Pismo Beach City Council
August 20, 2024

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complete a “Local Proclamation” form utilizing the Response Information Management System database.

This form includes the Regional Analysis, which the Disaster Assistance Division utilizes to evaluate the need and appropriate level of state and/or federal assistance warranted. The Disaster Assistance Division provides its recommendation to the Cal OES director for approval.

A. Short Term Recovery
Short term recovery operations generally begin during the response phase of the emergency. The major objectives of short-term recovery operations include debris removal and cleanup, orderly and coordinated restoration of essential services (electricity, water, and sanitary systems), and assisting the City of Pismo Beach’s population in coping with the emergency.

The goal of short-term recovery is to restore City of Pismo Beach and related services to at least a minimal capacity. Short term recovery may include:

 Utility restoration.
 Continued social, medical, and mental health services.  Re-establishment of city government operations.
 Re-establish of transportation routes.
 Debris removal.
 Cleanup operations; and
 Abatement and demolition of hazardous structures.

For federally declared disasters, tele-registration centers may be established by the Department of Homeland Security/Federal Emergency Management Agency (DHS/FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, temporary services such as sheltering for disaster victims may be provided.

The City of Pismo Beach may need to ensure that debris removal and cleanup operations are expedited in public areas. Based on the City of Pismo Beach’s assessments, structures that pose a public safety concern may be inspected by building officials or other professionals to determine specific damages.

B. Long Term Recovery
The major objectives of long-term recovery operations may include:

 Improved land use planning.
 Improved emergency planning.
 Re-establishing the local economy to pre-disaster levels.  Recovery of disaster response costs.
 Effective integration of Mitigation strategies into recovery planning and operations.

The goal of long-term recovery is to restore facilities to pre-disaster condition. Long-term recovery includes hazard mitigation activities, restoration or reconstruction of public facilities, and disaster response cost recovery. Each affected jurisdiction is responsible for their own approach to mitigation, which could include zoning variances, building codes changes, plan reviews, land use planning techniques, and safety element review.

With public safety a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process. Any hazard mitigation actions may need to be coordinated between

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various agencies and jurisdictions in order to ensure a maximum reduction of vulnerability to future disasters. Long term recovery may also involve local jurisdictions restoring essential facilities to their pre- disaster condition by retrofitting, repairing or reconstructing them during recovery operations.

Recovery programs will also be sought for individual citizens and private businesses. The City of Pismo Beach will have a vital role to play in coordinating rebuilding efforts related to commercial areas of the City of Pismo Beach.

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C.Situation Reporting Zones
The City of Pismo Beach has been organized into 4 Situation Reporting Zones (SRZ’s). They are described as follows:

Zone 1: That area of the City found to the North of Hwy 101 and the Mattie Road on/off Ramp
Zone 2: That area of the City found to the south of Hwy 101 and the Mattie Road on/off ramps and to the north of the railroad tracks is known as the Central part of the City.

Zone 3: That area of the City found to the South of the railroad tracks to the City Limits.

Note: Where no damage occurs within a SRZ, “no damage” reports are still required in order to insure complete damage intelligence.

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D. Damage Assessments
When requesting state or federal disaster assistance, the City of Pismo Beach must provide information to support the request. The chart below describes the mechanisms required to document damages and determine needed assistance in the impacted area.

Report Title Responsible Party Description Needed Purpose of Report Initial Damage Estimate¹
(IDE)

Local jurisdiction

Initial description of
damage including:
 Type and extent of
public and private sector
damage
 Estimates of damage
and emergency response
costs
 Any acute public
health and
environmental issues
 Number of homes and
businesses not insured
or underinsured

Provides
information for Cal
OES to determine if
state and/or federal
disaster assistance
is warranted and to
what external
resources are
needed. An IDE
should be provided
concurrently with
request for
assistance. Not
providing this
information
promptly can delay
assistance.

Preliminary Damage
Assessment (PDA)
Disaster
Assistance
Division field
staff assisted by
Cal OES Regional
staff, local, state
and/or federal
government staff
Preliminary detailed
damage report including:
 Facility types (e.g.
school, road, private
residences) and
location
 Facility insurance
and/or maintenance
records.
 Damage description
and repair estimates
 Local government
budget reports
 Destroyed/damaged
residences, personal
property, businesses
 Any identified
environmental or
historical issues
Provides
information for Cal
OES to determine
extent and type of
state and/or federal
disaster assistance.

This information is
also used by FEMA
to prepare a
regional analysis of
the request for
consideration by
FEMA headquarters.

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II. RECOVERY OPERATIONS ORGANIZATION

For the City of Pismo Beach, initial recovery operations will be managed by the appropriate departments.

Initial overall coordination of recovery efforts can be coordinated by Cal OES.

Throughout the recovery process, City of Pismo Beach departments should also be represented and responsible for certain functions that may need or otherwise involve their expertise.

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III. RECOVERY OPERATIONS RESPONSIBILITIES

The City of Pismo Beach has specific responsibilities in recovering from a disaster, although the City of Pismo Beach may not have all the resources necessary for recovery; state and/or federal disaster assistance may be needed. The organizational overview listed on the following page depicts a sampling of agencies that may be assigned or have the resources to coordinate specific disaster recovery operations for the City of Pismo Beach.

Function Lead Department
Political process management; interdepartmental
coordination; policy development; decision making;
overall public information.

Administration

Land use and zoning variance; building and related
permits; building and related safety inspections;
redevelopment.

Community Development
Restoration facilities and related services Community Development Public area debris removal; demolition; roadway and
related construction; restoration of county
government public utility services.

Public Works
Assistance programs for victims and related special
needs Community Development
Public finance; budgeting; contracting; accounting. Finance Claims and liability issues City Attorney
Coordination of applications for public agency disaster assistance; liaison with assistance providers; disaster financial assistance project management.

Finance
Advise on emergency authorities, actions, and
associated liabilities; preparation of new ordinances
and resolutions.

City Attorney
Government operations and restoration, including
space acquisition, supplies, equipment, vehicles,
personnel.

Administration
Geographic Information System (GIS) needs Information Technology

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A. Emergency Proclamations / Declarations

If the City of Pismo Beach requires state or federal assistance, it is important to know if a local proclamation of an emergency is a prerequisite to obtaining the assistance. The chart below provides an overview of the programs discussed in this document and indicates proclamation/declaration requirements. Note: If a local emergency proclamation is required, it must be issued within 10 days of the event.

Program Name Type of Assistance
Local
Proclamation
Required?
State of
Emergency
Required?
Federal
Declaration or
Designation
Required?
Safety Assessment
Program (SAP)
Provides professional evaluators to determine safety,
use and occupancy of homes and buildings. No No No
Fire Management Assistance
Grant (FMAG)
Reimbursement of emergency response costs for
wildland urban interface fire suppression. No No Yes
State Public Assistance
Program
under a Cal OES Directors
Concurrence
Funding to restore public infrastructure.

Yes No No
State Public Assistance
Program
under a Governor’s
proclamation of state of
emergency
Reimbursement of local emergency response costs,
debris removal and funding to restore public
infrastructure. Yes Yes No
Federal Public Assistance
Program (major disaster
declaration)
Reimbursement of local emergency response coast,
debris removal and funding to restore public and
allowable private-non-profit infrastructure.

Yes Yes Yes
Federal Public Assistance
Program (emergency
declaration)
Reimbursement of local emergency response costs.

Yes Yes Yes
Individuals and Households
Program
Grants for unmet recovery needs to individuals and
families. Yes Yes Yes
State Supplemental Grant
Program
Supplemental grants for individuals for recovery
may be available only when maximum Federal
Assistance to Individuals and Households Program
has been reached.

Yes Yes Yes
United States Small
Business Administration
Economic Injury Disaster Loan
Program
Working capital loans for small businesses that have
suffered an economic loss. No No Yes
United States Small
Business Administration
Physical Disaster Loan
Program
Loans for individuals, families and businesses that
have lost real and personal property. No No Yes
US Department of
Agriculture
Disaster Designation
Loans for farmers and ranchers for physical and crop
production losses. No No Yes
Crisis Counseling Programs Referral/resource services and short-term counseling for emotional and mental health problems caused by
the disaster.

Yes Yes Yes
Disaster Unemployment
Assistance
Weekly unemployment benefits and job finding
services due to a disaster. Yes Yes Yes

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IV. DAMAGE RECOVERY ASSESSMENT
The recovery damage/safety assessment function is the basis for determining the type and amount of state and/or federal financial assistance necessary for recovery. As soon as possible into an incident, even during the emergency response phase, initial damage estimates may be needed in order to support a request for a gubernatorial proclamation and for the state to request a presidential declaration.

During the recovery phase, this assessment is refined to a more detailed level. Detailed damage/safety assessments will be needed to apply for various state and federal disaster financial assistance programs.

In addition, a list of mitigation priorities will need to be developed by the jurisdictions’ departments.

Determining which agency performs detailed damage and/or safety assessment will depend on what is being inspected and assessed.

A. Local Assistance Centers/Disaster Recovery Centers

a. Local Assistance Centers:

Local government may consider activating Local Assistance Centers to provide a centralized location for services and resource referrals for the unmet needs of disaster victims. State funding may be available for eligible Local Assistance Center operations. Historically, Local Assistance Centers have proven to be a key factor for a successful recovery. Local Assistance Center characteristics generally include:

 resource facility for recovery information, services and programs.  community-based service facilities.
 managed by local government; and
 staffed by private non-profit organizations, local, state and federal government, as appropriate.

For additional information, contact CalOES for “A Guide for Establishing a Local Assistance Center.”

b. Disaster Recovery Centers:

Disaster Recovery Centers may also be activated by key federal agencies to provide convenient locations for victims and private non-profit organizations to obtain information about FEMA and United States Small Business Administration programs. Disaster Recovery Center characteristics general include:

 Fixed or mobile resource facility for FEMA and United States Small Business Administration recovery information.
 Managed by federal government; and
 Staffed by FEMA, CalOES, United States Small Business Administration and other federal, state and local agencies as appropriate.

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c.Disaster Assistance Programs and their Requirements:

The following tables are designed to provide local emergency managers a quick reference to disaster assistance programs administered or coordinated by the Disaster Assistance Division.

The tables are grouped by potential recipients and indicate general program implementation criteria, including key deadlines.
•Public Assistance through Cal OES
•Public Assistance through Other Agencies
•Individual and Family Assistance
•Businesses, Ranchers and Private Non-Profit Assistance

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B.Public Assistance through Cal OES
The following table describes implementation criteria for the give main public disaster programs administered by Cal OES: Director’s Concurrence, Governor’s Proclamation of a State Emergency, Fire Management Assistance Program, and Presidential Declaration of an Emergency and Presidential Declaration of a Major Disaster.

Type of Assistance Program Name and
Authority
Cost Share
Requirements
Implementation Criteria
Funding to restore damaged
public infrastructure (e.g.
roads, buildings, utilities).

State Public Assistance
CDAA-Director’s
Concurrence with local
emergency
75% State
25% Local
Local agency must proclaim an emergency and request a
“Director’s Concurrence” within 10 days of an event. A Governor’s proclamation of a state of emergency is not
required for the CalOES Director to provide California
Disaster Assistance Act funding to repair damaged public facilities.

Reimbursement of local
emergency response costs,
debris removal, and funding
to restore damaged public
infrastructure.

State Public Assistance
California Disaster
Assistance Act-Governor’s
Proclamation of a State of
Emergency
75% State
25% Local
Local agency must proclaim an emergency and request
the Governor to proclaim a state of emergency within 10 days of an event. The request should include dates of
the event, an Initial Damage Estimate, areas affected,
and appropriate type of assistance needed.

Reimbursement for fire
suppression costs.

Fire Management
Assistance Grant
Stafford Act
75% Federal
25% Local
Responsible fire agency must request Fire
Management Assistance Grant assistance while the
fire is still burning out of control. Neither local nor state emergency proclamations are necessary for the
implementation of this program.

Reimbursement of local
emergency response and
debris removal costs.

Federal and State Public
Assistance
Stafford Act and California
Disaster Assistance Act-
Presidential Declaration of
an Emergency
75% Federal

18.75% State

6.25% Local
Local agency must proclaim an emergency and request
the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 5 days to request
federal assistance after the need for federal emergency assistance is apparent. Local government should provide detailed information including dates of the event, an
Initial Damage Estimate, area affected, appropriate type of assistance needed.

Funding to restore public
infrastructure* and
reimbursement of
emergency response and
debris removal costs.

Federal and State Public
Assistance
Stafford Act and California
Disaster Assistance Act-
Presidential Declaration of a
Major Disaster
75% Federal

18.75% State

6.25% Local
Local agency must proclaim an emergency and request
the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 30 days from the
incident to request federal assistance. Local government should provide detailed information including dates of
the event, an Initial Damage Estimate, area affected,
appropriate type of assistance needed
*Funding beyond what is necessary to restore a facility may also be approved for hazard mitigation measures to
ensure that future similar damage will not occur. These mitigation projects include cost effective improvement to the current design and capacity of the existing facility.

Funding to provide crisis
counseling services.

FEMA Crisis Counseling
Program Stafford Act
75% Federal
25% State
This program is funded by FEMA and administered
through the state Department of Mental Health.

Benefits may be short- term or long-term (up to 9
months).

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C. Public Assistance through Other Agencies
The following table describes the implementation criteria for disaster assistance programs available to the City of Pismo Beach through federal agencies other than FEMA. Through the California Disaster Assistance Act, the state may also cost share with these federal programs.

Type of
Assistance
Program/Name/Lead Federal
Agency and Authority
Cost Share
Requirements Implementation Criteria
Watershed
restoration
Emergency Watershed
Program/ Natural Resource
Conservation Service,
Division of the U. S. Department
of Agriculture

Section 216, P.L. 81/516 and
Sections 403-405 P.L. 95-334
75% Natural
Resource
Conservation Service

18.75% State

6.25% Local
Eligible activities include providing financial and technical assistance to remove debris from streams, protect
destabilized stream banks, establish cover on critically eroding lands, repair conservation practices, and the
purchase of flood plain easements. This program does not require a Presidential disaster declaration before it is implemented. However, for the sponsoring agency to be
eligible for state cost share, the Governor must have
proclaimed a state of emergency for the event. For
additional information refer to: www.nrcs.usde.gov .

Emergency
flood and post-
flood activities
United States Army Corps of
Engineers Emergency Operations

Flood Control and Costal
Emergencies Act (P.L. 84-99)
100% United States
Army Corps of
Engineers
The United States Army Corps of Engineers may provide
manpower, supplies, and equipment for flood-fighting,
debris clearance and temporary levee repairs during the emergency period and up to a maximum of 10 days
thereafter. This program does not require a Presidential disaster declaration before it is implemented. For
additional information refer to: www.usace.army.mil .

Restoration of
publically
sponsored
flood control
structures
United States Army Corps of
Engineers Rehabilitation Program

Flood Control and Costal
Emergencies Act (P.L. 84-99)

100% United States
Army Corps of
Engineers
The United States Army Corps of Engineers Rehabilitation program aids with permanent repairs to federal system
levees. Although the United States Army Corps of
Engineers covers the repair costs, the local sponsoring agency may be required to purchase additional soil and
must sign “Hold Harmless” agreements and other
applicable assurances before work can begin. This
program does not require a Presidential disaster
declaration before it is implemented. For additional
information refer to: www.usace.army.mil .

Emergency
repairs to
federal roads
and highways
Federal Highways
Administration
Emergency Relief (ER) Program

Title 23 U.S.C. Section 125
100% Federal
Highways
Administration, if
performed within
180 days of an event
This program may be implemented upon a Presidential
Declaration or by special request from the Governor
when a state of emergency has been proclaimed. The
Federal Highways Administration ER program is
administered through Caltrans. For additional
information refer to:
http://www.fhwa.dot.gov/program admin/erelief.html.

Permanent
restoration of
damaged
federal
highways
Federal Highways
Administration
ER Program

Title 23 U.S.C. Section 125

88.53% Federal
Highways
Administration

8.6% State

2.87% Local
Federal Highways Administration funds 88.53% of
repairs upon a Presidential Declaration or by special
request from the Governor when a state of emergency
has been proclaimed. The Federal Highways
Administration program is administered through
Caltrans in close coordination with CalOES. For
additional information refer to:
http://www.fhwa.dot.gov/program admin/erelief.html.

Long-term
economic
redevelopment
United States Department of
Housing and Urban
Development
Disaster Recovery Initiative

Section 122 of the Housing and
Community Act of 1974, as
amended
75% Federal

18.75% State

6.25% Local
Funds earmarked for certain United States Department
of Housing and Urban Development projects may be
transferred to emergency projects if not covered by
FEMA and are in the best interest of the post-disaster- stricken community. California Department of Housing
and Community Development administers this program.

For additional information refer to
http://www.hud.gov/office/cpd/community
development/programs.

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D. Individual and Family Assistance
The following table describes the implementation criteria for programs that are available to assist businesses, families and individuals, and private non-profit agencies in recovering from a disaster.

Type of Assistance Program Name and
Authority
Loan/Grant
Maximum* General Implementation Criteria
Low interest loans for losses to
real property (primary
residences) which may include
mitigation measures
United States Small
Business
Administration
Physical Disaster Loan
Program

13 CFR Ch. 1 Part 123
$200,000 The United States Small Business Administration Physical loan program may be implemented upon a
Presidential declaration of an emergency or major
disaster. Victims are required to first seek loan
assistance through the United States Small Business
Administration before they can be considered for a
federal grant through FEMA. The United States
Small Business Administration also has the authority
to independently (without a Presidential declaration)
implement the program when at least 25 homes
and/or businesses suffer 40% uninsured losses of
their estimated fair market or pre-disaster fair
market value, whichever is lower. In this case, a
request for a United States Small Business
Administration
declaration must be requested through CalOES
within 60 days of the occurrence.

Low interest loans for losses to
personal property
United States Small
Business
Administration
Physical Disaster Loan
Program

13 CFR Ch. 1 Part 123
$40,000 Same as above
Grants to cover temporary
housing needs, home repairs,
losses to personal property,
transportation expenses,
funeral and medical expenses,
etc.

Federal Assistance to
Individuals and
Households Program

Robert I. Stafford Act
Disaster Relief and
Assistance Act, 44 CFR Ch.
1 Part 206 Subpart D,
Sect. 206.110
$25,600 This is a federal grant program managed and
administered by FEMA upon a Presidential
Declaration of an Emergency or Major Disaster.

Victims who are found to be ineligible for a United
States Small Business Administration loan are
referred to FEMA’s Federal Assistance to Individuals
and Households Program.

Grants to individuals and
families that have received
the maximum Federal
Assistance to Individuals
and Households Program
grant but still have unmet
needs.

State Supplemental Grant
Program
California Department of
Social Services W/I
13600-13601
$10,000 This program is administered through the state
Department of Social Services. It is only
implemented when FEMA has activated the Federal
Assistance to Individuals and Households Program.

The state has no authority to activate the State
Supplemental Grant Program
independent of a federal declaration.

Disaster Unemployment
Assistance
U. S. Department of Labor
20 CFR, Part 625
44CFR, part 206.141
N/A This program may be implemented by the Department
of Labor upon a Presidential declaration. It allows
those unemployed due to a disaster up to 26 weeks of
unemployment benefits.
*Loan/Grant amounts are adjusted annually in March.

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E. Businesses, Ranchers and Private Non-Profit Assistance The following table describes the implementation criteria of programs that are available to assist businesses, ranchers and private non-profit agencies in recovering from a disaster.

Type of Assistance Program Name and
Authority Loan Maximum* Implementation Criteria
Low interest loans to
businesses and private
non-profit
organizations
for losses to real
property.

United States Small
Business Administration
Physical Disaster Load
Program

13 CFR Ch. 1 Part 123
$1.5 Million The United States Small Business Administration Physical loan program may be implemented upon
a Presidential declaration of an emergency or
major disaster.

The United States Small Business Administration
also has the authority to independently implement
the program when at least 25 homes and/or 3
businesses have suffered 40% uninsured losses
due to a disaster. Typically, when the United
States Small Business Administration declares a
disaster for a county, contiguous counties are also
eligible.

Low interest loans to
businesses and to help
cover working capital.

United States Small
Business Administration
Economic Injury Disaster
Loan Program

13 CFR Ch. 1 Part 123
$1.5 Million The United States Small Business Administration also has the authority to independently implement
the program with certification by the CalOES
Director that at least five small business concerns
in a disaster area have suffered economic injury
and need financial assistance not otherwise
reasonably available.

The SMA may provide economic injury assistance
for a disaster determined by the Secretary of
Agriculture. Under these designations, the United
States Small Business Administration makes
economic injury assistance available to eligible
small businesses.

Economic Injury Disaster Loan Program loans
become available under all United States Small
Business Administration physical declarations. The
maximum United States Small Business
Administration loan assistance is $1.5 Million,
whether it is a Physical Disaster Loan, an Economic
Injury Disaster Loan Program loan, or a
combination of both programs.

Low interest loans to
farmers, ranchers and
aqua culturists for
physical and/or crop
production losses
resulting from an
unusual natural
occurrence (weather
pattern, pest, etc.).

Secretary Designation-
Agriculture Disaster

U. S. Department of
Agriculture, Farm Services
Agency 7 CFR, Ch 18, part
1945, Subpart A
$500,000 Emergency loans are made to farmers and ranchers who have suffered at least a 30% loss in crop
production or a physical loss to livestock products,
real estate, or chattel property.

The Secretary of Agriculture can implement this
program when requested by CalOES on behalf of a
local agricultural commissioner or local government
authority or implemented automatically when the
President declares a major disaster or emergency.

When requested on its own authority, supporting
documentation to the types of crops and level of
damage must be submitted. A proclamation of local
or state emergency is not required for this program.
*Amounts are adjusted annually based on the consumer price index.

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V.RECOVERY ASSISTANCE
City of Pismo Beach’s Responsibilities: When disaster strikes and damages exceed the City of Pismo Beach’s capabilities, the City of Pismo Beach may request state and/or federal disaster assistance.

