried out in support of the EOC and Field Activities • Provide communication services, resource tracking, acquire equipment, supplies, personnel, facilities, and transportation services, as well as arrange for food, lodging and other support services as required
• Establish the appropriate level of branch and/or unit staffing within the Logistics Section; continuously monitor the effectiveness of the organization and modify as required • Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame
• Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated Incident Commands within the affected area • Keep the EOC Director informed of all significant issues relating to the Logistics Section Reports to:
• EOC Director
Supervises:
• Supply & Personnel Unit
• Transportation Unit
• Communications Unit
• Facilities & Food Unit
Plans and Reports:
• EOC Action Plan
• Resource Request Status Report
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Incident Check-In List
• ICS-213RR Resource Request Message
539
85 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• ICS-214 Activity Log
Technology:
• Laptop
• Phone (Desk or Cell)
Tools:
• Workstation
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211 Incident Check-In List
• FORM: ICS-205A Communications List
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214 Activity Log
 Ensure the Logistics Section is set up properly and that appropriate personnel, equipment and supplies are in place, including maps, status boards, vendor references and other resource directories
 Based on the situation, activate branches/units within the section as needed and designate Unit Leaders for each element:
• Supply & Personnel Unit
• Transportation Unit
• Communications Unit
• Facilities & Food Unit
 Mobilize sufficient section staffing for 24-hour operations  Advise branches and units within the section to coordinate with appropriate branches in the EOC Operations Section to prioritize and validate resource requests from Department Operations Centers (DOCs) or Incident Command Posts in the field. This should be done prior to acting on the request
540
86 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Meet with the EOC Director and General Staff and identify immediate resource needs  Meet with the EOC Finance & Administration Section Chief and determine level of purchasing authority for the EOC Logistics Section
 Assist Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan  Provide periodic Section Status Reports to the EOC Director  Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur
Response:
 Ensure that EOC Logistics Section position logs and other necessary files are maintained  Meet regularly with Section staff and work to reach consensus on section objectives for forthcoming operational periods
 Provide the EOC Planning & Intel Section Chief with the EOC Logistics Section objectives at least 30 minutes prior to each Action Planning meeting
 Attend and participate in EOC Action Planning meetings  Coordinate closely with the EOC Finance Section to make sure that all required documents and procedures are completed and followed
 Ensure that transportation requirements, in support of response operations, are met  Ensure that all requests for facilities and facility support are addressed  Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid
• FORM: ICS-213RR Resource Request Message
• REPORT: Resource Request Status Report
 Provide section staff with information updates as required  Refer all contacts with the media to the Public Information Officer Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214 Activity Log
 Provide all completed documentation to the Documentation Unit in the EOC Finance & Administration Section
 Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached
• FORM: ICS-211 Incident Check-In List
541
87 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• FORM: ICS-205A Communications List
Demobilization and Termination:
 Deactivate appropriate Section Positions when authorized by EOC Director and follow demobilization directions/plan
 Identify staff to support on-going Recovery Operations and Recovery Plan. Advise identified staff on their continual support role
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to EIC Finance & Administration Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the After-Action Report (AAR) 542
88 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Operations Section Chief
Responsible for supervising the Operations Section and directing the management and coordination of all EOC related operational functions.

Key Position Elements
• Ensuring that the Operations Function is carried out including coordination of activities for all operational functions assigned to the EOC
• Directing accomplishment of operational objectives and assignments identified in the EOC Action Plan
• Establishing the appropriate level of branch and unit organizations within the Operations Section
• Exercising overall responsibility for the coordination of Branch and Unit activities within the Operations Section (FORM: ICS-215)
• Ensuring that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports
• Conducting periodic Operations briefings for the EOC Director as required or requested Reports To:
• EOC Director
Supervises:
• Fire Chief
• Law Police Chief
• Public Works Director
Plans and Reports:
• EOC Action Plan – Supports development
Reports:
• Firefighting/HazMat Status
• Search and Rescue Status
• Public Safety Status
• Care and Shelter Status
• Building and Engineering Status
• Utility Status
• Transportation Status
543
89 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-209 Incident Summary Status
• ICS-211 Check-in List
• ICS 213 RR Resource Request
• ICS-214 Activity Log
• ICS-215 Operational Planning Worksheet
Technology:
• Laptop
• Phone
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check work station to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214
 Ensure that the Operations Section is set up properly and that appropriate personnel, equipment and supplies are in place, including maps and status boards  Activate organizational elements within your EOC Section as needed and designate leaders for each element or combination of elements:
• Fire Chief
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90 Town of Paradise
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Supplemental Documents
• Police Chief
• Public Works Director
 Request additional personnel for the EOC Section to maintain a 24-hour operation as required  Inform the EOC Director and General Staff when your Section is fully operational  Review responsibilities of branches/groups/units in your Section. Develop plans for carrying out all responsibilities
 Prepare work objectives for EOC Section staff and make staff assignments  Meet with Planning/Intelligence Section Chief and obtain a preliminary situation briefing  Determine 24-hour staffing requirements and request additional support as required. Request additional personnel for the section as necessary for 24-hour operation  Determine if there are mutual aid requests for these functional areas. Initiate coordination with appropriate mutual aid systems as required.
 Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics
 Ensure that there is adequate equipment and radio frequencies available as necessary for the section
 Determine estimated times of arrival of section staff from the Personnel/Food Branch in Logistics  Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations  Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section
 Coordinate with the Planning/Intelligence Section Chief to determine the need for any Technical Specialists
 Establish radio or phone communications with Department Operations Centers (DOCs), and/or with Incident Commander(s) and the Operational Area as directed, and coordinate accordingly  Determine activation status of other EOCs in the Operational Area or adjacent areas and establish communication links with their Operations Sections if necessary  Based on the situation known or forecasted, determine likely future needs of the Operations Section
 Identify key issues currently affecting the Operations Section; meet with section personnel and determine appropriate section objectives for the first operational period  Adopt a pro-active attitude. Think ahead and anticipate situations and problems before they occur Response:
 Ensure Operations Section position logs and other necessary files are maintained  Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports.
• Firefighting/HazMat Status
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91 Town of Paradise
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Supplemental Documents
• Search and Rescue Status
• Public Safety Status
• Care and Shelter Status
• Building and Engineering Status
• Utility Status
• Transportation Status
 Ensure that all media contacts are referred to the Public Information Officer  Conduct periodic briefings and work to reach consensus among staff on objectives and work assignments for forthcoming operational periods
• FORM: ICS-215
 Attend and participate in EOC Director's Action Planning meetings  Provide the Planning/Intelligence Section Chief with the Operations Section's objectives prior to each Action Planning meeting
 Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed  Ensure that the branches coordinate all resource needs through the Logistics Section • FORM: ICS-213RR, Resource Request
 Ensure that intelligence information from Branch Coordinators is made available to the Planning/ Intelligence Section in a timely manner
 Ensure that fiscal and administrative requirements are coordinated through the Finance Section (notification of emergency expenditures and daily time sheets)  Inform the EOC Director on all major incidents
 Complete a Major Incident Report for all major incidents; forward a copy to the Planning/ Intelligence Section
 Brief Branch Coordinators periodically on any updated information you may have received. Share status information with other sections as appropriate
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• FORM: Position Job Aid
• FORM: ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205
546
92 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the AAR
547
93 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Fire Chief
Responsible for coordinating personnel, equipment and resources committed to fire and search and rescue elements of the incident.