Determine if a local proclamation of an emergency is a prerequisite for the assistance requested. If a request for assistance is necessary, the City of Pismo Beach should:
Include the following information in the request:

1.Copy of the local proclamation (if required)

2.Initial Damage Estimate

3.Written request/resolution by designated official

4.Type of disaster

5.Date of occurrence and whether situation is continuing

6.Areas affected

7.Type of assistance needed
Submit the request to:

1.Operational Area

2.CalOES REOC/Regional Office
Submit the request by the deadlines mentioned in the previous tables.

A.Public Assistance is categorized as emergency work or permanent work:

Category A – Debris Removal (Emergency Work)
All expenditures associated with the removal of debris from public property. This can possibly include the pre-approved removal of private/personal property that has been moved to the right of way under the direction of the jurisdiction.

If force labor is used, only overtime hours are eligible for reimbursement. Reimbursement may be available for temporary workers designated to disaster work. All jurisdictional and rental equipment hours (regardless of whether the operator was on regular time or overtime), materials and contract costs are eligible for reimbursement.

Category Designation Type of work
Emergency A Debris removal on public property
B Emergency protective measures
Permanent C Roads and Bridges
D Water control facilities, levees, flood channels
E Buildings and equipment (public property)
F Utilities
G Parks, recreational and other

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Category B – Protective Measures (Emergency Work)
Actions taken by the community (almost always government agencies) before during and after a disaster to save lives protect public health and safety and prevent damage to improved public and private property.

Examples of measures that may be eligible include:
Traffic Control
Search and Rescue
Emergency Evacuations
Emergency Mass Care – Food and Shelter
Safety assessments,
EOC operations (including meals),
Sandbagging and emergency pumping
Patrolling flood control facilities
Generally, Category B measures are those temporary measures designed to remove or reduce immediate threats to public property or protect it from further damage.

If force labor is used, only overtime hours are eligible for reimbursement. Reimbursement may be available for temporary workers designated to disaster work. All jurisdictional and rental equipment hours (regardless of whether the operator was on regular time or overtime), materials and contract costs are eligible for reimbursement.

Category C – Roads and Bridges (Permanent Work)
All expenditures associated with street, road, bridge or sidewalk repairs. This includes, but is not limited to Street signs,
Traffic lights,
Curbs and gutters,
Roadways (paved and unpaved),
Bridges,
Manhole covers,
Embankments and other roadway related structures.

Regular and overtime hours as well as benefit costs of jurisdictional employees involved with Category C work are eligible costs. All jurisdictional and rental equipment hours, materials and contract costs are eligible for reimbursement as well.

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Category D – Water Control Facilities (Permanent Work)
All expenditures associated with flood control, drainage or irrigation facilities owned and maintained by the jurisdiction. This includes, but is not limited to:

 Storm drains,
 Dams, debris
 Basins,
 Dikes,
 Levees,
 Flood gates,
 Flood control channels.

Regular and overtime hours as well as benefit costs of jurisdictional employees involved with Category D work are eligible costs. All jurisdictional and rental equipment hours, materials and contract costs are eligible for reimbursement as well.

Category E – Public Buildings and Equipment (Permanent Work) All expenditures associated with public buildings and related equipment owned or maintained by the jurisdiction. This includes, but is not limited to:

 Local government buildings,
 Leased buildings where the jurisdiction is contractually required to maintain them,  Park and recreation buildings,
 Office equipment,
 Supplies lost in a disaster,
 Library books,
 Vehicles,
 Specialized equipment and radios.

Regular and overtime hours as well as benefit costs of jurisdictional employees involved with Category E work are eligible costs. All jurisdictional and rental equipment hours, materials and contract costs are eligible for reimbursement as well.

Category F – Public Utilities (Permanent Work)
All expenditures associated with water, power and sewage systems. This includes, but is not limited to:

 Water and sewage treatment facilities,
 Distribution systems and supplies.
 Power generation
 Pump Stations

Regular and overtime hours as well as benefit costs of jurisdictional employees involved with Category F work are eligible costs. All jurisdictional and rental equipment hours, materials and contract costs are eligible for reimbursement as well.

Category G – Parks, Recreation Facilities and Other (Permanent Work) All expenditures associated with parks, recreation facilities (not buildings) and facilities not included with the other categories. This includes, but is not limited to:

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Parks,
Playgrounds,
Docks,
Swimming pools,
Picnic areas and tables.

This category is also used to document damage for facilities not included in other categories. Regular and overtime hours as well as benefit costs of jurisdictional employees involved with Category G work are eligible costs. All jurisdictional and rental equipment hours, materials and contract costs are eligible for reimbursement as well.

Cal OES Responsibilities: If a request for assistance is submitted, CalOES will:
Review the request for completeness.
Request additional information if necessary.
Determine the need to conduct damage assessments; and
Decide regarding the level of appropriate disaster assistance for the request.

B. Public Assistance: Application Process:
•Applicant Briefings
Whether a disaster has been designated as a Director’s Concurrence, a State of Emergency Proclamation, a Presidential declaration of an emergency or a Presidential declaration of a major disaster, the Disaster Assistance Division will schedule and hold Public Agency Applicant Briefings.

Affected public agencies will be notified by letter, e-mail, Cal OES website, Cal OES regional offices, or by telephone of the date, location, and time of the briefing. Applications for federal and state public assistance will be available and accepted during these briefings.

Detailed instructions on applicant eligibility, project eligibility, eligible costs, program criteria, documentation requirements and important deadlines for work completion will also be explained. Public assistance applicants are assigned a primary point of contact that will process the Public Assistance application, monitor work progress, and provide technical assistance for the duration of the application. Once a public agency has been assigned a federal/state identification number, they are referred to as a “sub grantee”.
•Kickoff Meeting
Once the Request for Public Assistance is reviewed and the applicant is deemed to be eligible for Public Assistance, a Public Assistance Coordinator (PAC) will contact the applicant to set up a Kickoff Meeting to discuss damages, needs assessment, and an action plan for completion of a Project Worksheet (Form 90-91). The Public Assistance Coordinator (PAC) will go over what is expected of each applicant and will provide detailed instructions on what to do and how to do it. A state liaison will provide state specific details on Public Assistance program documentation and reporting requirements.

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Along with a list of damaged locations and documentation of emergency-related expenditures to date, applicants should also be prepared to discuss known historical or environmental issues for the location and general area. Copies of insurance documentation associated with any damaged facility should also be provided to FEMA during the meeting.
• Project Approval Process

The Disaster Assistance Division encourages sub grantees to participate fully in the decision- making process of the approved scope of work and cost estimation for each project. Sub grantees are notified by mail when FEMA or the state has approved the project for funding. This notification includes instructions to request payment of the funds. Additional information regarding both federal and state public assistance programs can be obtained through the Disaster Assistance Division’s Public Assistance Training Program.

• Expedited Funding

Upon a Presidential declaration, the City of Pismo Beach has incurred significant emergency response costs and may request the expedited processing of state and federal funding. Qualifying costs may include:

 emergency costs (e.g. police and fire overtime salaries).  debris removal necessary to protect life and property; and  temporary shelter operating costs.

• Public Assistance Process Cycle Timeline

Disaster Assistance Step Timeframe for Completion
Initial Damage Estimate Within 10 days to Cal OES (sooner to County OES) Preliminary Damage Assessment Within two weeks to verify IDE Governor’s Request Within 30 days to the end of the incident Presidential Declaration Received back within 1 to 8 weeks Applicant’s Briefing Within 30 days of the Presidential Declaration Submission of Request for Public Assistance Within 30 days of the Presidential Declaration Kick off Meeting Within 21 days of approval of RPA. This meeting starts 60-day clock to report all damages

C. Individual Assistance: Application Process

• Individuals and Households Program

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Upon the implementation of the Federal Assistance to Individuals and Households Program, individuals are required to first telephone register with FEMA. Widespread notice is provided through the local media and or websites maintained by local government, the United States Small Business Administration, United States Department of Agriculture, FEMA or CalOES inform the public of the toll-free tele-registration number. Websites and/or local media are also resources for physical locations of local United States Small Business Administration, United States Department of Agriculture, Local Assistance Center or Disaster Recovery Center offices.

Upon teleregistration, FEMA will assign a representative to evaluate the claim and will refer the individual to the appropriate program for loan and/or grant assistance. Individuals will then be provided loan and/or grant application information, instructions, terms and conditions directly from the agency aiding (FEMA, United States Small Business Administration, and United States Department of Agriculture).

D. United States Small Business Administration and United States Department of Agriculture

When the United States Small Business Administration and/or United States Department of Agriculture has implemented its disaster program(s) independent of a Presidential declaration, individuals, businesses, private non-profit agencies, and/or the agricultural community, will be instructed to file an application directly with their local United States Small Business Administration and/or United States Department of Agriculture office.

VI. DOCUMENTATION

Documentation is key to recovering eligible emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs.

Under the California Disaster Assistance Act, documentation is required for damage sustained to the public and related resources, such as:

 Public buildings.
 Levees.
 Flood control works.
 Irrigation works.
 County roads.
 City streets.
 Bridges; and
 Other public works.

Under federal disaster assistance programs, documentation must be obtained regarding damages sustained to resources such as:

 Roads.
 Water control facilities.
 Public buildings and related equipment.
 Public utilities.
 Facilities under construction.

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 Recreational and park facilities.
 Educational institutions; and
 Certain private non-profit facilities.

Documentation items can include any and/or all of the following:
 receipts,
 photos,
 written summaries,
 deadline dates and information,
 GPS coordinates, if relevant,
 and any other information that might be deemed helpful.

Debris removal and emergency response costs incurred by the affected entities should also be documented for potential cost recovery through state and federal programs. The documenting information should include the location and extent of damage, and estimates of costs for: debris removal, emergency work, and repairing or replacing damaged facilities to a non-vulnerable and mitigated condition. The cost of compliance with building codes for new construction, repair, and restoration should also be documented. The cost of improving facilities may be provided in cost estimates for possible federal mitigation program funding.

Documentation is a key to recovering expenditures related to emergency response and recovery operations. For the City of Pismo Beach documentation should begin at the field response level and continue throughout the operation of their Emergency Operations Center and/or other emergency management coordination efforts or functions as the disaster unfolds.

The City of Pismo Beach has the responsibility for completion and submittal of the required documents for both state and federal assistance programs.

The City is encouraged to develop documentation protocols that can meet both ongoing community requirements and provide enough documentation to justify claims for Cal OES, FEMA and insurance.

For example, the development of fund codes within the accounting and budget processes that relate to FEMA eligibility requirements is encouraged. This way, eligible overtime and other expenses can be documented separately from day to day costs. Focus should be placed on ensuring that information about where work occurred, what equipment was utilized, and how the time and work effort was related to the disaster event is documented and maintained. If the event does end up in a federal declaration, eligible overtime and emergency expenditures are easily separated and justified for eligible activities and work sites.

VII. DISASTER ASSISTANCE PROCESS FOR PUBLIC AGENCIES

The assistance process for individual assistance naturally requires that people in need of assistance register directly with recovery agencies, such as FEMA. Information on how to do so is provided after a disaster for which recovery and other assistance is available.

For the City of Pismo Beach, there is a specific process in place to begin and go through the recovery process which differs from the individual assistance programs.

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A. Public Assistance Program Responsibilities
The City of Pismo Beach has the responsibility for completion and submittal of the required documents for both state and federal public assistance programs (note that the term “public” in this context refers to public agencies verses individuals. Assistance for individuals is generally referred to as "individual assistance". Overviews of certain individual assistance programs are contained later in this Recovery plan).

The San Luis Obispo County Office of Emergency Services (OES) is the primary agency for coordinating the initial completion of the public assistance program applications and supporting materials for County government. County OES may also serve as the initial primary contact for state and federal field representatives. The City of Pismo Beach emergency management representatives complete the application process and provide supporting materials to state and federal representatives for their jurisdictions. The City of Pismo Beach may assign a representative from their departments to complete application materials and initially coordinate with state and federal representatives.

B. Project Worksheet
Once the County OES Project Application is received, a joint state/federal inspection team may come into the requesting jurisdiction to perform a Project Worksheet. The Project Worksheet identifies the scope of work and the quantitative estimate of cost of each work project. The inspection team prepares a Project Worksheet data sheet for each project listed on the List of Projects. A project means all work performed at a single site.

Any damage not shown to the inspection team during its initial visit must be reported to the DHS/FEMA Region IX Director, through the Governor's Authorized Representative (GAR), within 60 days following the completion of the initial visit.

Within 45 days of receipt of the application for federal public assistance, the Project Worksheets are reviewed by DHS/FEMA and a decision to obligate the funds will be rendered. Once the projects are approved, Cal OES must submit quarterly progress reports to DHS/FEMA.

Supplements to the original application may be approved for substantial errors or omissions, overruns/under runs caused by variations in unit prices (cost adjustments) and changed site conditions/scope adjustments. Changes to small projects will normally be adjusted at the time of final inspection or an offsetting procedure will be implemented. Supplements should be requested at the earliest possible time and prior to completion of the work in question. Requests for a change in scope must be filed prior to work commencement on a "Damage Verification Form."

If the City of Pismo Beach does not agree with the inspection team's estimate, the City of Pismo Beach may indicate its non-concurrence with the Project Worksheet. In addition to indicating non-concurrence on the Project Worksheet form, the City of Pismo Beach may also submit a letter of non-concurrence to Cal OES. In this letter, include the reasons why the City of Pismo Beach disagrees with the inspection team's estimate. Provide as much supporting documentation as possible. Cal OES will generally recommend that DHS/FEMA review the Project Worksheet to reinstate eligible costs before the Project Worksheet is approved. The letter to Cal OES should include the disaster number, the City of Pismo Beach’s federal Project Application Number (PA Number), and the Project Worksheet number(s).

Once the Cal OES Project Application is received, a joint state/federal inspection team may come into the requesting jurisdiction to perform a Project Worksheet 90-91 (PW). The Project Worksheet is also referred to as the 90-91. The Project Worksheet 90-91 (PW) identifies the scope of work and the quantitative estimate of

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cost of each work project. The inspection team prepares a Project Worksheet 90-91 (PW) data sheet for each project listed on the List of Projects. A project means all work performed at a single site; this can also include grouping, for example, a short stretch of roadway with multiple sites into one project. Beginning in Fiscal Year 2017, local jurisdictions began working directly with FEMA on their Project Worksheet 90-91 Project Worksheet (PW) following the joint inspection team visit, instead of solely through Cal OES.

Any damage not shown to the inspection team during its initial visit must be reported to the DHS/FEMA Region IX Director, through the Governor's Authorized Representative (GAR), within 60 days following the completion of the initial visit.

Within 45 days of receipt of the application for federal public assistance, the Project Worksheets (PW)s are reviewed by DHS/FEMA and a decision to obligate the funds will be rendered. Once the projects are approved, Cal OES, with input from local applicants, must submit quarterly progress reports to DHS/FEMA. Supplements to the original application may be approved for substantial errors or omissions, overruns/under runs caused by variations in unit prices (cost adjustments), and changed site conditions/scope adjustments. Changes to small projects will normally be adjusted at the time of final inspection or an offsetting procedure will be implemented.

Supplements should be requested at the earliest possible time and prior to completion of the work in question.

Requests for a change in scope must be filed prior to work commencement on a "Damage Verification Form." If the City does not agree with the inspection team's estimate, the jurisdiction may indicate its non-concurrence with the Project Worksheet 90-91 (PW). In addition to indicating non-concurrence on the Project Worksheet (PW) form, the jurisdiction may also submit a letter of non-concurrence to Cal OES. In this letter, include the reasons the jurisdictions disagrees with the inspection team's estimate. Provide as much supporting documentation as possible. Cal OES will generally recommend that DHS/FEMA review the Project Worksheet (PW) to reinstate eligible costs before the Project Worksheet (PW) is approved. The letter to Cal OES should include the disaster number, the San Luis Obispo County's Federal Project Application Number (PA Number), and the Project Worksheet 90-91 (PW). It is very important to review the Project Worksheet 90-91 (PW) very carefully to ensure concurrence, as a project approval can’t easily be changed once concurrence has occurred.

Note: This process can take substantially longer than 45 days if FEMA and City disagree about damages and/or what is considered to return something to its pre-existing condition.

For tracking and accounting purposes, projects are classified as either "small projects" or "large projects." A large project is a project above a certain approved estimate of costs. As of Fiscal Year 2018, any project with a cost of $125,500 or more was a figure used on a federal disaster to designate a large project from a small project.

This figure may change from year to year.
“Close-by” damages of the same nature may be consolidated into one Project Worksheet, so reporting any amount of damage deemed feasible to report should be included in any damage assessment cost estimate.

Since for purposes of state and Federal disaster damage assessment and recovery all jurisdictions within the Operational Area will be totaled by FEMA, Cal OES, or other Federal or State disaster agency, as many costs as possible should be reported, as it will assist in reaching reimbursement thresholds. FEMA may also decide to combine “like” projects into a single Project Worksheet 90-91 (PW).

If a site / project is deemed ineligible by Cal OES or FEMA, but believed to be eligible by the City, a Project Worksheet with zero cost should be created so that the decision can be appealed later.

For large projects over a certain cost, a construction monitoring program must be implemented.

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C.Work Project Funding
To receive payment, the sub-grantee (City of Pismo Beach) must have a resolution that designates an authorized representative, filed a Cal OES Project Application, and have a Vendor Data Record. Work project funding is subject to DHS/FEMA/State Agreement and 75%/25% federal/state and local costs shares, as established as the minimum under the Stafford Act. Funding of improved projects is subject to the Governor's Authorized Representative's (GAR) approval. •Project Thresholds
FEMA establishes a minimum project threshold for each fiscal year. The threshold applies to incidents declared in that fiscal year.

As of Fiscal Year 2018, the minimum amount of damages for which FEMA will process a Project Worksheet is $3,140. However, any reportable damage and estimated costs can be helpful in determining if damages sustained throughout the City,and will reach the level necessary to obtain State or Federal disaster assistance.

Payments for administrative allowances and small projects are automatic advance payments (after supplement approval). Payments for large projects must be requested on a "Request for Reimbursement" form. Reimbursement payments are sent in the form of progress payments, with 25 % usually withheld until after final inspection or audit.

D.Completion Deadlines
The following deadlines have been established for each work category:

Debris Clearance 6 Months*
Emergency Work 6 Months*
Permanent Work 18 Months*
* Dates established from date of major disaster declaration.

The Governor's Authorized Representative may extend deadlines, when justified, as follows:

Debris Clearance 6 Months
Emergency Work 6 Months
Permanent Work 30 Months
DHS/FEMA may extend the deadline beyond these dates, with adequate justification. Costs are allowed only to date of last approved time extension.

E. Eligibility Requirements
•Replacement versus Repair
The question of whether an eligible facility is damaged to the point where the applicant thinks the facility should be replaced rather than repaired, FEMA applies a “50% Rule” to determine the eligibility of replacement as opposed to repair work.

The 50% Rule is summarized as follows:
If the Repair Cost divided by the Replacement Cost is less than 50 percent, then only the repair cost is eligible.

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If the Repair Cost divided by the Replacement Cost is greater than 50 percent, then the replacement cost is eligible.
Repair cost equals the cost of repair of damaged components only. The cost does not include eligible codes and standards upgrades, demolition, site work, or applicable project management costs.
Replacement cost equals the cost of reconstructing the facility and includes current codes and standards upgrades.
•Eligible Work:
Must be a direct result of the disaster
Must be in a designated disaster area
Must be the legal responsibility of an eligible applicant Work can be deemed ineligible if there is found to be an applicant negligence, deferred maintenance or pre-existing damage. It is important for eligible applicants to ensure that routine maintenance is taken care of and documented in advance of a disaster. Applicants are responsible for obtaining all necessary state and federal permits and should not begin work until FEMA has completed any necessary environmental or historic review processes.
•Eligible Costs:

All costs associated with recovery must be reasonable and necessary. Costs must also comply with federal, state and local procurement standards and not be contingent above state and/or federal funding.

It is imperative to track all costs, even if you do not believe them to be reimbursable. Overtime and associated wage additive costs for emergency response personnel. Regular work hours for permanent work.
Actual travel and per diem.
Supplies, materials, and equipment (including rental). Repair, permanent restoration, and replacement costs for public facilities. The cost of basic engineering services when necessary for construction projects. Indirect and administrative costs (10% of total approved state share). Costs for work performed under interagency assistance agreements for which an eligible applicant is legally obligated to pay; and
The local cost share required under federal public assistance programs is typically 25%. However, the 25% share may be partially offset by State disaster recovery funds if a State emergency proclamation is made and allows for such funding. This can equate into the federal share of 75% being paid and, if State funding is authorized,

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the state paying 75% of the remaining 25%. If federal pays 75% and state pays 75% of the remaining 25% that equates to the local share typically being 6.25%.

F.Contracts and Procurement
An important area to note regarding eligible costs is contracts and procurement. It is vitally important that jurisdictions follow federal and local procurement standards and competitively bid emergency work (more stringent of the standards must be followed).

Specifically, time and materials contracts should be avoided, particularly once an incident passes the 70- hour mark.

The following documents should be retained for audit purposes on all contracts:
Contract.
Requests for bids, proposals or quotes.
Bid documents/specs.
Bid advertisement.
List of bidders; and
Invoices, cancelled checks, purchase orders, and inspection records.

G.Emergency Procurement Procedures
One way local jurisdictions can meet FEMA procurement requirements is by creating specific emergency procurement procedures that address rapid acquisitions, as well as more competitive acquisitions, when time allows. By establishing processes and expectations ahead of time to ensure that competitive acquisition processes are implemented as soon as practicable, it will help avoid problems with FEMA reimbursement.

H.Donated Resources:

In Presidentially declared disasters, donated resources applied to actual eligible emergency work such as debris removal or the filling and placing of sandbags are eligible to offset the 25% State and local cost share for emergency work (Categories A and B). However, resources or materials provided by a Federal agency cannot be credited. The donated services must be documented by written record and must include a description of work and record of hours worked by work site.

Volunteer labor will be valued at the same hourly labor rate as a jurisdiction employee performing similar work.

If the jurisdiction does not have employees performing similar work, then the rate should be consistent with those ordinarily performing the work in the same labor market.

The value for donated equipment should be determined by using the applicable FEMA equipment rate and multiplying it by the number of hours the piece of equipment was used to perform eligible emergency work.