Key Position Elements
• Supervise the Fire & Rescue Branch and assigned units • Coordinate fire and urban search and rescue operations • Assist Fire & Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary
• Coordinate the mobilization and transportation of all resources through the Logistics Section
• Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response and maintain status of unassigned fire & rescue resources
• Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities
• Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch Reports To:
• Operations Section Chief
Plans and Reports:
• EOC Action Plan – Support Development
• Branch Status Reports – Coordinates and oversees
Supervises:
• Firefighting/HazMat
• Search and Rescue
Plans and Reports:
• Firefighting/HazMat Status
• Search and Rescue Status
Forms and Guides:
• Position Job Aid
548
94 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• ICS-205A Communications List
• ICS-209 Incident Summary Status
• ICS-211 Check-in List
• ICS 213 RR Resource Request
• ICS-214 Activity Log
• ICS-215 Operational Planning Worksheet
Technology:
• Laptop
• Phone
• Radio
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check work station to ensure readiness
 Wear identification vest and read over job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities • FORM: ICS-214
 Based on the situation, activate the necessary Units within the Fire & Rescue Branch  If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire & Rescue Mutual Aid Coordinator
• FORM: Fire Deployed Resources
Response:
 Obtain and maintain current status on Fire & Rescue missions being conducted in the Town 549
95 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Fire & Rescue operations periodically or as requested during the operational period • FORM: ICS-209 or Situation Status Report
• REPORT: Fire Deployed Resources
• REPORT: HazMat Status Report
 Report to the Operational Area Fire and Rescue Coordinator on major problems, actions taken and mutual aid resources available or needed
 Request mutual aid resources through proper channels and notify the EOC Operations Section Chief
 Provide emergency medical care and transportation of injured to care facilities  Assist in dissemination of warning to the public
 Provide fire protection and safety assessment of shelters  Ensure that the Windshield Survey assessments are being carried out by field units  Implement personnel, equipment and resources to urban search and rescue operations  On a regular basis, complete and maintain the Fire & Rescue Status Report.  Refer all contacts with the media to the Public Information Branch  Ensure that Branch and Unit position logs and other necessary files are maintained Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
550
96 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the AAR
551
97 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Police Chief
Responsible for alerting and notifying the public of the pending or existing emergency and activating public warning systems. Coordinates movement and evacuation operations, law enforcement and traffic control operations and provide for security at incident facilities. Coordinates incoming law enforcement mutual aid resources and assume responsibility as necessary for Fatalities Management, if the County Coroner is delayed in responding.

Key Position Elements
• Supervise the Law Enforcement Branch
• Coordinate movement and evacuation operations during an emergency • Alert and notify the public of the impending or existing emergency • Coordinate law enforcement and traffic control operations during the emergency • Coordinate site security at incidents
• Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC Reports To:
• Operations Section Chief
Plans and Reports:
• EOC Action Plan – Aids development
• Public Safety Status Reports – Coordinates and oversees Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Check-in List
• ICS-214 Activity Log
• Public Safety Status Report
Technology:
• Laptop
• Phone
• Radio
552
98 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205
 Check work station to ensure readiness
 Wear identification vest and read over job aid.
 Receive situation, section and position briefing from available and appropriate personnel  Notify Watch Commander of status
 Ensure readiness to maintain concise records of position activities • FORM: ICS-214A
 Based on the situation, activate the necessary Units within the Law Enforcement Branch  Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested
 Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting Response:
 Ensure that Branch and Unit position logs and other necessary files are maintained  Maintain status on Law Enforcement missions being conducted  Direct field units to report pertinent information (casualties, damage observations, evacuating status, radiation levels, chemical exposure, etc.) to the appropriate EOC Operations Branch  Ensure that field units begin safety/damage assessment survey of critical facilities and report status information to the EOC Planning/ & Intel Section through the EOC Operations Section  Provide the Operations Section Chief and the Planning & Intel Section with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period • REPORT: Public Safety Status
 On a regular basis, complete and maintain the Law Enforcement Status Report  Refer all contacts with the media to the Public Information Branch  Ensure that all fiscal and administrative requirements are coordinated through the Finance Section (notification of any emergency expenditures and daily time sheets) 553
99 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Prepare objectives for the Law Enforcement Branch for the subsequent Operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning Meeting
 Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period and any other pertinent information Evacuation:
 In coordination with Fire Chief designate area to be warned and/or evacuated  Establish emergency traffic routes in coordination with the Public Works Branch  Coordinate with the EOC Public Works Director traffic engineering to determine capacity and safety of evacuation routes and time to complete evacuation  Ensure that evacuation routes do not pass-through hazard zones  Identify alternate traffic routes where necessary; determine traffic and direction control points  Establish traffic control points and provide traffic control for evacuation and perimeter control for affected areas
 Establish evacuation assembly points
 Coordinate the evacuation of hazardous areas with neighboring jurisdictions and other affected agencies
 Coordinate care and shelter with the Logistic Section to open evacuation centers  Coordinate with the Public Works Director for access control and to obtain necessary barricades and signs
 Place towing services on stand-by to assist disabled vehicles on evacuation routes  Through field unit requests, identify persons/facilities that have special evacuation requirements; i.e., disabled, hospitalized, elderly, institutionalized, incarcerated, etc.; check status and evacuate  Coordinate with the Logistics Section for transportation  Develop the warning/evacuation message to be delivered. At a minimum, the message should include:
• Nature of the emergency and exact threat to public
• Threat areas
• Time available for evacuation
• Evacuation routes
• Location of shelters/evacuee assistance center
• Radio stations carrying instructions and details
 Coordinate emergency warning and messages with the EOC Director and the PIO. Consider following dissemination methods:
 Use the Emergency Alert System (EAS) for local radio and television delivery of warnings. The Police Chief has the authority to request an EAS warning via the San Mateo Sheriff’s Office  Notifying police units to use loudspeakers and sirens to announce warning messages 554
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Emergency Operations Plan
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 Determining if helicopters are available and/or appropriate for announcing warnings  Using cable TV, local radio stations or local low-power radio stations to deliver warning or emergency messages upon approval of the EOC Director
 Use volunteers, reserves and other Town personnel as necessary to help with warnings. Request through the EOC Logistics Section
 Ensure that dispatch notifies special facilities requiring warning and/or notification (i.e. hospitals, schools, government facilities, special industries, etc.)  Ensure provision of emergency alerts in accordance with Administrative Policy and Procedures for the Use of the EverBridge Mass Notification System
 Warn all people with disabilities and others with access and functional needs such as non-English speaking, and hearing and sight impaired persons of the emergency situation/hazard by:
• Using bilingual employees whenever possible
• Translating all warnings, written and spoken, into appropriate languages • Contacting media outlets (radio/television) that serve the languages you need • Utilizing TDD machines and 9-1-1 translation services to contact the deaf • Using pre-identified lists of disabled and hearing and sight impaired persons for individual contact
 Check vacated areas to ensure that all people have received warnings  Implement the evacuation portion of the EOC Action Plan  Consider use of Town vehicles if threat is imminent. Coordinate use of Town vehicles (trucks, vans, etc.) with the Transportation Unit of the EOC Logistics Section. Encourage the use of private vehicles if possible
 Monitor status of warning and evacuation processes
Security:
 Coordinate security in the affected areas to protect public and private property  Coordinate security for critical facilities and resources  Coordinate law enforcement and crowd control services at mass care and evacuation centers  Coordinate with the Public Works Director for street closures and board up of buildings  Enforce curfew and other emergency orders, as identified in the EOC Action Plan  Request mutual aid assistance through the Law Enforcement Mutual Aid Coordinator  Provide access control to damaged areas
 Provide information to the PIO on matters relative to public safety  Provider vehicle security and parking issues at incident facilities and coordinate security if necessary
 In coordination with the Fire Chief, develop procedures for safe re-entry into evacuated areas  Ensure post incident investigation is conducted and documented 555
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Fatalities Management:
 Coordinate the need for Coroner duties and fatalities management as needed  Ensure that Coroner notification has been made to the Butte County Operational Area. Determine the expected time of arrival
 Coordinate the removal and disposition of the dead
 Continually attempt to contact the County Coroner to advise the condition and needs. Return control of function as soon as possible to that office
 Establish temporary morgue facilities
 Coordinate with local morticians for assistance
 Coordinate with the Logistics Section to arrange for cold storage locations and transportation for temporary body storage
 Coordinate with the S Logistics Section for procurement of body bags, tags, gloves, masks, stretchers and other support items
 Coordinate with Public Director and Fire Chief on removal procedures for bodies within unstable or hazardous structures
 Advise all personnel involved in remains recovery operations of the specific documentation requirements
 Ensure that assigned personnel and volunteers are monitored for stress, morale or psychological problems related to body recovery operations.
 Consider changing shifts at six hours if involved in remains recovery  Arrange for Critical Incident Stress Debriefing for all personnel involved in coroner operations through the Supply (Personnel) Unit of the EOC Logistics Section  Maintain list of known dead. Maintain a log of remains recovery operations to be provided to the County Coroner as requested or upon conclusion of the emergency  Provide assistance to the Coroner in the identification of remains if requested  Notify next of kin as advised by the Coroner
 Provide data on casualty counts to the EOC
 In a hazardous materials incident, determine if special remains handling procedures will be required to avoid contamination
 Be prepared to relocate morgue facilities if they are located in flood-prone areas  Assist and coordinate the reburial of any coffins that may be washed to the surface of inundated cemeteries
Animal Care:
 Provide for rescue, care, shelter and essential needs to individuals with household pets and service animals; and to the pets and animals themselves  Coordinate with animal care agencies and the EOC Care and Shelter Branch for establishing potential shelters for animals per the PETS Act (Public Law 109-308)  Take required animal control measures as necessary
556
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Supplemental Documents
Additional Actions for Response to Hazardous Material Release Incidents:
 Ensure that all personnel remain upwind or upstream of the incident site. This may require repositioning of personnel and equipment as conditions change  Notify appropriate local, state and federal hazard response agencies  Support the Unified Command Post as requested
 Assist in efforts to identify released substances, including locating shipping papers and placards, and contacting as required: County Health, Cal OES, shipper, manufacturer, etc.  Consider the need for evacuations of communities potentially affected by the release Additional Actions in Response to Localized Flooding:
 Notify all units of areas of localized flooding
 Set up traffic control and detours around flooded areas  Direct mobile units to warn public of localized flooding and traffic dangers due to flooding.