Standby time is not eligible for credit.

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I. Project Closeout

Project closeout occurs when the City certifies that all work has been completed. Large projects are closed out individually. Small projects are closed out together when the last project has been completed. The City should notify County OES immediately as each large project is completed and after completion of the last small project.

Since small projects are paid up front, additional funding may be requested if the total sum of the small projects is greater than the amount that was paid up front. This request MUST be made within 180 days from the approved deadline of the last small project to be eligible.

J. Audits

There are three types of audits associated with FEMA based recovery funds:

Capacity Audits – This audit is initiated within the first year of the disaster declaration date.

Early Warning Audits – This audit is initiated midway through the project process. It may or may not include grants that already had Capacity Audits Traditional Audits – This audit is initiated after the applicant has completed all projects and FEMA has approved the final close-out.

These audits are performed by the Federal Office of Inspector General (OIG). OIG cannot show up to audit you without representation from Cal OES or FEMA.

These audits typically include costs related to the scope of work, procurement procedures, contract costs, labor, materials and equipment costs and duplicative recovery costs.

The record retention requirement is generally three years beyond the time a local jurisdiction receives a Cal OES “audit waiver” letter, however other regulations may require a longer retention period – work with your agency’s finance or audit staff on this issue when close out time arrives. If possible, as soon as audit regulations allow, records should be destroyed. This is because OIG can come back even after that point and request records for auditing; that is, if regulations allow records to be destroyed three years following CalOES or other official notice of project closeout and four years later OIG gives notice of an audit, if records still exist they must be given to the OIG.

K. Appeals
The appeals process is the opportunity for applicants to request reconsideration of decisions regarding the provision of assistance. The appeal must be filed with the State within 60 days of receipt of notice of the action or decision being appealed. The State will review the appeal and submit it to FEMA for consideration.

The appeal can be done at two levels. The first level appeal is to the FEMA Regional Director. The second level appeal is to the Assistant Director at FEMA Headquarters.

L. Post-Disaster Hazard Mitigation Grant Program

Overview: Administered by FEMA through CalOES, the Hazard Mitigation Grant Program (HMPG) provides grants following a disaster to state and local governments, Indian tribes, and certain non-profit organizations to develop plans and implement long-term hazard mitigation measures.

Hazard Mitigation Grant Program Authority and Administration: The Hazard Mitigation Grant Program is authorized under Sections 322 and 404 of the Stafford Act. Federal funding becomes available only after

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the President signs a major disaster declaration. It is the only mitigation program that requires the local government to proclaim an emergency prior to implementation.

The amount of funding available is based on a percentage of the federal share of the aggregate disaster costs for public and individual assistance.

As manager of the Hazard Mitigation Grant Program, Cal OES is responsible for soliciting program interest, helping potential applicants develop applications, establishing deadlines for applications, providing technical assistance, establishing funding priorities and forwarding selected projects to FEMA for approval based on those priorities. Cal OES posts grant applications instructions and deadlines on the website for a limited time following a federal declaration of a disaster.

Sub-grantees are notified by mail when FEMA has approved the grant for funding. This notification includes instructions to request payment of the funds.

VIII. HAZARD MITIGATION – PLANNING AND PREVENTION
Hazard mitigation involves the ongoing identification of potential risks and hazards to the community, and development of effective pre-disaster mitigation strategies for the purpose of reducing potential impacts.

Hazard mitigation planning is accomplished through advance planning and preparedness.

Hazard mitigation is addressed through a variety of methods, many through the planning process. Hazard mitigation may also be accomplished through emergency planning by addressing threats and developing contingency plans for the threats.

Additional mitigation occurs through ongoing prevention efforts, such as those coordinated through efforts such as public works flood control programs.

A.City of Pismo Beach Local Hazard Mitigation
The City of Pismo Beach participated in the San Luis Obispo County’s first Multi-Jurisdictional Hazard Mitigation Plan which was completed in 2019 and serves as the City’s updated 2014 Local Hazard Mitigation Plan.

B.Hazard Mitigation Grant Programs
Hazard mitigation programs are what the name implies – programs intended to mitigate the effect of future disasters.

Following a presidential disaster declaration, the federal Hazard Mitigation Grant Program is activated. The program's purpose is to fund projects which are cost effective, and which substantially reduce the risk of future damage, hardship, loss, or suffering resulting from a major natural disaster. Grants are available to eligible applicants in the declared areas only and are delivered as either part of a Public Assistance grant or as a standalone measure. Mitigation projects must be cost effective and represent a solution to a problem.

In Fiscal Year 2018, the Hazard Mitigation Grant Program funding amount is based upon a 15% share of the DHS/FEMA estimate of all Project Worksheets for public assistance work performed, and Individual

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Assistance costs. That is, if damages are estimated to be $1,000,000, $150,000 may also be made available for hazard mitigation. However, the hazard mitigation programs do change, thus the percentages and other requirements and conditions may change in future disasters.

The federal contribution can be up to 75% of the cost of the hazard mitigation project approved for funding, with applicants providing matching funding through a combination of either state, local, or private resources. Hazard Mitigation Grant Program funds cannot be used as the sole match for other federally funded programs.

Two types of Hazard Mitigation Grant Program Grants: The table below describes the two types of grants available under Hazard Mitigation Grant Program.

Grant Type Description Criteria
Planning Seven (7) percent of Hazard
Mitigation Grant Program funds may
be used for planning and for the
state to use for development of
state, tribal and local mitigation
plans.

States that develop a comprehensive,
enhanced mitigation plan are eligible
for additional funds for mitigation
projects.

To receive funding a hazard mitigation
plan must:
Identify the natural hazards, risks
and vulnerabilities of areas in states,
localities, and tribal areas.
Support development of local
mitigation plans.
Provide for technical assistance
to local tribal governments for
mitigation planning.
Identify and prioritize mitigation
actions that the State will support, as
resources become available.

Project The Hazard Mitigation Grant
Program is a competitive program
that funds cost-effective local and
state mitigation measures.

By regulation, Hazard Mitigation
Grant Program projects must meet
the minimum eligibility criteria, be
consistent with the state and local
hazard mitigation plans, and meet
the guidelines and principles
established for a disaster.

To comply with the minimum eligibility
criteria the project must:
Solve a problem independently
or contribute to a solution where
there is assurance the project will be
completed.
Meet all applicable codes and
standards.
Demonstrate cost-effectiveness.
Comply with federal
requirements and regulations.

C.Hazard Mitigation Grant Process
Following each Presidential declaration of Emergency or Major Disaster, the Regional Director of DHS/FEMA and the Governor execute a document called the federal/state agreement. In past disasters, this Agreement includes appropriate provisions for hazard mitigation. Under the "typical paragraph" set out to serve this purpose, the state agrees to:
Evaluate or have the applicant evaluate the natural hazards in the disaster area and make appropriate recommendations to mitigate them.
Follow up with applicants to ensure that the appropriate hazard mitigation actions are taken.
Follow up with applicants to ensure that the appropriate hazard mitigation plan or plans are developed and submitted to the DHS/FEMA Regional Director for concurrence.

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 Review and update as necessary disaster mitigation portions of emergency plans.

A Hazard Mitigation Coordinator (HMC) is appointed for the state and the City of Pismo Beach. These individuals will constitute the Hazard Mitigation Team which will:

 Identify significant hazards in the affected areas giving priority to disaster-related hazards.
 Evaluate impacts of these hazards and measures which will mitigate their impacts.  Recommend appropriate hazard mitigation measures.

The Hazard Mitigation Team uses information from Project Worksheets, and visits to selected sites where significant damage has occurred. The state and City of Pismo Beach representatives on the Hazard Mitigation Team are responsible for ensuring that there is adequate consultation among interested federal, state, and local parties.

The Hazard Mitigation Team also prepares a Hazard Mitigation Plan which is submitted to the DHS/FEMA Regional Director through the Governor's Authorized Representative (GAR) within 180 days after a Presidential declaration. The objectives of the Plan are to:

 Recommend hazard mitigation measures for local, state, and federal agencies.  Establish short-term and long-term planning frameworks for implementation of hazard mitigation efforts.

Eligible applicants include state agencies, local governments, and private non-profit organizations which own or operate facilities providing essential government services. Essential government services include educational facilities, utilities, emergency services, medical services, custodial care, etc. Although Hazard Mitigation Grant Program funds are based on a percentage of Public Assistance funding, awards are not limited to public projects, but must be sponsored by an eligible public entity.

Most types of hazard mitigation projects are eligible, provided they meet basic project eligibility. The priorities of funding will be established by the CalOES. Eligible projects must be cost effective and substantially reduce the risk of future damage, hardship, loss, or suffering resulting from natural disasters.

Eligible projects must: be consistent with the community's long-range hazard mitigation planning goals.

 represent significant risk if left unresolved.
 address, when applicable, long-term changes to the areas and entities it protects, and have manageable future maintenance and modification requirements.  comply with all applicable codes and standards for the project locale.  have a direct beneficial impact upon the designated disaster area.  not fund personnel only - except for short-term projects which will result in long-term benefits.
 not cost more than the anticipated value of the reduction in both direct damages and subsequent negative impacts were future disasters to occur.  provide solutions, rather than merely identify or analyze hazards, unless such constitutes a functional portion of a solution; and
 provide the most practical, effective, and environmentally sound solution, given a well- considered range of options.

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Certain actions, policies and procedures are necessary for implementing Section 406 (Minimum Standards for Public and Private Structures) of the Federal Disaster Relief Act of 1974 (Public Law 93-288) following a Presidential declaration of Emergency or Major Disaster, which covers hazard mitigation. It also assigns hazard mitigation responsibilities to various elements of federal, state, and local governments in California.

Section 406 of Public Law 93-288 requires, as a condition to receiving federal disaster aid, for repairs and reconstruction be done in accordance with applicable codes, specifications and standards. It also requires that the state or local government recipient of federal aid evaluate the natural hazards of the area in which the aid is to be used, and take action to mitigate them, including safe land use and construction practices.

D. Disaster Mitigation Act of 2000
The Federal Emergency Management Agency's Disaster Mitigation Act of 2000 (DMA 2000) requires that by November 2004 a local, approved hazard mitigation plan must be in place in order to receive Hazard Mitigation Grant Program funds. Specifically, title 44 CFR Subpart 201.6 states "…a local government must have a mitigation plan approved pursuit to this section in order to receive Hazard Mitigation Grant Program project grants...."These plans must be submitted, via the state, to DHS/FEMA and approved by November 1, 2004.”

VIII. AFTER ACTION/IMPROVEMENT REPORT

The National Incident Management System and the Standardized Emergency Management System regulations require any city, city and county, or county declaring a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an after-action report to OEM within 90 days of the close of the incident period.

The after-action report will provide, at a minimum, the following:

 response actions taken.
 application of the National Incident Management System/Standardized Emergency Management System.
 suggested modifications to National Incident Management System/Standardized Emergency Management System.
 necessary modifications to plans and procedures.
 training needs; and
 recovery activities to date.

The after-action report serves as a source for helping to document the City of Pismo Beach’s emergency response activities and identifying areas of concern and success. It can also be utilized to develop a work plan for implementing improvements.

An after-action report will be a composite document for all National Incident Management System/Standardized Emergency Management System levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in the National Incident Management System/Standardized Emergency Management System regulations.

It will include an overview of the incident, including enclosures, and will also address specific areas of the response, if necessary. It will be coordinated with, but not encompass, hazard mitigation. Hazard mitigation efforts may be included in the “recovery actions to date” portion of the after-action report.

City of Pismo Beach Recovery
Emergency Operations Plan
For Official Use Only Page 36 of 41
The Pismo Beach City Manager will be responsible coordinating the completion of the City of Pismo Beach’s after-action reports which do fall under a specific discipline (such as fire, law enforcement, etc.) including forwarding it to the State Office of Emergency Services within the required 90 day period.

County Office of Emergency Services and/or related agencies may coordinate with the City of Pismo Beach in completion of the after-action report. Emergency managers for each affected Operational Area jurisdiction will be responsible for submitting the jurisdiction’s report to the CalOES Southern Region within the 90-day period. The reported may incorporate information from special districts.

The City of Pismo Beach’s after-action report’s primary audience will be public agency employees, including management.

The after-action reports should be written in simple and brief language and geared to the primary audience. Data for the after-action report may be collected from sources such as questionnaires, Response Information Management System documents, other documents developed during the disaster response, and interviews of emergency responders.

CHECKLIST – Recovery Unit Leader
Short Term Recovery:

Ensure the following actions are being completed:

The initial actions for short term recovery center on accurate situational awareness and getting a recovery group organized. When there is a disaster event that is of such a magnitude that coordination efforts will be needed for recovery, implement the following actions:
Establish the Recovery Unit (part of Finance/Administration Section) Have departments collect information on their ability to sustain agency operations. Develop staffing pattern for the Recovery Operations Organization Collect information from rapid damage assessment on damages, duration and impact from the following:
o Utility Providers
o Social, medical and health services
o Transportation routes and services
o Debris issues
o San Luis Obispo County and City/special district government operations o Private sector retail and wholesale providers
o Schools
o Others
Develop initial short term and long term recovery objectives Refer to hazard specific plans for information
Match short term recovery Operational Period with EOC Operational Period Develop information for the public on the recovery process and progress Develop a plan to assign personnel to sustain the recovery effort. Coordinate with the Operational Area, other local jurisdictions and the State on their recovery efforts.

City of Pismo Beach Recovery Emergency Operations Plan
For Official Use Only Page 37 of 41

 Begin developing a plan to transition from response to recovery.

Long Term Recovery:

Ensure the following actions are completed during long term recovery:

As emergency issues are resolved and the community works to return to the new post disaster “normal”, the general priority is to continue accurate situational awareness and to sustain the recovery group operations. As the community transitions to long term recovery, implement the following actions:

 Ensure sufficient and knowledgeable people are assigned to the Recovery Unit.  Continue to collect information on progress, duration and impact from the following:
o Utility providers
o Social, medical and health services
o Transportation routes and services
o Debris issues
o San Luis Obispo County and city/special district government operations o Private sector retail and wholesale providers
o Schools
o Others
 Develop long term recovery objectives.
 Determine appropriate Recovery Operational Period with Plans Section Coordinator.  Continue to coordinate with the Operational Area, adjacent counties and the state.  Seek regional coordination and solutions where appropriate.  Develop a group to develop the Community Recovery Plan.  Facilitate public involvement in the recovery process.  Look for public/private partnerships to strengthen recovery efforts.  Utilize mitigation plans for ways to build resiliency.  Establish work groups based either on geographic or function need.  Continue to provide information for the public on the recovery progress.  Coordinate recovery planning efforts with existing community general plans.

Each department/agency should have a point of contact from their Finance Section who will be responsible for coordination of finance related activities to ensure cost recovery:

 Ensure documentation of costs, including receipts, photos and relevant details.  When requested, provide copies of all financial documents or reports (pay sheets, checks, etc.) regarding damage and expenditures to the department/agency point of contact or Recovery Unit Leader.
 Generate necessary financial reports such as payroll records.  Assist the department/agency point of contact or Recovery Unit Leader during any state or federal audits.

City of Pismo Beach Recovery
Emergency Operations Plan
For Official Use Only Page 38 of 41
Rapid Damage Estimate
City of Pismo Beach Emergency Operations Center
Department
Location/Zone:

Form Completed By:

Date:

Time:
•List number of buildings for each category.
•Attach sample photos, if possible.

Type Minor Damage
30%
Destroyed Estimated Loss
Value
Single Family Dwelling
Multi Family Dwelling
Mobile Home
Private Business
Public Agency
School
Road
Bridge
Additional Information:

City of Pismo Beach Recovery
Emergency Operations Plan
For Official Use Only Page 39 of 41
Initial Damage Assessment
City of Pismo Beach Emergency Operations Center
Department: Location: Date: Time:

Time Address Damage Type Insurance Details
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
The Initial Damage Estimate provides information for Cal OES to determine if state and/or federal disaster assistance is warranted and to what external resources are needed. An Initial Damage Estimate should be provided concurrently with request for assistance. Not providing this information promptly can delay assistance.

An Initial Damage Estimate is completed by the City and forwarded to County OES for submittal to Cal OES. The Initial Damage Estimate should be completed on the form provided on Cal OES’s website at http://caloes.ca.gov/cal-oes-divisions/recovery/forms . The Initial Damage Estimate should provide reasonable estimates of the damage caused by the disaster.

This documentation must be submitted to Cal OES within ten days of the end of the incident, but the sooner it is submitted the better. Local jurisdictions should submit their documentation to County OES within 48 hours, whenever possible.

AFFECTED—Habitable. Structure is damaged but usable for its intended purposes.

MINOR—Currently uninhabitable, Structure may be repaired and made safe in a short amount of time MAJOR—Currently uninhabitable. Structure received substantial damage and will take a considerable time to repair but is economically feasible to repair.

DESTROYED—Permanently uninhabitable. Structure has received considerable damage and repair is not economically or technically feasible.

City of Pismo Beach Recovery
Emergency Operations Plan ____________

For Official Use Only Page 40 of 41
Damage Estimate Overview
REPORT
DATE:

TIME (24-Hrs.):

JURISDICTION: City of Pismo Beach

DESCRIPTION TOTALS FISCAL

TOTALS COMMENTS
PERSONS: Dead
Injured
Displaced
SUB-TOTAL:

HOMES: Damaged
Destroyed
SUB-TOTAL:

BUSINESSES-Destroyed:

Large

Small
BUSINESSES-Damaged:

Large

Small
SUB-TOTAL:

AGRICULTURE: Acres
Dairy
Crops
Orchard
Nursery
SUB-TOTAL:

GOV’T LOSSES:

Community Development
Utilities
Attorney
Finance
Administration
Public Works
Police Department
Recreation
Fire Department
Human Resources

SUB-TOTAL:

SERVICES INTERUPTED:

Communications
Gas / Electricity
Water
SUB-TOTAL:

TOTALS
Private Homes $ Est.

Public Businesses $ Est.

Government Property $ Est.

GRAND TOTAL $ $ 0

City of Pismo Beach Recovery
Emergency Operations Plan
For Official Use Only Page 41 of 41

REVISION PAGE
This Section is for Plan Holders to record the posting of each Official Plan Revision’s made by the City of Pismo Beach. Please enter the revision number, the pages, the date the revision was posted, and the name of the person posting the revision.

Revision # Revision Title Pages
Changed
Date Name

City of Pismo Beach
Emergency Operations Center
All Staff Checklist Section 1
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
All Staff Checklist Page 1 of 2
SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC). Reference this and your position specific checklist (found later in this Section) in EOC activities.

All EOC Staff Checklist
Activation Phase
Ensure all pre-designated staff notifications are made. Maintain a log of events and document all activities on ICS Form 214 form. Review position responsibilities and your authority and assignment. Verify contact information is current with contingency plan for communications. Determine potential issues for your Section or Branch based on the nature, scope, and severity of the emergency.
Review applicable sections of the City of Pismo Beach’s Emergency Operations Plan and Supporting Annex.
Assess the status of your Section or Branch available resources. Contact counterpart in the Operational Area EOC (SLO County) and establish lines of communication.

Operational Phase
Refer all contacts for information with the media to the Public Information Officer (PIO). Provide input to the Incident Action Plan (IAP), implement the objectives of your Section and monitor progress.
Report situation status and resource status to the Situation/Status Unit. Maintain accurate records on the use of personnel, equipment and material and all other expenditures using appropriate ICS forms (213/214 etc). Establish Section work schedule to align with EOC and ensure personnel are prepared for the possibility of continuous 12 or 24-hour operational periods. Advise your Section Coordinator on issues affecting mitigation, stabilization and recovery. Participate in recovery planning and operations as needed and ensure requested activities do not pose a health threat to your Section or Branch emergency workers. Brief your relief verbally and in writing at shift change, ensuring that ongoing activities are identified, and follow-up requirements are known.

City of Pismo Beach
Emergency Operations Center
Handbook
All Staff Checklist Section 1
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
All Staff Checklist Page 2 of 2
Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment box.

SECTION 2 – COMMAND STAFF CHECKLIST
A.Description and Organizational Chart

1.The Command Staff consists of those responsible for the overall management of the emergency.

This group includes the Emergency Services Director (City Manager), Deputy Emergency Services Director (Assistant City Manager) Command Group and Command Staff. The responsibilities of the Command Staff are:
a.Manage EOC functions and coordinate the overall response/recovery effort, including prioritizing, setting management and operational objectives, decision-making, coordination, tasking, and conflict resolution within the EOC.
b.Inform the Mayor and City Council.
c.Report activation to Operational Area San Luis Obispo County EOC. d. Inter-jurisdictional coordination with San Luis Obispo County OES/EOC, and Lucia Mar School District EOC as necessary.
e.Activation, including notification and recall, and deactivation of the EOC. f.Emergency public information dissemination.
g.Provide information, expertise and advice to the Emergency Services Director and the Command group.

2.The Command Staff include Public Information Officer (PIO), Liaison Officer, Safety/Security Officer, and Legal Officer. Command Staff support is intended to provide information, expertise and advice to the Emergency Services Director and the Command Group. Some key responsibilities are:
a.Emergency Public Information.
b.Information Control and Public Inquiry.
c.Legal Counsel.

3.The advisors participate in the EOC at the request of the Emergency Services Director.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 1 of 15
SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC).

Reference this and your position specific checklist (found later in this Section) in EOC activities.

All EOC Staff Checklist
Activation Phase
Ensure all pre-designated staff notifications are made. Maintain a log of events and document all activities on ICS Form 214 form. Review position responsibilities and your authority and assignment. Verify contact information is current with contingency plan for communications. Determine potential issues for your Section or Branch based on the nature, scope, and severity of the emergency.
Review applicable sections of the City of Pismo Beach’s Emergency Operations Plan and Supporting Annex.
Assess the status of your Section or Branch available resources. Contact counterpart in the Operational Area EOC (SLO County) and establish lines of communication.

Operational Phase
Refer all contacts for information with the media to the Public Information Officer (PIO).
Provide input to the Incident Action Plan (IAP), implement the objectives of your Section and monitor progress.
Report situation status and resource status to the Situation/Status Unit. Maintain accurate records on the use of personnel, equipment and material and all other expenditures using appropriate ICS forms (213/214 etc). Establish Section work schedule to align with EOC and ensure personnel are prepared for the possibility of continuous 12 or 24-hour operational periods. Advise your Section Coordinator on issues affecting mitigation, stabilization and recovery.
Participate in recovery planning and operations as needed and ensure requested activities do not pose a health threat to your Section or Branch emergency workers.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 2 of 15
Brief your relief verbally and in writing at shift change, ensuring that ongoing activities are identified, and follow-up requirements are known.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment
SECTION 2 – COMMAND STAFF CHECKLIST
A.Description and Organizational Chart

1.The Command Staff consists of those responsible for the overall management of the emergency. This group includes the Emergency Services Director (City Manager), Deputy Emergency Services Director (Assistant City Manager) Command Group and Command Staff. The responsibilities of the Command Staff are:
a.Manage EOC functions and coordinate the overall response/recovery effort, including prioritizing, setting management and operational objectives, decision- making, coordination, tasking, and conflict resolution within the EOC. b.Inform the Mayor and City Council.
c. Report activation to Operational Area San Luis Obispo County EOC. d. Inter-jurisdictional coordination with San Luis Obispo County OES/EOC, and Lucia Mar School District EOC as necessary.
e.Activation, including notification and recall, and deactivation of the EOC. f.Emergency public information dissemination.
g.Provide information, expertise and advice to the Emergency Services Director and the Command group.

2.The Command Staff include Public Information Officer (PIO), Liaison Officer, Safety/Security Officer, and Legal Officer. Command Staff support is intended to provide information, expertise and advice to the Emergency Services Director and the Command Group. Some key responsibilities are:
a.Emergency Public Information.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 3 of 15
b.Information Control and Public Inquiry.
c.Legal Counsel.

3.The advisors participate in the EOC at the request of the Emergency Services Director.

The following organizational chart details the Command Staff:
a.Emergency Services Director
Responsible Party: Emergency Services Director
Alternate: Assistant City Manager, or Chief of Police

1.Position Description
The Emergency Services Director directs emergency management operations. The Emergency Services Director also ensures contact is made and maintained with the San Luis Obispo County Operational Area EOC and the Incident Command Post (if activated).

Additionally, the Emergency Services Director develops and maintains all jurisdictional plans and procedures pertaining to emergency response and recovery.

2.Responsibilities
a.Establish the appropriate staffing level for the EOC and continuously monitor organizational effectiveness ensuring that appropriate modifications occur as required.
b.Exercise overall management responsibility for the coordination between Emergency Response Agencies within the City of Pismo Beach. c. Ensure that all jurisdiction agency actions are accomplished within the priorities established.
d.Ensure that inter-agency coordination is accomplished effectively within the EOC including SLO County EOC, and Lucia Mar School District as necessary. e.Declare, or request the declaration by City Council of a Local Emergency in accordance with the jurisdiction’s policy as found in the Basic Plan Section of the City of Pismo Beach’s Emergency Operations Plan.

Emergency Services Director Checklist – Activation Phase Actions Notify Mayor and City Council of incident and activation level of EOC. Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 4 of 15
Determine which sections are needed, assign Section Coordinators as appropriate and ensure they are staffing their sections as required.
o Operations Section Coordinator
o Planning/Intelligence Section Coordinator
o Logistics Section Coordinator
o Finance Section Coordinator
o Public Information Officer
o Liaison Officer
o Safety Officer
o Legal Officer
Request that the Public Information Officer (PIO) coordinate the dissemination of all emergency information, press releases and public statements, to prevent conflicting information, misinformation, and the initiation of rumors, as appropriate to the type of emergency confronting the jurisdiction.
Determine which Command Section positions are required and ensure that they are filled as soon as possible.
Schedule the initial Incident Action Plan (IAP) Planning meeting. Provide a situation briefing to the Command (PIO/LOFR/SOFR/Legal) and General Staff (PSC/OSC/FSC/LSC) Group.
Confer with the EOC Staff to determine what agency representation is needed at the EOC from other jurisdictions (County, Special districts, other emergency agencies). Ensure that the EOC activation level is coordinated with the Operational Area (San Luis Obispo County OES) EOC.
Ensure all pre-designated notifications are made as appropriate to the event and activation level.
Ensure alerting and call-in of key personnel from all jurisdiction agencies/departments as necessary.
Ensure the EOC facility is operational, including access routes, communication lines, utilities, meals etc.
Assume management of the EOC and declare the EOC operational at the appropriate level once staffing is adequate.

Operational Phase Actions
Provide briefings to Section Coordinators, when activated. If little or no damage is reported in the City of Pismo Beach, ensure preparations are made to support more heavily damaged jurisdictions through the Operational Area (San Luis Obispo County OES) EOC.

City of Pismo Beach
Emergency Operations Center

Command Staff
Description-Organization-Position
Checklists Section 2

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Command Staff Position Checklists Page 5 of 15

 In conjunction with the PIO, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings.
 Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination.
 Based on current status reports, establish initial management and strategic objectives for the EOC.

Operational Phase Actions (continued)

 Ensure the Planning/Intelligence Coordinator conducts briefings for all EOC Staff following the Planning-P.
 Ensure that the Planning/Intelligence and Finance/Administration Sections maintain appropriate documentation of EOC activities to submit for appropriate reimbursement claims.
 Ensure the Planning/Intelligence Coordinator keeps the Command Staff and the Operational Area (San Luis Obispo County OES) EOC informed on all aspects of the emergency.
 Review status reports prior to submission to the Operational Area (San Luis Obispo County OES) EOC.
 Based on current status reports, establish long-term SMART management and operational objectives as needed.
 Establish demobilization criteria for deactivation of EOC and review periodically.

Deactivation Phase Actions

 Authorize the demobilization of organizational elements within the EOC when no longer required.
 Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Notify the Operational Area (San Luis Obispo County OES) EOC, emergency response agencies and other appropriate organizations of the expected planned deactivation time.  Ensure that any open actions/objectives not yet completed will be handled after deactivation through written direction to assigned personnel.  Proclaim termination of the emergency and proceed with recovery operations.  Ensure that City of Pismo Beach staff prepares a summary of emergency response operations and the After-Action Report and Improvement Report.  Notify the Operational Area (San Luis Obispo County OES) EOC, emergency response agencies and other appropriate organizations of the expected planned deactivation time.  Deactivate the EOC at the designated time, as appropriate.

City of Pismo Beach
Emergency Operations Center

Command Staff
Description-Organization-Position
Checklists Section 2

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Command Staff Position Checklists Page 6 of 15

Public Information Officer (PIO)

Responsible Party: City Public Information Officer
Alternate: Assistant City Manager, or Cal Fire Public Information Officer Reports to: Emergency Services Director

1. Position Description

The Public Information Officer (PIO) is responsible for all press and public communications regarding Emergency Operations Center (EOC) or jurisdictional emergency response activities. The primary role of the Communications team is to compile and disseminate information to the public via the news media and other communication methods.

2. Responsibilities

a. Represent the jurisdiction as the lead PIO, serving as the coordination point for all media releases.
b. 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.
c. Coordinate media releases with PIOs representing other affected emergency response agencies, including the Operational Area (San Luis Obispo County OES) EOC, and Lucia Mar School District as necessary.
d. Organize the format for and direct press conferences in conjunction with the Director of Emergency Services.

PIO Checklist
Activation Phase Actions

 Review this and All Staff EOC Checklists.
 Report to and obtain initial situation briefing from the Emergency Services Director.  Request a Joint Information Center (JIC) Liaison when needed.  Review public information priorities as established by the Director of Emergency Services.
 Make initial contact with PIOs in other jurisdictions and establish lines of communication, including with the Operational Area (San Luis Obispo County) EOC.  Prepare initial information summary as soon as possible after arrival.  Develop a public information plan, review the plan periodically and update it as changes occur.

City of Pismo Beach
Emergency Operations Center

Command Staff
Description-Organization-Position
Checklists Section 2

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Command Staff Position Checklists Page 7 of 15

Operational Phase Actions

 Ensure that all information is clear, concise, confirmed and approved by the Emergency Services Director before release to the media or public.  Attend meetings to update information releases.
 Determine the situation status in local City, County and State regions.  Keep the Emergency Services 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 Situation/Status Unit, other EOC positions as required and outside agencies to obtain and verify significant information as it is developed.  Coordinate and direct media briefings/press conferences, to include location, format, preparation, and distribution of handout materials.
 At the request of the Emergency Services Director, prepare and direct media briefings for elected officials and provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
 Implement and maintain an overall information release program.  Respond to special requests for information.
 Provide adequate staff to answer questions from members of the media to efficiently handle incoming media inquiries.
 Monitor published, broadcast, and social media public information for accuracy and as an information source.
 If the Operational Area (San Luis Obispo County OES) EOC Hotline is activated, publicize the telephone number to be used for public inquiries related to additional emergency information.
 Coordinate with the Situation/Status Unit Leader in collecting technical information for the public (i.e. weather reports).
 Disseminate and update locations to obtain food, shelter, supplies, health services, etc., to the public.
 Ensure that announcements, emergency information and material are translated and prepared for non-English speaking residents.
 Ensure that file copies are maintained of all information released.  Provide copies of all releases to the Emergency Services Director.  Prepare final news releases and advise media representatives of points-of-contact for follow-up stories.
 Ensure that the jurisdiction’s official spokespersons are thoroughly briefed about all aspects of the emergency.
 In coordination with the Care and Shelter Branch Director, prepare public information materials relative to recovery assistance services and make available to the public.  Release information on restoration of utilities and any travel restrictions still in effect.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 8 of 15
Operational Phase Actions (continued)
Keep PIOs in other jurisdictions and at other government levels appraised of information released.
Continue to release status information during the recovery phase. Accommodate County, State and Federal information officers and assist them in releasing information on assistance programs.
Gather all records kept during all phases of the emergency and prepare a chronological summary of all events, actions taken, inquires made and responses given. Collect newspaper clippings and TV videotapes, if available.

Deactivation Phase
Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 9 of 15
D.Liaison Officer
Responsible Party: As appointed by the Emergency Services Director Alternate: As appointed by the Emergency Services Director Reports to: Emergency Services Director

1.Position Description
The Liaison Officer oversees all Emergency Operations Center (EOC) liaison activities, including requesting agency representatives for the EOC. The Liaison Officer also processes requests from the Operational Area (San Luis Obispo County OES) EOC for representatives from the EOC and/or City Departments.

2.Responsibilities
a.Oversee all liaison activities, including coordinating outside agency representatives assigned to the EOC.
b.Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.
c.Ensure that position specific guidelines, policy directives, situation reports, and a copy of the Incident Action Plan (IAP) are provided to Agency Representatives upon check-in.
d.In conjunction with the Emergency Services Director and Public Information Officer (PIO), provide orientation briefings for VIPs and other visitors to the EOC.

Liaison Officer Checklist
Activation Phase Actions
Review this and All Staff EOC Checklists.
Report to and obtain initial situation briefing from the Emergency Services Director and Planning/Intelligence Section Coordinator.

Operational Phase Actions
Assess the need for and coordinate, if requested, liaisons from outside agencies to the EOC.
Provide situation status information and response activity information to the agency representatives at the EOC.

City of Pismo Beach
Emergency Operations Center

Command Staff
Description-Organization-Position
Checklists Section 2

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Command Staff Position Checklists Page 10 of 15

Deactivation Phase

 Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Demobilize when authorized by your supervisor.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 11 of 15
E.Legal Officer
Responsible Party: City Attorney
Alternate: As appointed by the Emergency Services Director Reports to: Emergency Services Director

1.Position Description
The Legal Officer serves as legal counsel to the Emergency Services Director.

2.Responsibilities
a.Prepares proclamations, emergency ordinances, and other legal documents. b.Advises the Emergency Services Director, Command Group, and the entire emergency management organization as needed.
c.Commences legal proceedings as needed and enforces emergency actions.

Legal Officer Checklist
Activation Phase Actions
Review this and All Staff EOC Checklists.
Report to and obtain initial situation briefing from the Emergency Services Director.

Operational Phase Actions
Advise the Emergency Services Director and Command Staff on the legality and/or legal implications of contemplated emergency actions and/or policies.
Develop the rules and regulations required for acquisition and/or control of critical resources. Develop the necessary legal basis for evacuation and/or population control. Commence civil/criminal proceedings as necessary to implement and enforce Incident Action Plan.

Deactivation Phase
Ensure open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to release and departure from the EOC. Demobilize when authorized the Emergency Services Director.

City of Pismo Beach
Emergency Operations Center

Command Staff
Description-Organization-Position
Checklists Section 2

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Command Staff Position Checklists Page 12 of 15

Operational Phase Actions

 Provide advice and guidance to the Emergency Services Director on site safety matters.  Ensure that all EOC Staff are operating in a safe manner.  Ensure that all non-EOC Staff is escorted, coordinate escorts with the Emergency Services Director or PIO.

F. EOC Safety/Security Officer

Responsible Party: Assigned by Law Enforcement Representative Alternate: As appointed by Emergency Services Director
Reports to: Emergency Services Director

1. Position Description

The Safety Officer is responsible for ensuring a secure environment within the Emergency Operations Center (EOC). The Safety Officer will coordinate all safety matters in the EOC and may assist the Compensation/Claims Unit Leader in the investigation and reporting of any work injuries related to EOC activation.

2. Responsibilities

a. Coordinate or provide 24-hour safety for the EOC.
b. Ensure that all buildings and other facilities used in support of the EOC are in safe operating condition.
c. Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner considering the existing situation and conditions.
d. Stop or modify all unsafe operations outside the scope of the Incident Action Plan (IAP), notifying the Emergency Services Director of actions taken.

EOC Safety Officer Checklist

Activation Phase Actions

 Review this and All Staff EOC Checklists.
 Report to and obtain initial situation briefing from the Emergency Services Director.  Determine operating location and set-up as necessary.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 13 of 15
Coordinate support staff to ensure that all facilities, including parking areas used in support of the EOC and emergency operations, are safe and secure. Monitor all EOC and related facility activities to ensure that there are no outside threats to the facilities and personnel.
Evaluate conditions and advise the Emergency Services Director of any conditions and/or actions which might compromise the safety of the facility and emergency personnel. Monitor EOC staff for signs of stress, unsafe fatigue, etc. Coordinate with the Logistics Section Coordinator to ensure that all facilities used in support of the EOC, and emergency operations have safe operating conditions. Study the facility to learn the location of all fire extinguishers and emergency procedures. Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a manner as possible under the existing circumstances. Stop or modify any unsafe operations.
Coordinate with the Logistics Section Coordinator to obtain assistance for any special safety requirements.
Evaluate conditions and advice the Emergency Services Director of any conditions and actions which might result in liability, oversights, improper response actions, etc. Ensure safety messages and briefings are provided as needed. Keep the Emergency Services Director advised of safety conditions. Coordinate with Compensation/Claims Unit Leader on any personnel injury claims or records preparation as necessary for proper case evaluation and closure. Be familiar with any potentially hazardous conditions in the facility. Participate in planning meetings.

Deactivation Phase
Ensure open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to release and departure from the EOC.
Demobilize when authorized the Emergency Services Director.

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 14 of 15
G.Deputy Emergency Services Director
Responsible Party: Assistant City Manager
Alternate: As appointed by the Emergency Services Director Reports to: Emergency Services Director

1. Position Description
Assistant City Manager works as the Deputy Emergency Services Director to support EOC operations and assume Emergency Services Director during multiple operational periods.

2. Responsibilities
a.Facilitate the overall functioning of the City of Pismo Beach EOC. b.Assist and serve as an advisor to the Emergency Services Director and General Staff as needed.
c.Provide information and guidance related to the internal functions of the EOC and ensure compliance with Operational Area (San Luis Obispo County OES) EOC emergency plans and procedures.
d.May assume City Manager responsibilities while City Manager assigned as Emergency Services Director.

Deputy Emergency Services Director Checklist
Activation Phase
Assist the Emergency Services Director in determining appropriate staffing for the EOC. Provide assistance and information regarding section staffing to all general staff.

Operational Phase
Assist the Emergency Services Director and the General Staff in developing an overall strategic management and operational objectives as well as section objectives for the Incident Action Plan (IAP).
Advise the Emergency Services Director on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements. Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Incident Action Plan (IAP).

City of Pismo Beach
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists Section 2
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Command Staff Position Checklists Page 15 of 15
Provide overall procedural guidance to General Staff as required. Provide general advice and guidance to the Emergency Services Director as required. Ensure that all notifications are made to the Operational Area (San Luis Obispo County OES) EOC.
Ensure that all communications with appropriate emergency response agencies are established and maintained.
Assist Emergency Services Director in preparing for and conducting briefings with Management Staff, the City Council, the media, and the general public. Provide assistance with shift change activities as required.

Deactivation Phase
Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.

City of Pismo Beach
Emergency Operations Center
Policy Group
Description-Organization-Checklists
Section 3
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Policy Group Position Checklist Page 1 of 1
Policy Group

1.Position Description
Responsible Party: Mayor, Mayor Pro-Tem, City Council Members, and others as appointed by the Emergency Services Director
Reports to: Emergency Services Director
The Policy Group advises the Emergency Services Director on recovery and management issues, as well as setting priorities and establishing policies governing jurisdictional emergency response operations and activities.

2.Responsibilities
a.Ensure the Emergency Services Director receives the necessary information and counsel to make effective and timely decisions pertaining to the prevention (if applicable), response, recovery, and management of emergencies.
b.Maintain situational awareness of the current emergency response efforts and their effectiveness.
c.Have a working knowledge of existing government policies, emergency responsibilities and recovery issues.

Policy Group Member Checklist
Activation Phase Actions
Report to and obtain initial situation briefing from the Emergency Services Director.

Operational Phase Actions
Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained. Provide advice and policy guidance to the Emergency Services Director. Monitor and review potential and/or actual disaster situations. Advise, assist, support and make appropriate recommendations on mitigation, preparedness, response, and recovery to the Emergency Services Director. Assist in establishing strategies, priorities, and policies for emergency response activities. Ensure planning is initiated and coordinated for the recovery and restoration of vital services and facilities in the jurisdiction.

Provide policy direction and support.

Deactivation Phase
Demobilize when directed by the Emergency Service Director.

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Operations Position Check List Page 1 of 15
SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC).

Reference this and your position specific checklist (found later in this Section) in EOC activities.

Activation Phase
Ensure all pre-designated staff notifications are made. Maintain a log of events and document all activities on ICS Form 214 form. Review position responsibilities and your authority and assignment. Verify contact information is current with contingency plan for communications. Determine potential issues for your Section or Branch based on the nature, scope, and severity of the emergency.
Review applicable sections of the City of Pismo Beach’s Emergency Operations Plan and Supporting Annex.
Assess the status of your Section or Branch available resources. Contact counterpart in the Operational Area EOC (SLO County and/or Cal Poly) and establish lines of communication.

Operational Phase
Refer all contacts for information with the media to the Public Information Officer (PIO).
Provide input to the Incident Action Plan (IAP), implement the objectives of your Section and monitor progress.
Report situation status and resource status to the Situation/Status Unit. Maintain accurate records on the use of personnel, equipment and material and all other expenditures using appropriate ICS forms (213/214 etc). Establish Section work schedule to align with EOC and ensure personnel are prepared for the possibility of continuous 12 or 24-hour operational periods. Advise your Section Coordinator on issues affecting mitigation, stabilization, and recovery.
Participate in recovery planning and operations as needed and ensure requested activities do not pose a health threat to your Section or Branch emergency workers.

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Operations Position Check List Page 2 of 15
Brief your relief verbally and in writing at shift change, ensuring that ongoing activities are identified, and follow-up requirements are known.

A.Description and Organizational Chart

1.The Operations Section includes all activities which are directed toward the reduction of the immediate hazard, establishing control, and restoration of City operations. The Section consists of those departments or agencies that are responsible for public safety and carrying out response activities. The individual agencies receive and evaluate requests for assistance and resources, establish priorities, and reports operational status and information to the Command Staff.

2.Among those functions usually represented in the Section are Fire and Rescue, Law Enforcement, Care and Shelter, Public Works, Utilities. The overall responsibility of this section is to coordinate with field operations.

B.Operations Section Coordinator
Responsible Party (Fire or Natural Disaster Incident): Fire Chief, or as appointed Responsible Party (Law Enforcement): Police Chief, or as appointed Responsible Party (Adverse Weather Incident): Public Works Director, or as appointed Alternate: As designated by Emergency Services Director Reports to: Emergency Services Director

1.Position Description
The Operations Section Coordinator is responsible for ensuring that the operations function is carried out within the EOC, the operations portion of the Incident Action Plan (IAP), and all other Operations Section activities. Additional agencies may be requested by the Emergency Services Director and placed into the Operations Section as required. The Operations Section Coordinator manages the activities of the following Branches Fire and Rescue, Law Enforcement, Care and Shelter, Public Works. If the recommended span of control is exceeded, a Deputy Operations Section Coordinator may be appointed by the Emergency Services Director as required.

City of Pismo Beach
Emergency Operations Center

Operations Section
Description-Organization-Position
Checklists
Section 4

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Operations Position Check List Page 3 of 15

2. Responsibilities

a. Ensure that the Operations function is carried out within the EOC. b. Exercise overall responsibility for Operations Section activities. c. Ensure that objectives and assignments identified in the Incident Action Plan (IAP) are carried out effectively.
d. Establish the appropriate level of organization within the Operations Section, continuously monitoring their effectiveness and modifying accordingly. e. Provide the Planning/Intelligence Situation/Status Unit Leader with Operations Section status reports.
f. Keeps the Emergency Services Director informed of significant issues affecting the Operations Section.