Continue warning as long as needed
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• Position Job Aid
• FORM: ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached 557
103 Town of Paradise
Emergency Operations Plan
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 Be prepared to provide input to the AAR
558
104 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Public Works Director
Responsible for providing engineering services to inspect and assess Town and privately-owned buildings, structures, and property for safety of occupancy. Reviews Town building code after incidents resulting in structural damage to determine performance.

Key Position Elements:
• Inspection for re-occupancy of key Town facilities by departments responsible for emergency response and recovery
• Providing the engineering support as requested for other EOC Operations Section Branches
• Coordinating safety assessments of damage to buildings, structures and property within the Town
• Providing safety assessment information and statistics to Planning & Intel Section • Implementing emergency building regulations as determined from performance of structures
• Coordinating investigation of building code performance • Determining the extent of damage to buildings and structures and developing recommendations for building code changes
Reports To:
• Operations Section Chief
Supervises:
• Damage Assessment Teams
Plans and Reports:
• EOC Action Plan
• Public Works Status Reports
Forms and Guides:
• Position Job Aid
• ICS-205A Communications List
• ICS-211 Check-in List
• ICS-214 Activity Log
• Building and Engineering Status Report
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105 Town of Paradise
Emergency Operations Plan
Supplemental Documents
Technology:
• Laptop
• Phone
• Radio
Tools:
• Work station
• Position Binder (Can be virtual)
• Vest
Position Checklist
Activation:
 Check-in at the EOC
• FORM: ICS-211
• FORM: ICS-205A
 Ascertain that key Building and Safety Department personnel are in the EOC or have been notified  Ensure that all off-duty Building and Safety personnel have been notified of call-back status (when they should report), in accordance with current department emergency procedures  Ensure that all Building and Safety personnel have completed status checks on equipment, facilities and operational capabilities
Response:
 Activate the Damage/Safety Assessment Teams as needed  Survey all local facilities, assessing the damage to such facilities and coordinating the repair of damage
 Survey other infrastructure systems, such as local roads, bridges, sewer and water systems within the Town
 Activate the Town Damage Assessment Plan. It should include inspection of the following critical facilities (priority) and other facilities:
• EOC/DOCs
• Police stations
• Fire stations
• *Hospitals
• Congregate care facilities (including private schools, convalescent care facilities, board and care facilities, day care centers, etc.)
• *Public schools
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106 Town of Paradise
Emergency Operations Plan
Supplemental Documents
• Public Works facilities
• Potential Hazardous Materials facilities, including gas stations • Designated shelters
• Unreinforced masonry buildings
• Concrete tilt-up buildings
• Multi-story structures—commercial, industrial and residential • *Mobile homes/modular structures
• Single-family dwellings
*Note: Certain facilities may fall under the jurisdiction of State or County inspectors. These agencies may exercise their jurisdictional authority to inspect these facilities. As a practical matter, there are very few State inspectors available, and they may not be able to respond in a timely manner during the initial stages of the emergency/disaster.

Use a Three Phased Approach to Inspection Based Upon Existing Disaster Intelligence:
 General Area Survey of Structures
 ATC-201 Rapid Inspection (ATC Safety Assessment)
 ATC-20 Detailed Inspection
 Be prepared to start over due to aftershocks if the hazard was an earthquake  Alert and stage safety assessment teams as needed
 Arrange for necessary communications equipment from Logistics Section and distribute to all field personnel (e.g., radios, cellular phones, etc.)
 Coordinate immediate post-event issues (i.e., debris removal, demolition, fences, etc.)  After completion of the safety/damage survey, develop a preliminary estimate of the need for mutual aid assistance. Request mutual assistance through the Operations Section Chief  Implement procedures for posting of building occupancy safety status using ATC-20 placard guidelines
 Implement a data tracking system to document and report safety assessment information and forward to the Planning & Intel Section
 Brief all personnel on Departmental emergency operating procedures and assignments  Assess the need to require potentially unsafe structures to be vacated  Provide structural evaluation of mass care and shelter facilities reports to the Shelter Branch  Provide public school inspection reports to the state Architect  Consider establishing an area field site to direct and coordinate safety assessment and inspection teams
 Provide policy recommendations to appropriate town officials for:
1 ATC-20: Procedures for Postearthquake Safety Evaluation of Buildings 561
107 Town of Paradise
Emergency Operations Plan
Supplemental Documents
 Emergency building and safety ordinances
 Expediting plan checking and permit issuance on damaged buildings  Coordinate with the PIO to establish public information and assistance hotlines  Consider using 24-hour inspection call-in lines to take damage reports and requests for safety inspections
 Direct field personnel to advise property owners and tenants that multiple inspections of damage property will be required by various assisting agencies, including ARC; FEMA; Cal OES; local Building and Safety; insurance carriers and other local, state and federal agencies. If needed, request police escort of safety assessment and inspection personnel Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
• FORM: Position Job Aid
• FORM: ICS-214
 Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, work station clean-up and forwarding phone number where you can be reached
• FORM: ICS-211
• FORM: ICS-205A
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report 562
108 Town of Paradise
Emergency Operations Plan
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Blank ICS Forms
Page intentionally left blank. See next page.
563
INCIDENT BRIEFING (ICS 201)

1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:

Date: Time:

4. Map/Sketch (include sketch, showing the total area of operations, the incident site/area, impacted and threatened areas, overflight results, trajectories, impacted shorelines, or other graphics depicting situational status and resource assignment):

5. Situation Summary and Health and Safety Briefing (for briefings or transfer of command): Recognize potential incident Health and Safety Hazards and develop necessary measures (remove hazard, provide personal protective equipment, warn people of the hazard) to protect responders from those hazards.