Operations Section Coordinator Checklist
Activation Phase Actions

 Report to and obtain initial situation briefing from the Emergency Services Director.  Ensure that Section Position Logs (ICS 214) and other necessary files are maintained.  Based on the situation as known or forecast, assess Operations Section needs and plan for the activation of the section.
 Ensure that the Operations Section is set up properly and that appropriate personnel, equipment and supplies are in place.
 Coordinate with the Liaison Officer regarding the need for Agency Representatives within the Operations Section.
 Obtain a current communications status briefing from the Logistics Section.  Ensure that there is adequate equipment and frequencies available for the Operations Section.
 Establish communications with the field Incident Command Post.  Identify key issues currently affecting the Operations Section; meet with Section personnel and determine appropriate section objectives for the first operational period.  Establish development of ICS 204 Assignment List: resources, work assignments, special instructions and communications.
 Activate organizational elements and functions within the section, staff as appropriate and designate Directors/Leaders for each element.
 Ensure the section is properly staffed for 24-hour operations.  Continuously monitor the effectiveness of the section and make changes as required. o Fire and Rescue Branch
o Law Enforcement Branch
o Care and Shelter Branch

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Operations Position Check List Page 4 of 15
o Public Works Branch
o Utilities Branch
Operational Phase Actions
Provide input to the Incident Action Plan (IAP), implement the objectives of the Operations Section and monitor progress.
Ensure that the operations function, operational objectives, and assignments are carried out effectively, including coordination between response agencies. Ensure situation status information collected by Operations Section personnel is given to the Situation/Status Unit Leader.
Coordinate as necessary, with the Operational Area (San Luis Obispo County OES) EOC. Ensure that all section personnel are maintaining their individual position logs 214. Coordinate requests for non-fire and non-law mutual aid or other outside assistance with the Logistics Section in accordance with existing agreements or policies. Determine the need for representation or participation of mutual aid system resource representatives and plan for including such representatives at the EOC. Keep the Emergency Services Director informed of the situation, effectiveness of operations and special conditions or activities.
Coordinate with the Safety Officer to communicate health advisory information to all EOC Staff.
Ensure that all media contacts are referred to the Public Information Officer. Ensure that all fiscal and administrative requirements are completed and coordinated through the Finance/Administration Section.
Advise the Emergency Services Director on Operational issues regarding recovery.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center

Operations Section
Description-Organization-Position
Checklists
Section 4

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Operations Position Check List Page 5 of 15

C. Fire and Rescue Branch Director

Responsible Party: Fire Chief
Alternate: Battalion Chief or as appointed by the Fire Chief Reports to: Operations Section Coordinator

1. Position Description

The Fire and Rescue Branch Director provides the Operations Section Coordinator of the Emergency Operations Center (EOC) with expertise on all areas related to Fire and Rescue Operations, maintains awareness of all Fire and Rescue activities conducted in the jurisdiction and provides coordination of resource requests from Fire Services if they cannot be filled through existing fire mutual aid.

2. Responsibilities

a. Maintain situational awareness of fire, hazardous materials and search and rescue operations conducted throughout the jurisdiction.
b. Monitor and coordinate with Fire Services Incident Command Post (ICP) activities to ensure situation status is received and tracked by the Situation/Status Unit. c. Coordinate the mobilization and transportation of resources not available via fire mutual aid through the Logistics Section.

Fire & Rescue Branch Director Checklist

Activation Phase Actions

 Report to and obtain initial situation briefing from the Operations Section Coordinator.  Establish cell and e-mail communications with Pismo Beach Cal-Fire Operations Center (DOC).
 Establish cell communications with the field Incident Commander.  Determine the status of transportation routes.
 Coordinate with Public Works and Law Enforcement Branch Directors.  Identify equipment and personnel commitments and their locations.  Identify anticipated equipment and personnel shortages.  Inventory availability of public and private rescue personnel and equipment and rescue teams.
 Check communications to ensure dispatching and reporting systems are operating.

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Operations Position Check List Page 6 of 15
Operational Phase Actions
Obtain an initial situation report and provide it to the Operations Section Coordinator. Provide the Operations Section Coordinator and the Planning/Intelligence Section Coordinator with an overall summary of Fire and Rescue Branch operations periodically or as requested during the operational period.
Maintain current status of Fire and Rescue missions being conducted in your area of responsibility.
Coordinate hazardous material spills and release response. Monitor and coordinate (if required) requests for Urban Search and Rescue with fire mutual aid and the Operational Area (San Luis Obispo County OES) EOC. Coordinate with the Law Enforcement Branch Director and Logistics Section Transportation Unit Leader to assist in any search and rescue functions under the jurisdiction of Law Enforcement and in any evacuation and/or warning functions as per request or need, outside normal fire service rescue functions. Maintain awareness of and provide support for the Operational Area EOC(s) efforts to:
o Inform hospitals and emergency personnel of casualties and potential for exposure to the hazardous materials, if any.
o Determine the condition of designated field treatment sites, mass care facilities and casualty collection.
o Determine the potential for fire, environmental pollution and hazardous materials toxicity to humans and animals.
o Determine condition of pre-designated "Target Hazard" locations for casualty assessment, hazardous materials release, or high-value and essential service property damage.
o Coordinate and provide support to field emergency medical care and first aid. Determine if current and forecast conditions will support large and intense fires or exacerbate hazardous materials spills.
Assist the Law Enforcement Branch Director and Logistics Section Transportation Unit Leader as necessary, in warning and evacuation.
Determine current and future resource needs and take action to correct for deficiencies. Establish priorities for procurement and allocation of available resources. Coordinate with the Logistics Section Supply/Procurement Unit Leader for non-Fire Department personnel, equipment, and supply needs.
Coordinate with Public Works for debris clearance from pre-planned routes required for supporting fire and rescue activities.
Coordinate with the Logistics Section and Public Works to provide equipment and personnel needed for heavy rescue operations, debris removal and hazardous materials containment, etc.

City of Pismo Beach
Emergency Operations Center

Operations Section
Description-Organization-Position
Checklists
Section 4

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Operations Position Check List Page 7 of 15

 Assist the Logistics Section in coordination, activation and support of multipurpose mobilization and staging areas.
 If protective actions are implemented, ensure all Fire Services personnel in the affected area are advised and take all necessary actions.
 Ensure communications are maintained with other fire rescue agencies.  Assist in re-entry and recovery operations and ensure requested activities do not pose a health threat to emergency workers.

Deactivation Phase

 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Demobilize when authorized by your supervisor.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center

Operations Section
Description-Organization-Position
Checklists
Section 4

Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022

EOC Operations Position Check List Page 8 of 15

D. Law Enforcement Branch

Responsible Party: Police Chief
Alternate: Police Captain, or as appointed by the Police Chief Reports to: Operations Section Coordinator

1. Position Description

The Law Enforcement Branch Director provides the Operations Section Coordinator of the Emergency Operations Center (EOC) with expertise in Law Enforcement Operations. The Director is responsible for coordination of movement, law enforcement, traffic control and public protection during an emergency.

2. Responsibilities

a. Coordinate movement and evacuation operations during a disaster. b. Alert and notify the public of the impending or existing emergency via the PIO. c. Coordinate law enforcement and traffic control operations during the disaster. d. Coordinate site security at incidents.
e. Monitor and coordinate with Law Enforcement Incident Command Post (ICP) activities to ensure situation status is received and tracked by the Situation/Status Unit.
f. Maintain situational awareness of all law enforcement operations conducted throughout the jurisdiction.
g. Coordinate Medical Examiner activities in Pismo Beach with the Operational Area (San Luis Obispo County OES) EOC Medical Examiner Unit Leader.

Law Enforcement Branch Director Checklist
Activation Phase Actions

 Report to and obtain initial situation briefing from the Operations Section Coordinator.  Establish phone and e-mail communications with the Law Enforcement Departmental Operations Center (DOC).

Operational Phase Actions

 Maintain situational awareness of Law Enforcement operations being conducted in support of the incident.

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 9 of 15
Provide the Operations Section Coordinator with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period. Obtain damage information, particularly at pre-designated key facilities and estimate the affected area(s).
Coordinate with Public Works and Fire and Rescue Branch Directors on survey areas. Coordinate the mobilization, deployment and organization of law enforcement and traffic control mutual aid operations.
Provide security for evacuated areas, key facilities, resources and supplies as required. Provide support for the control of vehicular traffic and pedestrian movement. Provide support for increased security in potential high crime areas and at essential facilities, as requested.
Participate in the development of a traffic control and evacuation plan in conjunction with the Operational Area (San Luis Obispo County OES) EOC, California Highway Patrol, Caltrans, and other Operational Area Members’ Law Enforcement agencies. Implement perimeter and traffic control as required.
Request barricades and related items from the Public Works Director. Ensure that requested law enforcement and traffic control personnel are dispatched to all traffic control points.
Provide information to the Public Information Officer (PIO), through the Operations Section Coordinator, on matters relative to public safety. If protective actions are implemented, ensure all Law Enforcement personnel in the affected area are advised and take all necessary actions. Ensure that transportation resources are being prepared for deployment to the affected area, if necessary, through the Logistics Section.
If a curfew is to be imposed, prepare instructions and curfew order, submit to the Operations Section Coordinator to secure Command Group approval. Issue curfew instructions to all Law Enforcement personnel as directed and coordinate release of curfew order with PIO
Provide security forces for the EOC and staging areas in coordination with the Security Officer.
If mass care facilities have been opened, coordinate with the Care and Shelter Branch Director and the Safety Officer to ensure security is provided for these facilities. Develop re-entry traffic control and law enforcement plans and implement once re-entry into the affected area has been authorized.
Assist in re-entry and recovery operations and ensure requested activities do not pose a health threat to emergency workers.

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 10 of 15
Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 11 of 15
E.Care and Shelter Branch Director
Responsible Party: As Appointed by the Operations Coordinator Alternate: As Appointed by the Operations Coordinator
Reports to: Operations Section Coordinator

1.Position Description
The Care and Shelter Branch Director is responsible for assisting Emergency Operations Center (EOC) Staff with the planning and execution of care and shelter operations.

1.Responsibilities
a.Coordinate with Operational Area (San Luis Obispo County OES) EOC and American Red Cross Disaster Operations Center (ARC-DOC) and other volunteer agencies for the provision of food, potable water, shelter and other necessities. b.Coordinate with the American Red Cross Disaster Welfare Inquiry Officer to reunite families or respond to inquiries from relatives or friends. c.Coordinate safety and emergency needs identified by agencies within the EOC with the American Red Cross Liaison Officer.
d.Coordinate receiving, boarding, and feeding of evacuated or abandoned animals. e.Coordinate animals’ return to owners.
f.Establish a designated care and shelter facility for family members of disaster personnel
Care and Shelter Branch Director Checklist
Activation Phase Actions
Report to and obtain initial situation briefing from the Operations Section Coordinator. Contact the American Red Cross (ARC) at (805) 928-0778 for approval of shelter location and support. Failure to contact ARC will result in the inability to recover costs for shelter operations.

Operational Phase Actions
Provide a current care and shelter status report to the Operations Section Coordinator, when requested.
Establish and maintain a shelter status board.

City of Pismo Beach
Emergency Operations Center

Operations Section
Description-Organization-Position
Checklists
Section 4

Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022

EOC Operations Position Check List Page 12 of 15

 Maintain liaison with the appropriate ARC Chapter, volunteer service agencies and such sub-area representatives within the county, and the local animal services provider, as designated.
 Request additional resource assistance through the Logistics Section, if necessary.  Coordinate the assessment of mass care needs, housing requirements and inventory and allocation of temporary lodging.
 Based upon data received by following the previous steps, work with the Operational Area (San Luis Obispo County OES) EOC to allocate shelter space and assign evacuees, by area, to facilities.
 If evacuations are initiated or appear to be imminent, coordinate with the Law Enforcement Branch Director and the Operational Area (San Luis Obispo County OES) EOC Care and Shelter Branch Director to determine, at a minimum:
o The boundaries of the evacuation area(s).
o The activated shelter facilities meet requirements described under the Americans with Disabilities Act.
o The number of evacuees requiring food, water, and shelter. o The number of evacuees with special needs, such as the critically ill, disabled, elderly, infirm, and non-English speaking.
o To the extent possible, designate space within lodging shelter facilities to house these individuals.
 Ensure the flow of information between Care and Shelter facilities and the EOC has been established.
 Periodically poll mass care facilities to determine the evacuee load and support requirements.
 Facilitate the relocation of the public from non-ARC and temporary shelters to shelters with ARC services wherever possible.
 Ensure activation of shelters includes:
o San Luis Coastal School personnel are notified
o Assigned shelter management personnel respond
 Ensure the following services are provided at each shelter:
o Crisis Counseling (Coordinate with the ARC and the Behavioral Health Unit Leader in the Operational Area (San Luis Obispo County EOC OES). o Security and Traffic Control (Coordinate with the Law Enforcement Branch Director in the EOC).
o Resources to enable Communications (Coordinate with the Logistics Section in the EOC).
o Liaison with Local Animal Services Provider to coordinate care for any pets brought to the Shelters. (Also, coordinate with Animal Services Branch Director in the Operational Area San Luis Obispo County OES EOC.)

City of Pismo Beach
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 13 of 15
o Assign staff to verify and report to disaster personnel on the status and safety of their family.
Coordinate with the Logistics Section to ensure the transportation of evacuees to and from shelter facilities.
Inform the Public Information Officer (PIO), through the Operations Section Coordinator, of current information as needed.
Ensure specialized services are provided as required for populations with access and functional needs.
Coordinate the consolidation and eventual deactivation of shelters, ensuring an orderly transition from mass care to separate family living to post-disaster recovery.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center
Handbook
Operations Section Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 14 of 15
F.Public Works Director
Responsible Party: Public Works Director
Alternate: As Appointed by the Public Works Director
Reports to: Operations Section Coordinator

1.Position Description
The Public Works Director is responsible for coordinating and advising Emergency Operations Center (EOC) Staff on the procurement, distribution and use of resources required to restore roads, storm drain systems, buildings, wastewater treatment facilities and transit.

2.Responsibilities
a.Survey all systems and restore systems that have been disrupted, including roads, storm drain systems, buildings, wastewater treatment facilities and transit facilities.
b.Assist other sections, branches, and units within the EOC as needed with Public Works issues.

Public Works Director Checklist
Activation Phase Actions
Report to and obtain initial situation briefing from the Operations Section Coordinator. Establish phone and e-mail communications with the Public Works Department Operations Center (DOC).
Ensure damage and safety assessment are coordinated with the Planning/Intelligence Section.

Operational Phase Actions
Coordinate damage assessment activities to determine the status of:
o All buildings
o Transportation routes, bridges, and overpasses
o Flood Control Channels
o Parks
Maintain current status on all public works activities being conducted in or by the City of Pismo Beach.

City of Pismo Beach
Emergency Operations Center
Handbook
Operations Section Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 15 of 15
Coordinate road closure/opening issues with the Law Enforcement Branch Director. Determine if local resources are adequate to deal with the emergency. If necessary, request additional assistance through the Logistics Section. Coordinate with the Operational Area (San Luis Obispo County OES) EOC and appropriate jurisdictional agencies to secure resources for:
o Emergency debris removal.
o Inspection and demolition of structures deemed to be an imminent hazard. o Determining the safety of emergency operations facilities, public shelters and reception and care centers.
o Determining the safety of evacuation routes.
If protective actions are recommended, ensure all personnel take all necessary actions. Coordinate with Public Works Staff on status assessment and restoration of vital services. Coordinate the source, location and availability of heavy equipment, construction materials and vehicles.
Provide information to the Planning/Intelligence Section to complete Initial Damage Estimates and ensure the Estimates are submitted to the Operational Area (San Luis Obispo County OES) EOC.
Coordinate the provision of resources to assist in preliminary damage assessments, re- entry, and recovery operations, as appropriate.
Assist in re-entry and recovery operations and ensure requested activities do not pose a health threat to emergency workers.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 1 of 16
A.Description and Organizational Chart

1.The Logistics Section consists of those departments with responsibilities for the procurement of personnel and equipment necessary for the management of and recovery from the emergency. The Logistics Section coordinates the procurement and provision of emergency resources and support for the response and recovery operations being conducted in the field as well as those in the Emergency Operations Center (EOC). The Operational Area (San Luis Obispo County) EOC Logistics Section coordinates the procurement and provision of emergency resources and support for the entire City of Pismo Beach.

2.The following organizational chart details the Logistics Section:

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 2 of 16
B.Logistics Section Coordinator

1.Position Description
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Emergency Services Director
The Logistics Section Coordinator is responsible for establishment and management of the Logistics Section including the following units: Communications/IT, Transportation, Facilities, Supply/Procurement, and Personnel.

2.Responsibilities
a.Ensure the Logistics function is carried out within the EOC. This function includes providing communication services, resource tracking, acquiring equipment, supplies, personnel, facilities and transportation services; as well as arranging for food, lodging and other support services as required.
b.Exercise overall responsibility for Logistics Section activities. c.Ensure that objectives and assignments identified in the Incident Action Plan (IAP) are carried out effectively.
d.Establish the appropriate level of organization within the Logistics Section, continuously monitoring their effectiveness and modifying accordingly. e.Coordinate with the Operations Section Coordinator to establish priorities for resource allocation.
f.Register spontaneous volunteers as Disaster Service Workers (DSW).
g.Keeps the Emergency Services Director informed of all significant issues affecting the Logistic Section.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 3 of 16

Logistics Section Coordinator Checklist
Activation Phase Actions

 Report to and obtain initial situation briefing from the Emergency Services Director.  Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained.
 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.
 Meet with the Emergency Services Director and Section Coordinators and identify immediate resource needs.
 Meet with the Finance/Administration Section Coordinator and determine level of purchasing authority for the Logistics Section.
 Activate organizational elements and functions within the section, staff as appropriate and designate leaders for each element. Ensure the section is properly staffed for 24- hour operations. Continuously monitor the effectiveness of the section and make changes as required.

o Communications/IT Unit
o Transportation Unit
o Facilities Unit
o Supply/Procurement Unit
o Personnel Unit

Operational Phase Actions

 Ensure that the City of Pismo Beach Purchase Log is maintained.  Ensure that transportation requirements, in support of response operations, are met.  Ensure that all requests for facilities and facilities support are addressed.  Ensure that all jurisdictional resources are tracked and accounted for, including resources requested by the Operational Area (San Luis Obispo County) EOC through Mutual Aid.  Ensure the coordination of resource acquisition, management and distribution.  Ensure that records of resources requested and/or received from outside the jurisdiction are maintained and coordinated.
 Ensure Logistics Section personnel coordinate with all EOC Section requests for and allocation of resources.
 Determine the need for representation or participation of mutual aid system resource representatives.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 4 of 16
Ensure that all fiscal and administrative requirements are completed and coordinated through the Finance/Administration Section.
Advise the Emergency Services Director on Logistics issues regarding recovery.

Deactivation Phase
Demobilize when authorized by your supervisor.
Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 5 of 16

C. Communications/IT Unit Leader

1. Position Description

Responsible Party: Information Systems

Alternate: As Appointed by the Emergency Services Director

Reports to: Logistics Section Coordinator

The Communications/IT Unit Leader is responsible for the primary and back-up communication and information technology systems that are used by response organizations/agencies during the emergency response and recovery periods.

2. Responsibilities

a. Ensure radio, telephone and computer resources and services are provided to Emergency Operations Center (EOC) staff as required.
b. Oversee the installation of communications resources within the EOC. Ensure that a communications link is established with the Operational Area (San Luis Obispo County) EOC.
c. Determine specific computer requirements for all EOC positions. d. Develop and distribute a Communications Plan which identifies all systems in use and lists specific frequencies allotted for the disaster. e. Ensure network access for all EOC Staff.

Communications/IT Unit Leader Checklist

Activation Phase Actions

 Report to and obtain initial situation briefing from the Logistics Section Coordinator.  Ensure EOC Communications Systems are operational.
 Ensure EOC Computer Systems are operational.
 Ascertain the status of communications systems throughout the jurisdiction.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 6 of 16

Operational Phase Actions

 Manage and maintain EOC communications facilities and systems.  Monitor communications to determine the situation in other jurisdictions.  Monitor network access and EOC IT support needs.

Deactivation Phase

 Demobilize when authorized by your supervisor.
 Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 7 of 16
D.Transportation Unit Leader

1.Position Description
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Logistics Section Coordinator
The Transportation Unit Leader is responsible for the transportation of personnel, equipment, supplies, subsistence stocks, fuel, energy systems and equipment for emergency operations. The Transportation Unit Leader is also responsible for transportation routing and scheduling and the work assignments for transportation support.

2.Responsibilities
a.In coordination with Public Works and Law Enforcement and the Situation/Status Unit, develop a Transportation Plan to support EOC operations.
b.Arrange for the acquisition or use of required transportation services. c.Monitor transportation resources and requirements.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 8 of 16
Transportation Unit Leader Checklist
Activation Phase Actions
Report to and obtain initial situation briefing from the Logistics Section Coordinator. Determine the nature, scope and severity of the emergency and potential transportation issues.
Routinely coordinate with the Situation/Status Unit Leader and Law Enforcement Branch Director to determine the status of transportation routes in and around the City. Routinely coordinate with the Public Works Department to determine progress of route recovery operations.
Develop a Transportation Plan which identifies routes of ingress and egress, thus facilitating the movement of response personnel, the affected population and shipment of resources and material.

Operational Phase Actions
Determine the status of:
o All City of Pismo Beach owned vehicles.
o Petroleum products, parts and fuel on hand.
o Staffing needed to provide enough vehicle operators and mechanics. Continually evaluate the transportation needs (personnel, facilities and equipment) to determine if additional resources are needed. Additional necessary resources should be acquired through the Personnel Unit and/or the Supply/Procurement Unit. Process transportation requests in coordination with the Operations Section. Advise the requester of the disposition of the request.
In conjunction with transit service providers, school districts, and the Operational Area (San Luis Obispo County) EOC Transportation Unit Leader, determine the number of busses and other transportation resources available to support an evacuation and establish a transportation resource staging area.
Contact the Lucia Mar Unified School District to determine if area school districts can provide buses and drivers if needed.
Coordinate maintenance and repair of primary tactical equipment vehicles and mobile ground support equipment.
Coordinate with the Public Works and the Law Enforcement Branch Directors to develop and implement a Traffic Plan.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 9 of 16

Operational Phase Actions (continued)

 Manage the operation of a transportation pool (e.g., staff cars, buses, pickups, etc.) which can be used for transporting personnel from one location to another.  Coordinate with fuel suppliers to establish distribution priorities.  Develop and maintain a list of vehicles equipped with two-way radios.  Provide the Logistics Section Coordinator with up to date information on the status of transportation vehicles, their locations and capabilities.