6. Prepared by: Name: Position/Title: Signature:

ICS 201, Page 1 Date/Time:
564
INCIDENT BRIEFING (ICS 201)

1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:

Date: Time:

7. Current and Planned Objectives:

8. Current and Planned Actions, Strategies, and Tactics:

Time: Actions:

6. Prepared by: Name: Position/Title: Signature:

ICS 201, Page 2 Date/Time:
565
INCIDENT BRIEFING (ICS 201)

1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:

Date: Time:

9. Current Organization (fill in additional organization as appropriate):

6. Prepared by: Name: Position/Title: Signature:

ICS 201, Page 3 Date/Time:

Incident Commander(s)
Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin Section Chief Safety Officer
Public Information Officer
Liaison Officer
566
INCIDENT BRIEFING (ICS 201)

1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:

Date: Time:

10. Resource Summary:

Resource
Resource
Identifier
Date/Time
Ordered ETA
Arrived
Notes (location/assignment/status)
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
















6. Prepared by: Name: Position/Title: Signature:

ICS 201, Page 4 Date/Time:
567
ICS 201
Incident Briefing
Purpose. The Incident Briefing (ICS 201) provides the Incident Commander (and the Command and General Staffs) with basic information regarding the incident situation and the resources allocated to the incident. In addition to a briefing document, the ICS 201 also serves as an initial action worksheet. It serves as a permanent record of the initial response to the incident.

Preparation. The briefing form is prepared by the Incident Commander for presentation to the incoming Incident Commander along with a more detailed oral briefing.

Distribution. Ideally, the ICS 201 is duplicated and distributed before the initial briefing of the Command and General Staffs or other responders as appropriate. The “Map/Sketch” and “Current and Planned Actions, Strategies, and Tactics” sections (pages 1–2) of the briefing form are given to the Situation Unit, while the “Current Organization” and “Resource Summary” sections (pages 3–4) are given to the Resources Unit.

Notes:
• The ICS 201 can serve as part of the initial Incident Action Plan (IAP). • If additional pages are needed for any form page, use a blank ICS 201 and repaginate as needed.

Block
Number Block Title Instructions
1 Incident Name Enter the name assigned to the incident. 2 Incident Number Enter the number assigned to the incident. 3 Date/Time Initiated
• Date, Time
Enter date initiated (month/day/year) and time initiated (using the 24- hour clock).
4 Map/Sketch (include sketch,
showing the total area of
operations, the incident
site/area, impacted and
threatened areas, overflight
results, trajectories, impacted
shorelines, or other graphics
depicting situational status and
resource assignment)
Show perimeter and other graphics depicting situational status, resource assignments, incident facilities, and other special information on a map/sketch or with attached maps. Utilize commonly accepted ICS map symbology.

If specific geospatial reference points are needed about the incident’s location or area outside the ICS organization at the incident, that information should be submitted on the Incident Status Summary (ICS 209).

North should be at the top of page unless noted otherwise. 5 Situation Summary and
Health and Safety Briefing (for
briefings or transfer of
command): Recognize potential
incident Health and Safety
Hazards and develop necessary
measures (remove hazard,
provide personal protective
equipment, warn people of the
hazard) to protect responders
from those hazards.

Self-explanatory.
6 Prepared by
• Name
• Position/Title
• Signature
• Date/Time
Enter the name, ICS position/title, and signature of the person preparing the form. Enter date (month/day/year) and time prepared (24-hour clock).
7 Current and Planned
Objectives
Enter the objectives used on the incident and note any specific problem areas.
568
Block
Number Block Title Instructions
8 Current and Planned Actions,
Strategies, and Tactics
• Time
• Actions
Enter the current and planned actions, strategies, and tactics and time they may or did occur to attain the objectives. If additional pages are needed, use a blank sheet or another ICS 201 (Page 2), and adjust page numbers accordingly.
9 Current Organization (fill in
additional organization as
appropriate)
• Incident Commander(s)
• Liaison Officer
• Safety Officer
• Public Information Officer
• Planning Section Chief
• Operations Section Chief
• Finance/Administration
Section Chief
• Logistics Section Chief
• Enter on the organization chart the names of the individuals assigned to each position.
• Modify the chart as necessary, and add any lines/spaces needed for Command Staff Assistants, Agency Representatives, and the organization of each of the General Staff Sections.
• If Unified Command is being used, split the Incident Commander box.
• Indicate agency for each of the Incident Commanders listed if Unified Command is being used.
10 Resource Summary Enter the following information about the resources allocated to the incident. If additional pages are needed, use a blank sheet or another ICS 201 (Page 4), and adjust page numbers accordingly.
• Resource Enter the number and appropriate category, kind, or type of resource ordered.
• Resource Identifier Enter the relevant agency designator and/or resource designator (if any).
• Date/Time Ordered Enter the date (month/day/year) and time (24-hour clock) the resource was ordered.
• ETA Enter the estimated time of arrival (ETA) to the incident (use 24-hour clock).
• Arrived Enter an “X” or a checkmark upon arrival to the incident. • Notes (location/
assignment/status)
Enter notes such as the assigned location of the resource and/or the actual assignment and status.
569
ACTIVITY LOG (ICS 214)

1. Incident Name: 2. Operational Period: Date From: Date To:

Time From: Time To:

3. Name: 4. ICS Position: 5. Home Agency (and Unit):

6. Resources Assigned:

Name ICS Position Home Agency (and Unit)

7. Activity Log:

Date/Time Notable Activities

8. Prepared by: Name: Position/Title: Signature:

ICS 214, Page 1 Date/Time:
570
ACTIVITY LOG (ICS 214)

1. Incident Name: 2. Operational Period: Date From: Date To:

Time From: Time To:

7. Activity Log (continuation):

Date/Time Notable Activities

8. Prepared by: Name: Position/Title: Signature:

ICS 214, Page 2 Date/Time:
571
ICS 214
Activity Log
Purpose. The Activity Log (ICS 214) records details of notable activities at any ICS level, including single resources, equipment, Task Forces, etc. These logs provide basic incident activity documentation, and a reference for any afteraction report.

Preparation. An ICS 214 can be initiated and maintained by personnel in various ICS positions as it is needed or appropriate. Personnel should document how relevant incident activities are occurring and progressing, or any notable events or communications.

Distribution. Completed ICS 214s are submitted to supervisors, who forward them to the Documentation Unit. All completed original forms must be given to the Documentation Unit, which maintains a file of all ICS 214s. It is recommended that individuals retain a copy for their own records.

Notes:
• The ICS 214 can be printed as a two-sided form.
• Use additional copies as continuation sheets as needed, and indicate pagination as used.

Block
Number Block Title Instructions
1 Incident Name Enter the name assigned to the incident. 2 Operational Period
• Date and Time From
• Date and Time To
Enter the start date (month/day/year) and time (using the 24-hour clock) and end date and time for the operational period to which the form applies.
3 Name Enter the title of the organizational unit or resource designator (e.g., Facilities Unit, Safety Officer, Strike Team).
4 ICS Position Enter the name and ICS position of the individual in charge of the Unit. 5 Home Agency (and Unit) Enter the home agency of the individual completing the ICS 214. Enter a unit designator if utilized by the jurisdiction or discipline. 6 Resources Assigned Enter the following information for resources assigned:
• Name Use this section to enter the resource’s name. For all individuals, use at least the first initial and last name. Cell phone number for the individual can be added as an option.
• ICS Position Use this section to enter the resource’s ICS position (e.g., Finance Section Chief).
• Home Agency (and Unit) Use this section to enter the resource’s home agency and/or unit (e.g., Des Moines Public Works Department, Water Management Unit). 7 Activity Log
• Date/Time
• Notable Activities
• Enter the time (24-hour clock) and briefly describe individual notable activities. Note the date as well if the operational period covers more than one day.
• Activities described may include notable occurrences or events such as task assignments, task completions, injuries, difficulties encountered, etc.
• This block can also be used to track personal work habits by adding columns such as “Action Required,” “Delegated To,” “Status,” etc. 8 Prepared by
• Name
• Position/Title
• Signature
• Date/Time
Enter the name, ICS position/title, and signature of the person preparing the form. Enter date (month/day/year) and time prepared (24-hour clock).
572
Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Item 6(d)
ORIGINATED BY: Colette Curtis, Recovery and Economic Development Director
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Business Assistance Program Committee Assignment

LONG TERM
RECOVERY PLAN:

Yes
COUNCIL ACTION REQUESTED:

1. Consider appointing two Councilmembers to a committee of stakeholders with the purpose of creating business assistance programs; or

2. Give alternate direction to staff.

Background:

On July 12, 2022, Paradise Town Council approved the 2022-23 Budget, which included $200,000 for business assistance programs. Very generally, the funds are intended to be budgeted as follows:
 $100,000 for a sign removal/replacement fund or program  $50,000 for returning businesses
 $50,000 for new businesses
The requirements for each of the programs are yet to be determined. These programs will be funded by American Rescue Plan Act (ARPA) Funds.

Analysis:

In order to ensure the assistance programs meet the needs of Paradise businesses and are the best use of ARPA funds, a stakeholder committee will be formed to help inform the guidelines for each program. Two Council members will serve on this committee to provide input and report back to the full Council as appropriate. The final guidelines and eligibility requirements for these programs will come before the full Council for final approval.

The stakeholder committee will include two Council members, representatives from the Paradise Ridge Chamber of Commerce, local business owners and developers, and other interested Paradise citizens. The Committee will be formed in August 2022 and will meet as needed, with the final program intended to be brought to Council for approval in winter 2022.

Financial Impact:

These programs will be funded by American Rescue Plan Act (ARPA) Funds and have been budgeted in the Recovery and Economic Development Department budget. 573

Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 6(e)
ORIGINATED BY: Crystal Peters, Human Resources & Risk Management Director
Ross Gilb, Finance Director/Town Treasurer
REVIEWED BY: Kevin Phillips., Town Manager
SUBJECT: Adopt Resolutions Fixing the Employer’s Contribution Under the Public Employees’ Medical and Hospital
Care Act
COUNCIL ACTION REQUESTED:

Consider adopting the following resolutions:

1. Resolution No. 2022-____, “A Resolution Of The Town Council Of The Town Of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 002 Management Unit”

2. Resolution No. 2022-____, “A Resolution Of The Town Council Of The Town Of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 003 Confidential & MidManagement Unit”

3. Resolution No. 2022-____, “A Resolution Of The Town Council Of The Town Of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 004 Police Management and MidManagement”

4. Resolution No. 2022-____, “A Resolution Of The Town Council Of The Town Of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 006 General Employees Unit”

5. Refer recommended resolutions back to staff for further development.

BACKGROUND:

The Public Employees’ Medical and Hospital Care Act governs the method in which PERS is informed of the current benefit dollar amounts that a public agency agrees to pay towards medical premiums for active employees.
574
The 2022 calendar year bought another year of substantial increases to medical premiums that were fully born by the employees in accordance with Medical Premium Caps in place. After extensive negotiations with the employee bargaining units, agreement has been reached that the employer medical cap will be increased to an equivalent rate that is in place for the Paradise Police Officer Association. While this increase to Town Cap still leaves the Town at a disadvantage competitively on this benefit line item, based on information the employer contribution portion is still lower than the comparable cities evaluated in the 2019 salary and benefit survey, it is an improvement.