Deactivation Phase

 Demobilize when authorized by your supervisor.
 Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 10 of 16
E.Facilities Unit Leader

1.Position Description
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Logistics Section Coordinator
The Facilities Unit Leader is responsible for maintaining the EOC and coordinating with the Safety/Security Officer to monitor other City buildings and facilities.

2.Responsibilities
a.Ensure that adequate facilities are provided for the response effort, including securing access to needed facilities.
b.Supervise facilities maintenance staff to ensure facilities are maintained, including sanitation, lighting, environmental systems, structural assessment, etc.
c.Monitor damage to other jurisdictional buildings and provide updates to the Situation/Status Unit Leader.

Facilities Unit Leader Checklist
Activation Phase Actions
Report to and obtain initial situation briefing from the Logistics Section Coordinator.

Operational Phase Actions
Ensure facility operations activities are completed, including structural assessment, environmental systems, lighting, etc.
Ensure the interior and exterior EOC facility and systems are activated and operable. Provide jurisdiction building and facilities updates to the Situation/Status Unit Leader. Ensure EOC facility and staff support needs are met including hygiene, sanitation and sleeping quarters in coordination with the Care and Shelter Branch Director.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 11 of 16

Operational Phase Actions (continued)

 Identify facilities (City owned or available for lease) available to be used in the emergency response as staging areas, warehouses, and alternate worksites for City employees, etc.  Ensure heating, ventilation and air conditioning are functioning properly, coordinate repairs if needed.
 Coordinate access to supplies and resources for EOC Staff from closed facilities. Ensure all such facilities are safe before permitting or providing access.  Coordinate the provision of chemical toilets to staging areas, as requested.  Order any additional items required (e.g., portable toilets and shower facilities, lighting units, etc.) through the Supply/Procurement Unit Leader.

Deactivation Phase

 Demobilize when authorized by your supervisor.
 Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 12 of 16

F. Supply/Procurement Unit Leader

1. Position Description

Responsible Party: As Appointed by the Emergency Services Director

Alternate: As Appointed by the Emergency Services Director

Reports to: Logistics Section Coordinator

The Supply/Procurement Unit Leader is responsible for the determination of resource and support requirements, the acquisition of resources and coordination with the Emergency Operations Center (EOC) Staff, especially the Finance/Administration Section, to track resource utilization and related costs.

2. Responsibilities

a. Oversee the procurement and allocation of supplies and material not normally provided through mutual aid channels.
b. Coordinate procurement actions with the Finance/Administration Section. c. Coordinate delivery of supplies and material as required. d. Oversee the tracking of resources used in response operations.

City of Pismo Beach
Emergency Operations Center

Logistics Section
Description-Organization-Position
Checklists
Section 5

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Logistics Position Check List Page 13 of 16

Supply/Procurement Unit Leader Checklist

Activation Phase Actions

 Report to and obtain initial situation briefing from the Logistics Section Coordinator.  Establish and maintain a City of Pismo Beach Emergency Procurement Log.  Maintain copies of requisitions, purchase receipts and notes.  Determine procurement spending limits and availability of funds with the Finance/Administration Section.
 Coordinate with the Finance/Administration Section to assign a purchase order number to all purchases to facilitate post-incident cost accounting and reimbursement.  Ensure enough supply of preprinted Emergency Requisition Forms and Emergency Purchase Log pages are on hand.

Operational Phase Actions

 Maintain accurate records on the use of personnel, equipment and materials and all expenditures for all resource requests.
 Maintain a current resource directory and inventory for necessary supplies, equipment and services.
 Post and maintain a resource status master list, indicating current location and status of all resources.
 Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and material and verify that the request has not been previously filled through another source.
 Determine if the procurement item can be provided in a timely manner, without cost, from the Operational Area (San Luis Obispo County) EOC, or another jurisdiction/organization within the OA.
 Determine unit costs of supplies and material, from suppliers and vendors and if they will accept confirming purchase order numbers or a credit card as payment, prior to completing the order.
 If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance/Administration Section Unit for development of necessary agreements.
 Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pickup and delivery through the Transportation Unit.  Ensure appropriate receipt paperwork is obtained from receiving personnel or runners/drivers whenever possible considering the circumstances. This will help in reconciling purchases later.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Position Check List Page 14 of 16
Operational Phase Actions (continued)
Coordinate the location and support of staging areas, support facilities, and additional resources as necessary with the Facilities and Personnel Unit Leaders. Coordinate the moving of resources and supplies from hazard threatened areas. Keeps the Logistics Section Coordinator informed of significant issues affecting the Supply/Procurement Unit.

Deactivation Phase
Demobilize when authorized by your supervisor.
Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Section Position Checklists Page 15 of 16 G.Personnel Unit Leader

1.Position Description
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Logistics Section Coordinator
The Personnel Unit Leader is responsible for human resources operations and coordinating the provision of additional personnel as requested by EOC Staff.

2.Responsibilities
a.Provide personnel resources as requested in support of EOC and field operations.
b.Develop and maintain the EOC Organizational Chart.
c.Identify back-up and relief personnel for Branch Director, Unit Leader and Support Staff positions as requested by the Emergency Services Director or Section Coordinators.
d.Coordinate with the Safety/Security Officer (if activated) to assist in the verification of reporting personnel.
e.Coordinate with the Compensation/Claims Unit and the Time Unit to ensure record keeping requirements are met.
f. Coordinate registration of spontaneous volunteers as Disaster Service Workers.

Personnel Unit Leader Checklist
Activation Phase Actions
Report to and obtain initial situation briefing from the Logistics Section Coordinator. Coordinate personnel timekeeping and related inquires with the Finance/Administration Section.

City of Pismo Beach
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Logistics Section Position Checklists Page 16 of 16 Operational Phase Actions
Determine if local personnel resources are adequate to deal with the emergency.

Continually evaluate personnel needs to determine if additional resources are needed. Establish a list of supplemental personnel and their skills. Provide personnel to all functions within the EOC upon request. If temporary workers or individuals with specialized skills need to be obtained, contact private personnel providers.
Coordinate with the Finance/Administration Section to provide guidance on emergency timekeeping procedures with respect to salary, benefits, worker’s compensation and documentation consistent with Federal, State, County and City guidelines. Assist in implementation of these procedures, as needed.
Coordinate with the Safety/Security Officer to ensure all emergency workers are identified and contacted after EOC demobilization for post-incident stress debriefing. Coordinate worker’s compensation claims and timekeeping issues with the Finance/Administration Section, as needed.
Coordinate registration of spontaneous volunteers as Disaster Service Workers and assignment as appropriate.

Deactivation Phase
Demobilize when authorized by your supervisor.
Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.

City of Pismo Beach
Emergency Operations Center
Finance and Administration
Description-Organization-Position
Checklists
Section 6
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Finance and Administration Position Checklist Page 1 of 10 SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC).

Reference this and your position specific checklist (found later in this Section) in EOC activities.

All EOC Staff Checklist
Activation Phase
Ensure all pre-designated staff notifications are made. Maintain a log of events and document all activities on ICS Form 214 form. Review position responsibilities and your authority and assignment. Verify contact information is current with contingency plan for communications. Determine potential issues for your Section or Branch based on the nature, scope, and severity of the emergency.
Review applicable sections of the City of Pismo Beach’s Emergency Operations Plan and Supporting Annex.
Assess the status of your Section or Branch available resources. Contact counterpart in the Operational Area EOC (SLO County) and establish lines of communication.

Operational Phase
Refer all contacts for information with the media to the Public Information Officer (PIO). Provide input to the Incident Action Plan (IAP), implement the objectives of your Section and monitor progress.
Report situation status and resource status to the Situation/Status Unit. Maintain accurate records on the use of personnel, equipment and material and all other expenditures using appropriate ICS forms (213/214 etc). Establish Section work schedule to align with EOC and ensure personnel are prepared for the possibility of continuous 12 or 24-hour operational periods. Advise Section Coordinator on issues affecting mitigation, stabilization, and recovery. Participate in recovery planning and operations as needed and ensure requested activities do not pose a health threat to your Section or Branch emergency workers. Brief your relief verbally and in writing at shift change, ensuring that ongoing activities are identified, and follow-up requirements are known.

City of Pismo Beach
Emergency Operations Center
Finance and Administration
Description-Organization-Position
Checklists
Section 6
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Finance and Administration Position Checklist Page 2 of 10 A.Description and Organizational Chart

1.The Finance/Administration Section is responsible for all finance, emergency funding and cost accountability functions for EOC operations and for supervising branch functions providing financial and contracting services for EOC operations within its jurisdiction. Some of these functions may include:
a.Financial expenditure and funding briefings.
b.Interagency financial coordination.
c.Finance and contract fact-finding.
d.Fiscal and emergency finance estimating.
e.Operating procedure development and financial planning. f.Labor expense and accounting.
g.Cost analysis, cost accounting and financial auditing. h.Disbursement and receivables management.
i.Necessary funding transfers.
j.Special drafts, exchanges, and lending controls.
k.Payroll administration.
l.Emergency currency, script, and rationing control.

B.Finance Section Coordinator
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Emergency Services Director

1.Position Description
The Finance/Administration Section Coordinator is responsible for coordinating all financial aspects of an emergency and the transition to recovery operations, including mitigation following an emergency. The Finance/Administration Section Coordinator manages the activities of the following units: Time, Compensation/Claims and Cost Accounting.

2.Responsibilities
a.Ensure the Finance/Administration function is carried out within the EOC. b.Exercise overall responsibility for Finance/Administration Section activities. c.Ensure that objectives and assignments identified in the Incident Action Plan (IAP) are carried out effectively.

City of Pismo Beach
Emergency Operations Center
Finance and Administration
Description-Organization-Position
Checklists
Section 6
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Finance and Administration Position Checklist Page 3 of 10 d.Establish the appropriate level of organization within the Finance Administration Section, continually monitoring their effectiveness and modifying accordingly.
e.Obtain an internal tracking # for the disaster and distribute to all EOC staff. f.Work with departments and agencies to ensure that all financial records are maintained throughout the response and recovery.
g.Ensure that there is a continuum of the payroll process for all City employees responding to the disaster.
h.Determine purchase order and purchase card limits for the procurement function in the Logistics Section.
i.Track estimated costs of worker's compensation claims. j.Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation.
k.Keeps the Emergency Services Director informed of all significant issues affecting the Finance/Administration Section.

Finance Section Coordinator Checklist
Activation Phase Actions
Ensure that the Finance Section is set up properly and that appropriate personnel, equipment, and supplies are in place.
Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained.
Based on the situation; activate units within section as needed. o Time Keeping Unit
o Compensation & Claims Unit
o Purchasing Unit
Ensure that enough staff is available for a 24-hour schedule, or as required. Meet with the Logistics Section Coordinator and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to Logistics Section.
Meet with Section Staff to ensure that responsibilities are clearly understood. Notify the Emergency Services Director when the Finance Section is operational. Ensure that displays associated with the Finance Section are current, and that information is posted.
Brief Section Staff to ensure they are aware of the EOC objectives as defined in the Incident Action Plan (IAP).
Keep the Emergency Services Director and Command Staff aware of the current fiscal situation and other related matters, on an on-going basis.

City of Pismo Beach
Emergency Operations Center

Finance and Administration
Description-Organization-Position
Checklists
Section 6

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Finance and Administration Position Checklist Page 4 of 10

 Ensure that the Time Keeping Unit tracks and records all agency staff time.  In collaboration with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.  Ensure that the Compensation & Claims Unit processes all workers’ compensation claims, resulting from the disaster, in a reasonable timeframe, given the nature of the situation.  Ensure that the Time-Keeping Unit processes all timesheets and travel expense claims promptly.
 Ensure that the Finance Section provides administrative support to other EOC Sections as needed.
 Ensure that all documentation is accurately maintained during the response and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or California Governor’s Office of Emergency Services (Cal OES).

Deactivation Phase

 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Demobilize when authorized by your supervisor.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center

Finance and Administration
Description-Organization-Position
Checklists
Section 6

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Finance and Administration Position Checklist Page 5 of 10

C. Time Unit Leader

Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Finance/Administration Section Coordinator

1. Position Description

The Time Unit Leader is responsible for tracking Emergency Operations Center (EOC) Staff time and coordinating with the Cost Accounting Unit Leader on monetary issues related to EOC Staff time.

2. Responsibilities
a. Track, record, and report all on-duty time for personnel working during the disaster. Maintain a copy of the EOC sign-in sheet.
b. Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to the City of Pismo Beach’s Finance Department.

Time Unit Leader Checklist

Activation Phase Actions

 Review this and the all Staff EOC checklist.
 Report to and obtain initial situation briefing from the Finance/ Section Coordinator.

Operational Phase Actions

 Track and record all EOC Staff time.
 Provide input to the Cost Accounting Unit Leader on time keeping requirements for the emergency period.
 Coordinate with the Personnel Unit Leader to ensure all personnel requested by the EOC to participate in the response, have time keeping records.  Advise the Finance/Administration and Logistics Section Coordinators of staff time issues affecting recovery.
 Provide a final report to the Personnel Unit Leader on EOC personnel time and expense.

City of Pismo Beach
Emergency Operations Center

Finance and Administration
Description-Organization-Position
Checklists
Section 6

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Finance and Administration Position Checklist Page 6 of 10

Deactivation Phase

 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Demobilize when authorized by your supervisor.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center

Finance and Administration
Description-Organization-Position
Checklists
Section 6

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Finance and Administration Position Checklist Page 7 of 10

D. Compensation/Claims Unit Leader

Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Finance/Administration Section Coordinator

1. Position Description

The Compensation/Claims Unit Leader is responsible for processing all insurance and worker’s compensation claims, investigating worker’s compensation claims, tracking the claims, and coordinating with the Cost Accounting Unit Leader on all claims.

2. Responsibilities
a. Coordinate with City of Pismo Beach departments and agencies involved in the incident to ensure they document and investigate injuries and property/equipment damage claims involving the City and arising out of the response and recovery.
b. Coordinate with the Personnel Unit to track estimated costs of worker’s Compensation claims.

Compensation/Claims Unit Leader Checklist

Activation Phase Actions

 Review this and All Staff EOC checklists.
 Report to and obtain initial situation briefing from the Finance/Administration Section Coordinator.

Operational Phase Actions

 Ensure that all insurance claims for property sustaining physical damages are properly prepared, filed and coordinated.
 Ensure that all workers’ compensation claims are properly prepared, investigated with the Safety, filed, and tracked.
 Process, track and record all jurisdictional insurance claims resulting from the emergency/disaster.
 Provide input to the Cost Accounting Unit Leader on claims record keeping requirements for the emergency response period.

City of Pismo Beach
Emergency Operations Center
Finance and Administration
Description-Organization-Position
Checklists
Section 6
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Finance and Administration Position Checklist Page 8 of 10 Provide a final report to the Finance/Administration Section Coordinator, Cost Accounting Unit Leader on total reimbursements from insurance claims and expenditures related to worker’s compensation claims.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Demobilize when authorized by your supervisor.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center

Finance and Administration
Description-Organization-Position
Checklists
Section 6

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Finance and Administration Position Checklist Page 9 of 10

E. Cost Accounting Unit Leader

Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Finance/Administration Section Coordinator

1. Position Description

The Cost Accounting Unit Leader is the coordinator of expenditures for jurisdictional emergency response and recovery activities and serves as the focal point for reporting summarized response cost and loss estimate information to the Emergency Services Director. The Cost Accounting Unit Leader coordinates information for the jurisdiction with County, State and Federal representatives on cost, time, procurement and claims activity for timelines and consistency.

2. Responsibilities
a. Coordinate with City of Pismo Beach departments all financial record keeping. b. Coordinate estimated financial costs.

Cost Accounting Unit Leader Checklist

Activation Phase Actions

 Review this and All Staff EOC checklists.
 Report to and obtain initial situation briefing from the Finance/Administration Section Coordinator.
 Obtain the internal activity number for the disaster from your Section Coordinator for the purpose of tracking purchase orders and cost recovery.

Operational Phase Actions

 Provide information to the Finance/Administration Section Coordinator on the financial record keeping requirements for the emergency period.
 Manage all financial aspects of the emergency including emergency response activities, damage, repair/replacement estimates and recovery activities.  Maintain financial records of the emergency.
 Advise the Emergency Services Director, and Finance/Administration Section Coordinator on cost accounting issues, as requested.
 Gather and analyze information on expenditures, revenues, reimbursements and mitigation program applications and grants.

City of Pismo Beach
Emergency Operations Center

Finance and Administration
Description-Organization-Position
Checklists
Section 6

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Finance and Administration Position Checklist Page 10 of 10

 Ensure that all obligation documents initiated during the operation are properly prepared and completed.
 Develop reimbursement plans and begin compiling reimbursement claims for submission to the proper agencies.
 In conjunction with all Section Coordinators determine reimbursable costs and generate the necessary forms or paperwork to recover these moneys.  Determine reimbursable EOC Staff costs and generate the necessary forms or paperwork to recover these moneys, in conjunction with the Time Unit Leader and Section Coordinators, as appropriate.
 Ensure the Supply/Procurement Unit Leader provides copies of all purchases made in support of the incident.
 Develop a final report on monetary issues.
 Process claims for reimbursement as needed.
 Provide a final report to the Finance/Administration Section Coordinator, Planning/Intelligence Section Coordinator on total costs and reimbursement programs.

Deactivation Phase

 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Demobilize when authorized by your supervisor.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Plans and Intelligence Position Checklists Page 1 of 15 SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC).

Reference this and your position specific checklist (found later in this Section) in EOC activities.

All EOC Staff Checklist
Activation Phase
Ensure all pre-designated staff notifications are made. Maintain a log of events and document all activities on ICS Form 214 form. Review position responsibilities and your authority and assignment. Verify contact information is current with contingency plan for communications. Determine potential issues for your Section or Branch based on the nature, scope, and severity of the emergency.
Review applicable sections of the City of Pismo Beach’s Emergency Operations Plan and Supporting Annex.
Assess the status of your Section or Branch available resources. Contact counterpart in the Operational Area EOC (SLO County) and establish lines of communication.

Operational Phase
Refer all contacts for information with the media to the Public Information Officer (PIO). Provide input to the Incident Action Plan (IAP), implement the objectives of your Section and monitor progress.
Report situation status and resource status to the Situation/Status Unit. Maintain accurate records on the use of personnel, equipment and material and all other expenditures using appropriate ICS forms (213/214 etc). Establish Section work schedule to align with EOC and ensure personnel are prepared for the possibility of continuous 12 or 24-hour operational periods. Advise Section Coordinator on issues affecting mitigation, stabilization, and recovery. Participate in recovery planning and operations as needed and ensure requested activities do not pose a health threat to your Section or Branch emergency workers. Brief your relief verbally and in writing at shift change, ensuring that ongoing activities are identified, and follow-up requirements are known.

City of Pismo Beach
Emergency Operations Center

Plans and Intelligence
Description-Organization-Position
Checklists
Section 7

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Plans and Intelligence Position Checklists Page 2 of 15

A. Description

1. The Planning/Intelligence Section is responsible for gathering, analyzing, evaluating, and disseminating technical information and making recommendations to the Emergency Services Director. While Operations is concerned with immediate strategic response to the disaster, Planning is looking and planning ahead. Planning’s function is to maintain information on the overall response effort and to develop the EOC Incident Action Plan for the next operational period. The major responsibilities of this Section are:
a. Situation status, including information gathering, verification, status reporting, and maintaining maps and displays.
b. Damage Assessment, including information gathering, verification, and reporting. c. Documentation.
d. Briefing EOC staff.
e. Developing the Incident Action Plan (IAP).
f. Advanced Planning.

B. Planning/Intelligence Section Coordinator

Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Emergency Services Director

1. Position Description

The Planning/Intelligence Section Coordinator is responsible for tracking the emergency and providing information to the Emergency Services Director. The Sections Coordinator is also responsible for the development of the Incident Action Plan for emergency response, the plan for demobilization of emergency operations, and the Recovery Plan. The Planning/Intelligence Section Coordinator manages the activities of the following units: Situation/Status, Advanced Planning, Documentation and GIS/Mapping.

2. Responsibilities
a. Ensure that the Planning/Intelligence function is carried out within the EOC. b. Exercise overall responsibility for Planning/Intelligence Section activities. c. Ensure that objectives and assignments identified in the Incident Action Plan (IAP) is carried out effectively.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Plans and Intelligence Position Checklists Page 3 of 15 d.Establish the appropriate level of organization within the Planning/Intelligence Section, continuously monitoring their effectiveness and modifying accordingly.
e.Prepare periodic Situation Reports.
f.Prepare and distribute the Incident Action Plan (IAP) and facilitate the Incident Action Planning meeting.
g.Conduct Advance Planning activities.
h.Provide technical support services to the various EOC sections, branches and units in documenting and maintaining files on all EOC activities. i.Keeps the Emergency Services Director informed of all significant issues affecting the Planning/Intelligence Section.

Planning/Intelligence Section Coordinator Checklist
Activation Phase Actions
Review this and All Staff EOC checklists.
Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained. Report to and obtain initial situation briefing from the Emergency Services Director. Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment and supplies are in place.
Meet with Operations Section Coordinator; obtain and review any major incident reports. Activate organizational elements and functions within the section, staff as appropriate and designate leaders for each element.
Ensure the section is properly staffed for 24-hour operations. Continuously monitor the effectiveness of the section and make changes as required. o Situation/Status Unit
o Advanced Planning Unit
o Documentation Unit
o GIS/Mapping Unit
Operational Phase Actions
Coordinate the determination of the nature, scope, and severity of the emergency. Ensure the Situation/Status Unit submits an initial situation status report to the Operational Area (San Luis Obispo County OES) EOC as soon after activation as possible. Lead ongoing situation briefings.
Oversee the preparation of the Incident Action Plan (IAP), including assembly of information on alternative strategies and incorporation of supporting plans.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Plans and Intelligence Position Checklists Page 4 of 15 Oversee the establishment of contact with the Operational Area (San Luis Obispo County) EOC and the receipt of Operational Area (San Luis Obispo County OES) Situation Status Reports.
Establish special information collection activities as necessary, e.g., weather, fire, etc. Ensure that periodic situation reports are prepared and provided to the Operational Area (San Luis Obispo County) EOC.
Ensure that information on the status of resources, services and operations in the jurisdiction is maintained and current.
Ensure that Geographic Information Systems (GIS) and other technical support services are provided to the various organizational elements within the EOC. Ensure the Advanced Planning Unit assists in the development of the Recovery Plan. Advise the Emergency Services Director and on Planning/Intelligence issues regarding recovery.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment box.