Through the negotiation process between the Town of Paradise and the five employee bargaining units, the Town has agreed to pay monthly premiums towards a medical plan, up to, but not exceeding the following amounts for active and retired employees, at a consistent rate across all five employee units. Attached you will find the Resolutions required by PERS to increase the General Employees Unit, Management, Police Management & Mid-Management, Confidential & Mid-Management to the following:
 Employee: $504.16
 Employee plus one: $1,008.30
 Employee plus two or more $1,310.80
As part of this process, PERS requires that the Town of Paradise has fully complied with any and all applicable provisions of California Government Code Section 7507 for all employee units. Section 7507 relates to the actuarial impact on future cost. To meet this requirement, a detailed report has been prepared and was presented in detail to the Town Council, and thereby the public, by a qualified Actuary at the July 20, 2022, Special Town Council meeting.

Financial Impact:

There is an increase in the amount of money the Town will pay towards active employee and annuitant medical premiums, dependent upon the individual’s benefit election. These figures have been included in the current fiscal budget. Additionally, the Actuarial Valuation of Other Post Employment Benefits (OPEB) study presented to the Town Council at the July 20, 2022, forecasts the cost of maintaining the benefit cost structure for post-employment benefits. The report also specifically outlines the cost of the new Town Cap contribution towards medical premiums. The total increase in the Town’s OPEB obligation as a result of the proposed medical premium change is $597,000 and $245,000 based on the expected reduction in the assumed discount rate. The full Actuarial Valuation of Other Post Employment Benefits actuarial report has been made available to the public and was presented to Town Council in accordance with California Government Code Section 7507.

The attached resolutions have been prepared for processing by PERS to reflect Council approved agency paid medical benefits in accordance with the memorandums of understanding with the various employee units.
575
1 TOWN OF PARADISE
RESOLUTION NO. 2022-

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE FIXING THE EMPLOYER CONTRIBUTION UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT AT AN EQUAL

AMOUNT FOR EMPLOYEES AND ANNUITANTS WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION: 002 MANAGEMENT UNIT
WHEREAS, (1) Town of Paradise is a contracting agency under Government Code Section 22920 and subject to the Public Employees’ Medical and Hospital Care Act (the “Act”) for participation by members of Management Unit; and
WHEREAS, (2) Government Code Section 22892(a) provides that a contracting agency subject to Act shall fix the amount of the employer contribution by resolution; and WHEREAS, (3) Government Code Section 22892(b) provides that the employer contribution shall be an equal amount for both employees and annuitants, but may not be less than the amount prescribed by Section 22892(b) of the Act; now, therefore be it RESOLVED, (a) That the employer contribution for each employee or annuitant shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members in a health benefits plan up to a maximum of $504.16 per month with respect to employee enrolled for self alone, $1,008.30 per month for employee enrolled for self and one family member, and $1,310.80 per month for employee enrolled for self and two or more family members, plus administrative fees and Contingency Reserve Fund assessments; and be it further RESOLVED, (b) Town of Paradise has fully complied with any and all applicable provisions of Government Code Section 7507 in electing the benefits set forth above; and be it further RESOLVED, (c) That the participation of the employees and annuitants of Town of Paradise shall be subject to determination of its status as an “agency or instrumentality of the state or political subdivision of a State” that is eligible to participate in a governmental plan within the meaning of Section 414(d) of the Internal Revenue Code, upon publication of final Regulations pursuant to such Section. If it is determined that Town of Paradise would not qualify as an agency or instrumentality of the state or political subdivision of a State under such final Regulations, CalPERS may be obligated, and reserves the right to terminate the health coverage of all participants of the employer; and be it further
RESOLVED, (d) That the executive body appoint and direct, and it does hereby appoint and direct, Kevin Phillips, Town Manager, to file with the Board a verified copy of this resolution, and to perform on behalf of Town of Paradise all functions required of it under the Act; and be it further RESOLVED, (e) That coverage under the Act be effective on October 1, 2022. 576

TOWN OF PARADISE
RESOLUTION NO. 2022-
PASSED AND ADOPTED by the Town Council of the Town of Paradise at a Regular Town Council Meeting this 9
th day of August 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:
________________________________
Steve Crowder, Mayor
ATTEST:

By: ________________________________ Date: ________
Dina Volenski, CMC, Town Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, Town Attorney
577

TOWN OF PARADISE
RESOLUTION NO. 2022-

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE FIXING THE EMPLOYER CONTRIBUTION UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT AT AN EQUAL

AMOUNT FOR EMPLOYEES AND ANNUITANTS WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION: 003 CONFIDENTIAL/MID-MANAGEMENT UNIT
WHEREAS, (1) Town of Paradise is a contracting agency under Government Code Section 22920 and subject to the Public Employees’ Medical and Hospital Care Act (the “Act”) for participation by members of Confidential/Mid-Management Unit; and
WHEREAS, (2) Government Code Section 22892(a) provides that a contracting agency subject to Act shall fix the amount of the employer contribution by resolution; and WHEREAS, (3) Government Code Section 22892(b) provides that the employer contribution shall be an equal amount for both employees and annuitants, but may not be less than the amount prescribed by Section 22892(b) of the Act; now, therefore be it RESOLVED, (a) That the employer contribution for each employee or annuitant shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members in a health benefits plan up to a maximum of $504.16 per month with respect to employee enrolled for self alone, $1,008.30 per month for employee enrolled for self and one family member, and $1,310.80 per month for employee enrolled for self and two or more family members, plus administrative fees and Contingency Reserve Fund assessments; and be it further RESOLVED, (b) Town of Paradise has fully complied with any and all applicable provisions of Government Code Section 7507 in electing the benefits set forth above; and be it further RESOLVED, (c) That the participation of the employees and annuitants of Town of Paradise shall be subject to determination of its status as an “agency or instrumentality of the state or political subdivision of a State” that is eligible to participate in a governmental plan within the meaning of Section 414(d) of the Internal Revenue Code, upon publication of final Regulations pursuant to such Section. If it is determined that Town of Paradise would not qualify as an agency or instrumentality of the state or political subdivision of a State under such final Regulations, CalPERS may be obligated, and reserves the right to terminate the health coverage of all participants of the employer; and be it further
RESOLVED, (d) That the executive body appoint and direct, and it does hereby appoint and direct, Kevin Phillips, Town Manager, to file with the Board a verified copy of this resolution, and to perform on behalf of Town of Paradise all functions required of it under the Act; and be it further RESOLVED, (e) That coverage under the Act be effective on October 1, 2022. 578