City of Pismo Beach
Emergency Operations Center

Plans and Intelligence
Description-Organization-Position
Checklists
Section 7

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Plans and Intelligence Position Checklists Page 5 of 12

C. Situation/Status Unit Leader

Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Planning/Intelligence Section Coordinator

1. Position Description

The Situation/Status Unit Leader is responsible for: the collection and consolidation of initial reconnaissance information from Emergency Operations Center (EOC) Staff, evaluating and displaying information, preparing consolidated reports for the Command Group, and transmitting the reports to the Operational Area (San Luis Obispo County) (OA) EOC.

2. Responsibilities
a. Oversee the collection, organization, and analysis of disaster situation information.
b. Ensure that information collected from all sources is validated prior to posting on status boards or entering Web EOC.
c. Ensure that an Incident Action Plan (IAP) is developed, if possible, for each operational period, based on objectives developed by each EOC Section. d. Ensure the Situation Report is sent to the Operational Area (San Luis Obispo County OES) EOC.

Situation/Status Unit Leader Checklist

Activation Phase Actions

 Review this and All Staff EOC checklists.
 Report to and obtain initial situation briefing from the Planning/Intelligence Section Coordinator.
 Ensure that there is adequate staff available to collect and analyze incoming information, maintain the Situation Status Report, and facilitate the Incident Action Plan (IAP) planning process.
 Ensure that appropriate maps are set up.
 Collect and consolidate initial information from EOC Staff Members, as well as information from all other available reliable sources, on damage to public and private sector property, loss of life and injury and status of continued occupancy of facilities and structures.

City of Pismo Beach
Emergency Operations Center

Plans and Intelligence
Description-Organization-Position
Checklists
Section 7

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Plans and Intelligence Position Checklists Page 6 of 12

Operational Phase Actions

 Identify the location of greatest impact, progress of the disaster and development of related events (e.g., earthquake causing hazardous materials incidents).  Prepare a Situation Report for the Planning/Intelligence Section Coordinator on the status of the emergency (area affected, resources available and resources committed). Provide a copy to the Public Information Officer (PIO) as background information for the PIO’s use in media briefing.
 Prepare and submit to the Operational Area (San Luis Obispo County) EOC, if possible, Situation Report Forms as follows:
o Initial report within four hours.
o Subsequent reports to be submitted as conditions warrant (i.e. any significant changes, but at least once an operational period).
 Supervise staff in the preparation and maintenance of visual displays, charts and maps, (including the areas involved in the emergency, impacted areas, damage incurred and resource allocation and deployment).
 Advise the Planning/Intelligence Section Coordinator on situation analysis issues regarding recovery.

Deactivation Phase

 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment box.

City of Pismo Beach
Emergency Operations Center

Plans and Intelligence
Description-Organization-Position
Checklists
Section 7

Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024

EOC Plans and Intelligence Position Checklists Page 7 of 12

D. Advanced Planning Unit Leader

Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Planning/Intelligence Section Coordinator

1. Position Description

The Advanced Planning Unit Leader is responsible for looking ahead in the operation and identifying issues that will have to be addressed by the Emergency Operations Center (EOC) and coordinating with the Finance/Administration Section Coordinator to develop a Recovery Plan.

2. Responsibilities
a. Development of an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours, and beyond.
b. Review all available status reports, Incident Action Plan (IAP)s and other significant documents for anything requiring consideration in the Advance Plan. c. Determine potential future impacts of the disaster; particularly issues which might modify the overall strategic objectives of the EOC.
d. Provide periodic briefings for the Emergency Services Director and Section Coordinators addressing Advance Planning issues.

Advanced Planning Unit Leader Checklist

Activation Phase Actions
 Review this and All Staff EOC checklists.
 Report to and obtain initial situation briefing from the Planning/Intelligence Section Coordinator.

Operational Phase Actions
 Ensure that forecasts and plans are available in a timely manner to the EOC for operational and recovery planning, policy making and development of public information materials.
 Work with the Finance/Administration Section Coordinator in the development of the Recovery Plan.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Plans and Intelligence Position Checklists Page 8 of 12 Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs and any other key issues likely to affect EOC operations within a 36 to 96-hour time frame. Submit the Advance Plan to the Planning/Intelligence Section Coordinator for review and approval prior to conducting briefings for the Section Coordinators and Emergency Services Director.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment box.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Plans and Intelligence Position Checklists Page 9 of 12 E.Documentation Unit Leader
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Planning/Intelligence Section Coordinator

1.Position Description
The Documentation Unit Leader assists in documenting operational activities, maintaining Emergency Operations Center (EOC) activation records and preparing a case file for the emergency.

2.Responsibilities
a.Collect, organize, and file all completed disaster related forms, to include: all EOC Position Logs (ICS Form 214), Situation Status Reports, Incident Action Plan (IAP)s and any other related information, just prior to the end of each operational period.
b.Provide documentation reproduction services to EOC Staff. c.Coordinate with the Situation/Status Unit Leader to distribute EOC Situation Status Reports, Incident Action Plans (IAP) and other documents, as required. d.Maintain a permanent electronic archive of all Situation Reports and Incident Action Plans (IAP) associated with the disaster.
e.Assist the Emergency Services Director in the preparation and distribution of the After-Action/Improvement Report.

Documentation Unit Leader Checklist
Activation Phase Actions
Review this and All Staff EOC checklists.
Report to and obtain initial situation briefing from the Planning/Intelligence Section Coordinator.
Begin running history of EOC activities.
Establish pre-designated documentation filing system for:
o Proclamations
o Advance Plans
o Operational Area (San Luis Obispo County) Jurisdiction Activation forms o Letters/memos
o Situation Reports
o Road Closures

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
08/20/2024
Review Date
12/31/2024
Revision Date
08/20/2024
EOC Plans and Intelligence Position Checklists Page 10 of 12 o News Releases
o Weather Reports
o Briefings
o Message Forms
o Notification System Logs
o Activity Logs
o Event Logs
o E-mails
o EAS (Emergency Alert System)
o Messages
Operational Phase Actions
Maintain all EOC materials as official records.
Maintain accurate, up to date EOC activity files.
Maintain master copies of messages and activity logs.
Store EOC files for legal, analytical, and historical purposes. Meet with the Finance/Administration Section Coordinator 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 activity logs are accounted for and submitted to the Documentation Unit at the end of each shift. Review records for accuracy and completeness.
Assist with the development of the Demobilization and Recovery Plans. Begin preparation of the After-Action Report.
Request copies of After-Action Reports from the Operational Area (San Luis Obispo County OES) EOC.
Collect all documentation, including e-mails, notes, documents, logs, and electronic files from all EOC Staff before the respective EOC staff position is demobilized.

Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment box.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
01/01/2020
Review Date
01/01/2020
Revision Date
01/01/2022
EOC Plans and Intelligence Position Checklists Page 11 of 12 F.GIS/Mapping Unit Leader
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Planning/Intelligence Section Coordinator

1.Position Description
The GIS/Mapping Unit Leader is responsible for providing Emergency Operations Center (EOC) Staff with subject matter expertise during response incidents that require technical assistance to mitigate hazards and/or ensure personnel safety.

2.Responsibilities
a.Provide technical observations and recommendations to the Emergency Services Director in specialized areas, as required.
b.Ensure that qualified specialists are available in the areas required by the event. c.Ensure mapping (Geographic Information System, if possible) capabilities and services are available and maintained.
d.Arrive at the EOC with all technical tools and resources necessary to ensure appropriate set-up of work area. (i.e., software, laptop, reference manuals, etc.) GIS/Mapping Unit Leader Checklist
Activation Phase Actions
Review this and All Staff EOC Checklists.
Report to and obtain initial situation briefing from the Planning/Intelligence Section Coordinator.
Set-up work area, including any equipment and materials necessary to your technical services specialty.

Operational Phase Actions
Provide technical assistance to the EOC Staff as requested. Coordinate with the Logistics Section to ensure that technical staff are located and mobilized.
Assign technical staff to assist the Logistics Section in interpreting specialized resource requests.

City of Pismo Beach
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
01/01/2020
Review Date
01/01/2020
Revision Date
01/01/2022
EOC Plans and Intelligence Position Checklists Page 12 of 12 Deactivation Phase
Prepare for demobilization when authorized by your supervisor. Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
Complete Section written After Action Report as directed. Restore Section EOC resource documents/equipment box.

City of Pismo Beach Debris Management
Emergency Operations Plan
For official use only 1 of 36
City of Pismo Beach
Emergency Operations Plan

DEBRIS MANAGEMENT
Jeff Smith
Police Chief
Pismo Beach Police Department
08/20/2024

City of Pismo Beach Debris Management
Emergency Operations Plan
For official use only 2 of 36

FOREWORD

PURPOSE

• To provide policies and guidance to the City of Pismo Beach for the removal and disposition of debris caused by a major disaster.

• To facilitate and coordinate the management of debris following a disaster in order to mitigate against any potential threat to the lives, health, safety, and welfare of the impacted citizens, expedite recovery efforts in the impacted area, and address any threat of significant damage to improved public or private property.

Debris Management Authority

In the event of a disaster that requires debris management, the Public Works Department will assume the position of Debris Management Coordinators. If Public Works is unavailable, their designee will become the City of Pismo Beach's Debris Management Coordinators as appointed by the Emergency Services Director.

Emergency Operations Center Leadership

The City Manager is the Emergency Services Director and the Assistant City Manager is the Deputy Emergency Services Director.

Public Works Department

Date:
08/20/2024

City of Pismo Beach Debris Management
Emergency Operations Plan
For official use only 3 of 36

Debris Management

Table of Contents

1. Applicant Eligibility 4

2. Concept of Operations 5

3. Temporary Debris Storage and Reduction (TSDR) Sites 6

4. Debris Removal 7

5. Eligible Work 9

6. Debris Reduction Methods 17

7. Demolition of a Damaged Public Facility or Privately Owned Building 20

8. Temporary Debris Storage and Reduction Site Closeout Procedures 22

9. Debris Forecasting and Estimating 23

10. Debris Monitoring 30

11. Organization and Responsibilities 34

12. Administration and Logistics 34

13. Authorities, References and Regulations 34

City of Pismo Beach Debris Management
Emergency Operations Plan
For official use only 4 of 36

1.Applicant Eligibility
In addition to the debris removal regulations, to be eligible for assistance, activities must satisfy the general work eligibility regulations.

An item of work must:
Be required as the result of the major disaster event, Be located within a designated disaster area, and
Be the legal responsibility of an eligible applicant.

Public Interest is defined as work necessary to:
Eliminate immediate threats to life, public health, and safety; or Eliminate immediate threats of significant damage to improved public or private property; or Ensure economic recovery of the affected community to benefit the community at large.

The eligibility of the activities must address public health and safety. Close attention must be paid to whether these conditions are met, especially when considering debris removal from private property.

State - The California Disaster Assistance Act (CDAA) § 2900 Eligible applicant means any local agency (city, city & county, county, county office of education, community college district, school district, or special district).

Federal - 44 CFR 206
Debris removal activities are eligible for both public and private non-profit applicants.

There are four types of eligible applicants for public assistance. If an entity meets the requirements of one of the types, the applicant may be eligible to receive federal disaster assistance. State Government Agencies
Local Governments and Special Districts Any county, city, village, town, district, or other political subdivision of any state and includes any rural community, unincorporated town or village, or other public entity for which an application for assistance is made by a state or political subdivision thereof.
o Other state and local political subdivisions may be eligible if they are formed in accordance with state law as a separate entity and have taxing authority. These include, but are not limited to, school districts, irrigation districts, fire districts, and Public Works districts.

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 Private Non-Profit Organizations Private non-profit organizations or institutions that own or operate facilities that are open to the general public and that provide certain services otherwise performed by a government agency. These services include:
o Education
▪ Colleges and universities
▪ Parochial and other private schools
o Public Works
▪ Systems of energy, communication, water supply, sewage collection and treatment, or other similar public service facilities.
o Emergency
▪ Fire protection, ambulance, rescue, and similar emergency services. o Medical Hospital
▪ Outpatient facility, rehabilitation facility, or facility for long-term care for mental or physical injury or disease.
o Custodial Care
▪ Homes for the elderly and similar facilities that provide institutional care for persons who require close supervision, but do not require day-to-day medical care.
o Other Essential Governmental Services
▪ Museums, community centers, libraries, and facilities that provide health and safety services of a governmental nature.
▪ Health and safety services are essential services that are commonly provided by Pismo Beach and directly affect the health and safety of individuals. ▪ Low-income housing, alcohol and drug rehabilitation, programs for battered spouses, transportation to medical facilities, and food programs are examples of health services.

2. Concept of Operations

Estimating the Type and Amount of Debris (Also see Debris Forecasting and Estimating)  Designated Public Works Department personnel will determine the estimated amount of debris generated as soon as possible.
 One or all of the following estimating methods may be used:
o Conduct a drive through “windshield” damage assessment and estimate the amount of debris visually from the ground.
o Conduct an aerial assessment by flying over the area using, California Highway Patrol, and/or National Guard helicopters and Civil Air Patrol reconnaissance flights. o The damaged area can be assessed either visually or using aerial photography. Once the area has been assessed actions can be taken to implement Phase I debris clearing procedures and institute requests for additional state or federal assistance.

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3. Temporary Debris Storage and Reduction (TDSR) Sites

Site Selection Priorities
 Determine the number of Temporary Debris Storage and Reduction (TDSR) sites and location of these sites for the collection and processing of debris.  Prioritize which sites will be opened based on the amount of debris estimated. o First Priority: Pre-determined Temporary Debris Storage and Reduction sites o Second Priority: Public property within the damaged area o Last Priority: Private property

Pre-Designated Temporary Debris Storage and Reduction (TDSR) sites  The City of Pismo Beach does not own any pre-identified Temporary Debris Storage and Reduction sites.
 Public Works Department shall maintain detailed environmental and safety information pertaining to each of these sites.
o Detail shall include exact location, size, available ingress and egress routes and results of an environmental assessment and initial data samples.
o Baseline data should include videotapes, photographs, documentation of physical and biological features, and soil and water samplings of city owned Temporary Debris Storage and Reduction sites just prior to these properties being used for temporary debris storage and reduction.
 This list of Temporary Debris Storage and Reduction sites should be reviewed annually and updated as necessary as part of the Emergency Operations Plan, Debris Management Plan component.

Temporary Debris Storage and Reduction (TDSR) Site Preparation  A baseline data should include videotapes, photographs, documentation of physical and biological features, and soil and water samplings of Temporary Debris Storage and Reduction sites just prior to these properties being used for temporary debris storage and reduction.

 Debris management personnel are responsible for updating the initial base line data and develop an operation layout to include ingress and egress routes of their temporary debris storage and reduction facilities once they are activated as part of an incident response or recovery.

Existing Landfills
 The Cold Canyon Landfill has the capacity to accept the following materials for recycling:
cardboard, green waste, wood waste, white goods (i.e., washers/dryers, refrigerators, etc.), electronic waste, tires, concrete, topsoil, scrap metal, motor oil, oil filters, antifreeze and batteries.

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4. Debris Removal

General
 Earthquakes, floods, and other natural disasters can generate unprecedented amounts of debris in a few hours or a few minutes. The debris may be heavy depending on the magnitude of the tree blow-down and associated structural damage such as homes, businesses, utilities and signs.

This section provides guidelines on debris removal issues, including emergency roadway clearance, public rights-of-way removal, mobile home park removal, private property removal, and Household Hazardous Waste (HHW) removal.
 Debris removal, regardless of source, becomes a high priority following a disaster. Debris management strategy for a large-scale debris removal operation divides the operation into two phases.
o Phase I consists of the clearance of the debris that hinders immediate lifesaving actions being taken within the disaster area and the clearance of that debris which poses an immediate threat to public health and safety.
o Phase II operations consist of the removal and disposal of that debris which is determined necessary to ensure the orderly recovery of the community and to eliminate less immediate threats to public health and safety.

Emergency Roadway Debris Removal (Phase I)
 Identify critical routes that are essential to emergency operations.  Define how efforts will be prioritized between local agencies.  Identifying areas that state and federal assistance can target.  Define what actions take place during Phase I.
o Example: Roadway debris removal involves the opening of arterial roads and collector streets by moving debris to the shoulders of the road. There is no attempt to physically remove or dispose of the debris, only to clear key access routes to expedite the:
▪ Movement of emergency vehicles,
▪ Law enforcement,
▪ Resumption of critical services and,
▪ Assessment of damage to key public facilities and utilities such as schools, medical hospitals, government buildings, and municipal owned utilities.  Define the type of debris that may be encountered such as tree blow -down and broken limbs; yard trash such as outdoor furniture, trash cans, Public Works poles, power, telephone and cable TV lines, transformers and other electrical devices; building debris such as roofs, sheds and signs; and personal property such as clothing, appliances, boats, cars, trucks and trailers.  Define the priority to open access to other critical community facilities, such as municipal buildings, water treatment plants, wastewater treatment plants, power generation units, and airports.
 The requirement for government services will be increased drastically following a major natural disaster. Develop procedures to determine the damage done to Public Works systems. Activities involving these facilities should be closely coordinated with their owners and/or operators.

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Local, County, State, and Federal Assistance
 Identify local, county, State, and Federal government assets that may be available such as:
o Municipal workers and equipment
o Local and CalTrans workers and equipment
o National Guard
o Local contractors
o U.S. Department of Agriculture (USDA) Forest Service chain saw crews o Local U.S. Army Corps of Engineers workers and equipment o Supervision and Special Considerations
 Immediate debris clearing (Phase I) actions should be supervised by the Public Works Department personnel using all available resources. Requests for additional assistance and resources should be made via the Pismo Beach EOC to the Operational Area (OA) Emergency Operations Center (EOC) who will request additional resources from the state EOC. Requests for federal assistance will be requested through the State Coordinating Officer (SCO) to the FEMA Federal Coordinating Officer (FCO).
 Special crews equipped with chain saws may be required to cut up downed trees. This activity is hazardous, and common-sense safety considerations are necessary to reduce the chance of injury and possible loss of life. When live electric lines are involved, work crews should coordinate with Pacific Gas & Electric Company to have power lines de-energized for safety reasons.  Front-end loaders and dozers should be equipped with protective cabs. Driveway cutouts, fire hydrants, valves, and storm water inlets should be left unobstructed. All personnel should wear appropriate personal protective equipment, such as hard hats, gloves, goggles, waders and safety shoes.
 The USDA Forest Service and other state and federal land management agencies are equipped for fast responses to tornadoes, and windstorms. Assistance would be requested through the San Luis Obispo County Office of Emergency Services according to standard procedures.

Public Rights-of-Way Debris Removal and Disposal (Phase II)  Debris is simply pushed to the shoulders of the roadway during the emergency opening (Phase I) of key routes. There is little time or concern for sorting debris at that time. The objective is to provide for the safe movement of emergency and support vehicles into and out of the disaster area. As removal operations progress, the initial roadside piles of debris become the dumping location for additional yard waste and other storm-generated debris, such as construction material, personal property, trash, white metals such as refrigerators, washers, dryers and hot water heaters, roofing and even household, commercial, and agricultural chemicals.  Determine if additional resources such as local contractors will be needed to assist in Phase II operations.
 Determine if additional state and/or federal assistance will be required.  Develop local field inspection teams. The teams become the “eyes and ears” for the Debris Management Task Force.
 Coordinate through local agencies and the EOC to establish a contracted work force capable of expeditious removal of the debris.
 Develop an independent team using the local and state personnel to monitor the removal activities. This team becomes the debris manager’s “eyes and ears” in the field.  Conduct daily update briefings with key debris managers. Ensure that all major debris removal and disposal actions are reviewed and approved by the local debris manager.  Ensure that a representative of the Debris Management Task Force attends all briefings to resolve

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any coordination problems between state and federal debris removal efforts and local debris removal and disposal efforts.
Coordinate with local law enforcement and CalTrans authorities to ensure that traffic control measures expedite debris removal activities.
Establish a proactive information management plan. Emphasis should be placed on actions that the public can perform to expedite the cleanup process, such as separating burnable and non- burnable debris; segregating Household Hazardous Waste (HHW); placing debris at the curbside; keeping debris piles away from fire hydrants and valves, reporting locations of illegal dump sites or incidents of illegal dumping; and segregating recyclable materials. The public should be kept informed of debris pick-up schedules, disposal methods and ongoing actions to comply with Environmental regulations, disposal procedures for self-help and independent contractors, and restrictions and penalties for creating illegal dumps. The Public Information Officer (PIO) should be prepared to respond to questions pertaining to debris removal from the press and residents. The following questions are likely to be asked:
o What is the pick-up system?
o When will the contractor be in my area?
o What assistance programs are available to me and how do I participate? o Who are the contractors and how can I contact them?
o Should I separate the different debris materials and how? o How do I handle Household Hazardous Waste?
o What if I have access or functional needs?

5.Eligible Work
Under a federal declaration, debris can be removed when necessary to ensure economic recovery of the community-at-large. This is generally defined as removing debris from commercial areas to expedite economic recovery. It does not mean general debris removal from private property.

Note: The terms immediate threat, public health and community-at-large are very important in assessing eligibility. This is eligible only under a federal declaration and is not an option under the California Disaster Assistance Act (CDAA).

Roads
In large debris generating disasters, much of the debris that requires clearance and possible removal in the early stages of the event is the debris deposited on roadways, thus requiring removal for emergency access. In general, debris on public property that must be removed to allow safe operation of governmental functions or to alleviate an immediate threat is eligible.

Public Roads
Generally, debris that is blocking streets and highways is considered a threat to public health and safety because it blocks passage of emergency vehicles, or it blocks access to emergency facilities such as medical hospitals.
Debris may be removed from travel lanes, shoulders, roadside ditches and drainage features, and maintained rights-of-way.