TOWN OF PARADISE
RESOLUTION NO. 2022-
2 PASSED AND ADOPTED by the Town Council of the Town of Paradise at a Regular Town Council Meeting this 9
th day of August 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:
________________________________
Steve Crowder, Mayor
ATTEST:

By: ________________________________ Date: ________
Dina Volenski, CMC, Town Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, Town Attorney
579

TOWN OF PARADISE
RESOLUTION NO. 2022-

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE FIXING THE EMPLOYER CONTRIBUTION UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT AT AN EQUAL

AMOUNT FOR EMPLOYEES AND ANNUITANTS WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION: 004 POLICE MANAGEMENT AND MID-MANAGEMENT
WHEREAS, (1) Town of Paradise is a contracting agency under Government Code Section 22920 and subject to the Public Employees’ Medical and Hospital Care Act (the “Act”) for participation by members of Police Management and Mid-Management; and
WHEREAS, (2) Government Code Section 22892(a) provides that a contracting agency subject to Act shall fix the amount of the employer contribution by resolution; and WHEREAS, (3) Government Code Section 22892(b) provides that the employer contribution shall be an equal amount for both employees and annuitants, but may not be less than the amount prescribed by Section 22892(b) of the Act; now, therefore be it RESOLVED, (a) That the employer contribution for each employee or annuitant shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members in a health benefits plan up to a maximum of $504.16 per month with respect to employee enrolled for self alone, $1,008.30 per month for employee enrolled for self and one family member, and $1,310.80 per month for employee enrolled for self and two or more family members, plus administrative fees and Contingency Reserve Fund assessments; and be it further RESOLVED, (b) Town of Paradise has fully complied with any and all applicable provisions of Government Code Section 7507 in electing the benefits set forth above; and be it further RESOLVED, (c) That the participation of the employees and annuitants of Town of Paradise shall be subject to determination of its status as an “agency or instrumentality of the state or political subdivision of a State” that is eligible to participate in a governmental plan within the meaning of Section 414(d) of the Internal Revenue Code, upon publication of final Regulations pursuant to such Section. If it is determined that Town of Paradise would not qualify as an agency or instrumentality of the state or political subdivision of a State under such final Regulations, CalPERS may be obligated, and reserves the right to terminate the health coverage of all participants of the employer; and be it further
RESOLVED, (d) That the executive body appoint and direct, and it does hereby appoint and direct, Kevin Phillips, Town Manager, to file with the Board a verified copy of this resolution, and to perform on behalf of Town of Paradise all functions required of it under the Act; and be it further RESOLVED, (e) That coverage under the Act be effective on October 1, 2022. 580

TOWN OF PARADISE
RESOLUTION NO. 2022-
PASSED AND ADOPTED by the Town Council of the Town of Paradise at a Regular Town Council Meeting this 9
th day of August 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:
________________________________
Steve Crowder, Mayor
ATTEST:

By: ________________________________ Date: ________
Dina Volenski, CMC, Town Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, Town Attorney
581

TOWN OF PARADISE
RESOLUTION NO. 2022-

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE FIXING THE EMPLOYER CONTRIBUTION UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT AT AN EQUAL

AMOUNT FOR EMPLOYEES AND ANNUITANTS WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION: 006 GENERAL EMPLOYEES UNIT
WHEREAS, (1) Town of Paradise is a contracting agency under Government Code Section 22920 and subject to the Public Employees’ Medical and Hospital Care Act (the “Act”) for participation by members of General Employees Unit; and
WHEREAS, (2) Government Code Section 22892(a) provides that a contracting agency subject to Act shall fix the amount of the employer contribution by resolution; and WHEREAS, (3) Government Code Section 22892(b) provides that the employer contribution shall be an equal amount for both employees and annuitants, but may not be less than the amount prescribed by Section 22892(b) of the Act; now, therefore be it RESOLVED, (a) That the employer contribution for each employee or annuitant shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members in a health benefits plan up to a maximum of $504.16 per month with respect to employee enrolled for self alone, $1,008.30 per month for employee enrolled for self and one family member, and $1,310.80 per month for employee enrolled for self and two or more family members, plus administrative fees and Contingency Reserve Fund assessments; and be it further RESOLVED, (b) Town of Paradise has fully complied with any and all applicable provisions of Government Code Section 7507 in electing the benefits set forth above; and be it further RESOLVED, (c) That the participation of the employees and annuitants of Town of Paradise shall be subject to determination of its status as an “agency or instrumentality of the state or political subdivision of a State” that is eligible to participate in a governmental plan within the meaning of Section 414(d) of the Internal Revenue Code, upon publication of final Regulations pursuant to such Section. If it is determined that Town of Paradise would not qualify as an agency or instrumentality of the state or political subdivision of a State under such final Regulations, CalPERS may be obligated, and reserves the right to terminate the health coverage of all participants of the employer; and be it further
RESOLVED, (d) That the executive body appoint and direct, and it does hereby appoint and direct, Kevin Phillips, Town Manager, to file with the Board a verified copy of this resolution, and to perform on behalf of Town of Paradise all functions required of it under the Act; and be it further RESOLVED, (e) That coverage under the Act be effective on October 1, 2022. 582
PASSED AND ADOPTED by the Town Council of the Town of Paradise at a Regular Town Council Meeting this 9
th day of August 2022, by the following vote:

AYES:

NOES:

ABSENT:

NOT VOTING:
________________________________
Steve Crowder, Mayor
ATTEST:

By: ________________________________ Date: ________
Dina Volenski, CMC Town Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, Town Attorney
583
584
585
586
587

Paradise City CouncilAugust 9, 2022

Paradise City Council
August 9, 2022