Federal-Aid Systems Roads

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 Federal-Aid System Roads are under the authority of the Federal Highway Administration (FHWA).

However, as of October 1, 2012, the FHWA Emergency Relief (ER) Program will not aid with debris removal on Federal-aid highways in jurisdictions designated for FEMA Public Assistance. (FEMA Recovery Fact Sheet 9580.214)
 Any debris removal funded by FEMA must meet the eligibility, procurement and documentation requirements established in the Stafford Act (See 44 CFR Part 206).  This change applies only to debris removal and does not affect any other categories of Public Assistance (PA) work. Permanent work on Federal-aid highways is still not eligible for Public Assistance funding.

Water Control Facilities
 Water control facilities naturally collect debris and sediment on a regular basis, requiring maintenance of the facilities to maintain their function.  Therefore, when evaluating debris removal eligibility from such facilities, it is necessary for the applicant to provide documentation to demonstrate the portion of the existing debris that was generated by the disaster. Evidence of a formal maintenance program and records of the program being implemented is often required.
 Although the applicant may choose to remove all debris, pre-disaster and disaster-related, only the disaster-related debris quantities are eligible, and generally, only that portion that is necessary to remove the threat.

Debris Basins, Drainage/Irrigation Channels
 Removal of silt, mud and other debris from lined and unlined basins and engineered channels may be eligible if the pre-disaster level of debris can be determined. Such facilities must have a regular schedule of debris removal.

Natural Streams
 CDAA does not fund work done in natural streams, only for human-made facilities.  Under 44 CFR 206, eligible debris removal from a stream is limited to the minimum effort required to eliminate an immediate threat to life, public health, and safety, or debris that is immediately up/down stream of and near improved property.
 Debris removal from a stream by an applicant for which another federal agency has specific authority, is ineligible under the Public Assistance Program, except for limited debris removal that is:
o Reasonably necessary to eliminate an immediate threat to life, public health and safety, OR
o Located immediately up/down stream of or near improved property and which poses an immediate threat of significant damage to that property; AND o The other federal agency is not aiding for the activity.  The removal of trees still rooted to an embankment may be eligible if:
o The tree is partially or wholly floating or submerged in the waterway; and o The tree presents an immediate threat to life, public health, and safety; and o Another federal agency does not have specific authority to fund or perform the work.

Note: In such cases, FEMA may determine that the cost to cut the floating or submerged portion of the tree at the water’s edge is eligible.

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Buildings
 Removal of mud and silt, or similar disaster-related debris in and on buildings is eligible.  If furnishings from public buildings are damaged to the point where they become debris, they are eligible for removal and disposal if brought to the curb.  Sometimes, public facilities are damaged to the point that demolition is necessary for public health and safety.
o State and federal policy on demolition must be reviewed for these situations.  Insurance is a large consideration in building debris removal and demolition activities.  Debris resulting from permanent repair activities is not eligible as Category A under Public Assistance Program but would be eligible under the permanent repair efforts.

Utilities
 Generally, debris removal from eligible utilities also will be eligible.  Some materials may be salvageable.
 Environmental issues may be present – such as PCB filled transformers.

Parks and Recreation Areas
 The removal of debris from parks and recreational areas used by the public is eligible when it affects public health or safety or proper utilization of such facilities.  Recreational facilities are not eligible private non-profit facilities. Therefore, debris would only be eligible in accordance with the eligibility criteria for private property.

Private Property Debris Removal
 Dangerous structures should be the responsibility of the owner or the city to demolish on order to protect the health and safety of adjacent residents. However, experience has shown that unsafe structures will remain because of the lack of insurance, absentee landlords, or under- staffed and under-equipped Pismo Beach personnel. Consequently, demolition of these structures may become the responsibility of the Debris Management Task Force.  Develop procedures to ensure complete cooperation with numerous local, county and state government officials to include the following: real estate offices, local law and/or code enforcement agencies, State historic preservation office, qualified contractors to remove Household Hazardous Waste (HHW), asbestos, lead-based paint, and field teams to photograph the sites before and after demolition.
 Include a copy of Demolition of Private Property checklist.  Include copies of sample ordinances that can be activated when a “state of emergency” is implemented, eliminating any unnecessary waiting period.  The City of Pismo Beach addressed Private Property Debris Removal in its Municipal Code, Title 8 - Health and Safety. In addition, Chapter 17 of the Municipal Code should be consulted when dealing with debris removal. Close coordination is essential, and it is recommended that at least one FEMA staff person be on site to work directly with the Pismo Beach staff to ensure that all required legal actions are taken.

Reimbursement for removal of debris from private property can only be performed under specific circumstances and only with prior state and/or federal approval.

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State Regulations for Private Property Debris Removal
Under state regulations, debris removal from private property is reimbursable only when there is an immediate threat to life, public health and safety.
o Title 19, Section 2925 (2) (A-C)) does allow for the removal of debris under the following:
(1) For purposes of this program, the removal of debris from private property shall be reimbursed only when there is an immediate threat to public health and safety. In a case where reimbursement for debris removal from private property is authorized by the agenc y secretary, the following requirements shall apply, unless waived in part or full by the agency secretary:
• The property owner must remove all disaster-related debris from the property to the curb or public right-of-way.
• The local agency must obtain a signed statement from the property owner to the effect that the property owner does not have insurance covering the removal of the disaster-related debris; and,
• The local agency must have a signed statement from the property owner giving the local agency the right of entry and absolving the local agency and the state of any liability relative to removal.

(a) Criteria
Debris removal shall be considered necessary when removal will:
• Eliminate immediate threats to life, public health, and safety. • Eliminate immediate threats of significant damage to improved public or private property, or,
• Be necessary for the permanent repair, restoration, or reconstruction of damaged public facilities.

Examples of Eligible Work.
• Removing debris such as pieces of destroyed buildings, structures, signs, or broken Public Works poles.
• Removing loose or broken sidewalks and driveways; or, • Removing fallen trees.

Federal Regulations for Private Property Debris Removal (Stafford Act Sections 403 and 407 and 44 CFR 206.224(b)) provide the authority to fund eligible applicants to remove debris from private property. This work may only be eligible when:
 The disaster caused very severe and widespread damage.  The removal is necessary to eliminate an immediate threat to life, public health and safety or to improve public or private property, or to ensure the economic recovery of the affected community to the benefit of the community-at-large.
 An eligible applicant, such as a municipal or county government, performs the work.  The private property owner has provided all insurance information.  It is pre-approved by the FEMA Regional Director and/or Federal Disaster Recovery Manager (DRM).
 Required legal documents are in place:
o Insurance documents.
o Hold Harmless Agreement; and

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o Right-of-Entry Agreement.

In federally declared events, applicants and property owners must be aware that only FEMA makes eligibility determinations regarding removal of debris from private property. Not all actions that may be taken by Pismo Beach are eligible for FEMA assistance.

Demonstrating a Threat on Private Property
Remember, the reason to undertake a debris removal operation is to remove an immediate threat to the public health and safety, not because it’s an “ugly nuisance”. When it comes to private property, an applicant must demonstrate that removal of debris on private property is required to reduce this threat.

 A resolution after a disaster by an applicant that debris on private property constitutes a threat to public health and safety does not in itself make the debris removal eligible. o The applicant should submit for review and approval specific legal requirements for declaring the existence of the threat.
▪ A damaged structure may be a public health and safety hazard if it could be condemned as such, pursuant to the provisions of an applicant’s ordinance related to condemnation of damaged structures. A qualified individual, such as a certified building inspector, must make this determination. ▪ A public health hazard may exist if such a determination is made pursuant to the provision of an applicant’s ordinance related to public health. An individual qualified to do so, such as a public health official, must make such a determination.
 The determination of work being required to ensure economic recovery must be carefully reviewed.
o Use of this criterion is normally restricted to the removal of disaster-related debris from large commercial areas to expedite restoration of the economic viability of the affected community.

Unique Eligibility Issues

Mobile Homes
In California, the Department of Housing and Community Development oversees mobile homes.  During many disasters, there may be many mobile homes demolished.  The eligibility for mobile home removal should be evaluated as for any other residential structure – removal may be eligible if a threat can be demonstrated – but there are some unique aspects to the units themselves.
o Before demolition begins, the applicant should decide to be sure remaining personal items, furniture, etc. that may remain in the units are removed. o Check the units for asbestos and lead paint, and any other Household Hazardous Waste. o Units may need to be crushed or taken apart – few landfills will accept the units intact. o Caltrans may have regulations relating to hauling demolished mobile homes on state/federal highways.
o Consider salvage of the metal components.

Mobile homes may present unique cleanup situations. Mobile homes are normally treated as private property and should be removed with the owner’s insurance proceeds. However, in some instances, there

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will be a need to quickly install replacement mobile homes resulting in the damaged mobile home debris being bulldozed to the right-of-way. In addition, mobile homes in a mobile home park are generally not eligible for public assistance as the mobile home park is considered a business.

Trees, Limbs and Stumps
 Hazardous trees, limbs and stumps on public property within or adjacent to improved or publicly used space, and on private property that meet criteria of posing a threat, may be eligible for removal. Examples include:
o Trees alongside public roadways.
o Trees within a naturalized area of public parks or golf courses. o Trees within private property posing a threat to health and public safety or to damage to residences.
 Hazardous trees that are unstable and leaning into the areas used by the public are eligible for removal. Normally, trees requiring removal are flush cut to the ground.  A tree with more than 50% of the tree crown destroyed or damaged, a split trunk, or broken branches that expose the heartwood, or a tree that has been felled or uprooted is eligible for removal, especially if it is in a location approximate to or within public-use areas. o If an applicant chooses to save a tree that has any conditions described above that justify its removal, the expense is the applicant’s.
 Hazardous limbs are also eligible for removal. Hazardous limbs considered to pose a threat are those that are still hanging in the tree and are threatening a public-use area, such as a trail, sidewalk, road or golf cart path, or other improved and maintained property.  Removal of fallen trees in a forested or wilderness area is not normally eligible.  Removal of cut trees from subdivisions under development or off the right-of-way in rural areas is typically not eligible, as this condition generally does not pose an immediate threat.  Reimbursement for stump removal is extremely limited. o Normally, reimbursement is limited to removing stumps that have been uprooted and are in an area where they would be a safety hazard. If a tree has been broken, instead of uprooted, the “stump hazard” is removed by cutting the tree at ground level.

Animal Removal
 Disposal of companion animals present unique challenges.  Local emergency managers need to be involved if extensive numbers of dead animals are found.  Because of potential health issues, disposal of dead animals needs to be addressed quickly.  Disposal methods, burning or burying, need to be coordinated with appropriate environmental agencies.
 A specialty contractor may be needed to appropriately pick-up, haul and dispose of the animals.

Note: California Department of Resources Recycling and Recovery (CalRecycle) has lists of venders for various areas on their website ( www.calrecycle.ca.gov) .

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Curbside Pickup
Generally, disaster-related debris from private property must be brought to the curbside and collected by an eligible applicant.

 Construction and demolition materials from repairs and reconstruction should not be placed at curbside.
 Items such as grass-clippings, household garbage, automobile parts, are not eligible.  Residents should not mix normal garbage with disaster debris. Normal garbage pickup schedules should resume as soon as possible.
 Segregation of the types of debris will make the process go smoother and faster. o Applicants may be asked to separate their debris into the following categories. ▪ Woody debris and yard waste.
▪ Household waste (damaged personal goods).
▪ Household Hazardous Waste (HHW); and
▪ Construction and Demolition (C&D) waste (removed by the homeowner, not as a result of reconstruction).
 The city, state, FEMA, should monitor the pickup activities to ensure that eligible materials are being collected and unnecessary mixing of debris does not occur. o The city should work with their state and federal counterparts to establish deadlines for debris pickup. The residents should be informed as soon as possible of the criteria for pickup, schedule and deadlines.
 Debris can be removed directly off private property under special circumstances. These instances must be documented.

Household Hazardous Wastes Removal
 Household Hazardous Waste (HHW) may be generated as a result of a major natural disaster.

Household Hazardous Waste (HHW) may consist of common household chemicals, propane tanks, oxygen bottles, batteries, and industrial and agricultural chemicals. These items will be mixed into the debris stream and will require close attention throughout the debris removal and disposal process.
 Arrange for salvageable hazardous materials to be collected and segregated based on their intended use. Properly trained personnel or Household Hazardous Waste (HHW) contractors should accomplish removal of hazardous waste. Coordinate with regulatory agencies to ensure cleanup actions meet local, county, state, and federal regulations.  Complete Household Hazardous Waste (HHW) identification and segregation before building demolition begins. Qualified contractors should remove Household Hazardous Waste (HHW) debris. Regular demolition contractors can remove uncontaminated debris.  A separate staging area for Household Hazardous Waste (HHW) materials, contaminated soils, and contaminated debris should be established at each Temporary Debris Storage and Reduction site. The staging area should be lined with an impermeable material and barrier to prevent contamination of the groundwater and surrounding area. Materials should be removed and disposed of using qualified Household Hazardous Waste (HHW) personnel/contractors in accordance with local, county, State and Federal regulations.

Major hazardous and toxic waste components are generally the responsibility of the Department of Toxic Substances Control and the Environmental Protection Agency.

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State
The Department of Toxic Substances Control regulates the following within the state:
 Regulate asbestos. (This could also fall under the Air Resources Board’s jurisdiction, or OSHA’s depending on whether the asbestos is being disposed of or ground up.)  Regulate lead (primarily lead based paint on wood and metal) and Household Hazardous Waste.  Regulate cleanup of hazardous materials.

Federal
FEMA regulates the following:
 The Public Assistance Officer will coordinate with Cal OES and FEMA Headquarters at the beginning of a disaster to determine if there have been any agreements with the EPA on addressing HAZMAT for the specific disaster.
o For example, FEMA HQ may determine if retrieving and disposing of orphan drums and barrels will be funded by FEMA or through the EPA.
 FEMA generally will fund the removal and disposal of Household Hazardous Waste.  FEMA may provide technical assistance to states on disposal methods.  Activities related to long-term cleanup are generally not eligible for FEMA funding.  Once the debris is removed from the damaged area, it will be taken to temporary debris storage and reduction sites.
 Removal and disposal actions should be handled at the lowest level possible based on the magnitude of the event. It follows the normal chain of responsibility, i.e., local level, county level, state level, and when resources are exceeded at each level of responsibility, federal assistance may be requested according to established procedures. Because of the limited debris removal and reduction resources, the establishment and operation of Temporary Debris Storage and Reduction sites are generally accomplished by contracts.  The Debris Management Task Force should review all debris disposal contracts.  Site Preparation. The topography and soil conditions should be evaluated to determine best site layout. Consider ways to make remediation and restoration easier when planning site preparation.
 Site Operations. Site preparation and operation are usually left up to the contractor, but guidance can help avoid problems with the ultimate closeout.
 Establish lined temporary storage areas for ash, Household Hazardous Waste (HHW), fuels, and other materials that can contaminate soils, groundwater and surface water. Set up plastic liners, when possible, under stationary equipment such as generators and mobile lighting plants. Include this as a requirement of the contract scope of work.
 If the site is also an equipment staging area, monitor fueling and equipment repair to prevent and mitigate spills such as petroleum products and hydraulic fluids. Include clauses in contract scope of work to require immediate cleanup by the contractor.  Be aware of and mitigate things that will irritate the neighbors such as:
o Smoke – proper construction and operation of incineration pits. Don’t overload air curtains.
o Dust – employ water trucks.
o Noise – construct perimeter berms.
o Traffic – proper layout of ingress and egress procedures to help traffic flow.

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6. Debris Reduction Methods

NOTE: INCINERATION METHOD IS FOR INFORMATIONAL PURPOSES ONLY. IF CONSIDERING

INCINERATION PLEASE CONTACT THE AIR POLLUTION CONTROL DISTRICT (APCD) SAN LUIS OBISPO COUNTY.

Volume Reduction by Incineration
 There are several incineration methods available including uncontrolled open incineration, controlled open incineration, air curtain pit incineration, and refractor lined pit incineration. The Debris Management Task Force should consider each incineration method before selection and implementation as part of the overall volume reduction strategy.  Uncontrolled Open Incineration: Uncontrolled open incineration is the least desirable method of volume reduction because it lacks environmental control. However, in the haste to make progress, waivers to allow this method of reduction early in a disaster.  Controlled Open Incineration: Controlled open incineration is a cost-effective method for reducing clean woody debris in rural areas. This option must be terminated if mixed debris such as treated lumber, poles, nails, bolts, tin and aluminum sheeting enters the waste flow. Clean woody tree debris presents little environmental damage and the local agricultural community can use the resulting ash as a soil additive. Department of Agriculture and county agricultural personnel should be consulted to determine if and how the resulting ash can be recycled as a soil additive.
 Air Curtain Pit Incineration: Air curtain pit incineration offers an effective means to expedite the volume reduction process by substantially reducing the environmental concerns caused by open incineration. Specifications and statements of work should be developed to expedite the proper use of the systems, because experience has shown that many contractors and subcontractors are not fully knowledgeable of the system operating parameters.  Refractor Lined Pit Incineration: Pre-manufactured refractory lined pit burners are an alternative to air curtain open pit incineration. The units can be erected on site in a minimal amount of time.

Some are portable and others must be built in-place. The units are especially suited for locations with high water tables, sandy soil, or where materials are not available to build above ground pits.

The engineered features designed into the units allow for a reduction rate of approximately 95% with a minimum of air pollution. The air curtain traps smoke and small particles and recirculates them to enhance combustion that reaches over 2,500 degrees Fahrenheit. Manufacturers claim that combustion rates of about 25 tons per hour are achievable while still meeting emission standards.

 Local officials, environmental groups, and local citizens should be thoroughly briefed on the type of incineration method being used, how the systems work, environmental standards, health issues, and the risk associated with each type of incineration. PIOs should take the initiative to keep the public informed. A proactive public information strategy to include press releases and media broadcasts should be included in any operation that envisions incineration as a primary means of volume reduction.

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Environmental Controls
Environmental controls are essential for all incineration methods, and the following should be considered:
A setback of at least 1,000 feet should be maintained between the debris piles and the incineration area. Keep at least 1,000 feet between the incineration area and the nearest building. Contractors should use fencing and warning signs to keep the public away from the incineration area.
The fire should be extinguished approximately two hours before anticipated removal of the ash mound. The ash mound should be removed when it reaches 2 feet below the lip of the incineration pit.
The incineration area should be placed in an above ground or below ground pit that is no wider than 8 feet and between 9 and 14 feet deep.
The incineration pits should be constructed with limestone and reinforced with earth anchors or wire mesh to support the weight of the loaders. There should be a 1-foot impervious layer of clay or limestone on the bottom of the pit to seal the ash from the aquifer. The ends of the pits should be sealed with dirt or ash to a height of 4 feet. A 12-inch dirt seal should be placed on the lip of the incineration pit area to seal the blower nozzle.
The nozzle should be 3 to 6 inches from the end of the pit. There should be 1-foot high, unburnable warning stops along the edge of the pit’s length to prevent the loader from damaging the lip of the incineration pit. Hazardous or contaminated ignitable material should not be placed in the pit. This is to prevent contained explosions.
The airflow should hit the wall of the pit about 2 feet below the top edge of the pit, and the debris should not break the path of the airflow except during dumping. The pit should be no longer than the length of the blower system, and the pit should be loaded uniformly along the length.

Volume Reduction by Grinding and Chipping
Various disasters impacting the city may present the opportunity to employ large-scale grinding and chipping operations as part of the overall debris volume reduction strategy. Windstorms can blow away scarce topsoil in the agricultural areas and cause extensive tree damage and blow- down. This two-fold loss, combined with local climatic conditions, may present an excellent opportunity to reduce clean woody debris into suitable mulch that can be used to replenish the topsoil and retain soil moisture.
Grinding and chipping woody debris is a viable reduction method. Although grinding and chipping is more expensive than incineration, it is more environmentally friendly, and the resulting product, mulch, can be recycled. In some locations the mulch will be a desirable product because of shallow topsoil conditions. In other locations it may become a landfill product. Grinding and chipping woody debris reduces the large amounts of tree blow -down. Chipping operations are suitable where streets are narrow or in groves of trees where it is cheaper to reduce the woody vegetation to mulch than to move it to a central grinding site and then returning it to the affected area. This reduces the costs associated with double handling. The Debris Management Task Force should work closely with local environmental and agricultural groups to determine if there is a market for mulch. Another source for disposal of ground woody debris may be as an alternative fuel for industrial heating or for use in a cogeneration plant. There are numerous makes and models of grinders and chippers on the market. When

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contracting, the most important item to specify is the size of the mulch. If the grinding operation is strictly for volume reduction, size is not important. However, mulch to be used for agricultural purposes must be of a certain size and be virtually free of paper, plastic and dirt.  The average size of wood chips produced should not exceed 4 inches in length and ó inch in diameter. Production output should average 100 to 150 cubic yards per hour when debris is moderately contaminated, which slows feeding operations, and 200 to 250 cubic yards per hour for relatively clean debris. Note that this is not machine capability; this is contractor output or performance capability.
 Contaminants are all materials other than wood products and should be held to 10% or less for the mulch to be acceptable. Plastics are a big problem and should be eliminated completely. To help eliminate contaminants, root rake loaders should be used to feed or crowd materials to the grapplers.
 Bucket-loaders tend to scoop up earth, which is a contaminant and causes excessive wear on the grinder or chipper. Hand laborers should remove contaminants prior to feeding the grinders.

Shaker screens should be used when processing stumps with root balls or when large amounts of soil are present in the woody debris.
 Chippers are ideal for use in residential areas, orchards, or groves. The number of damaged and uprooted trees presents significant problems if they are pushed to the rights-of-way for eventual pickup and transport to staging and reduction sites. The costs associated with chipping are reasonable because the material does not need to be transported twice.  Grinders are ideal for use at debris staging and reduction sites because of their high-volume reduction capacity. Locating the grinders is critical from a noise and safety point -of-view.

Moreover, there is a need for a large area to hold the woody debris and an area to hold the resulting mulch. Ingress and egress to the site is also an important consideration.

Volume Reduction by Recycling
 Recycling reduces mixed debris volume before it is hauled to a landfill. Recycling is attractive and strongly supported by Pismo Beach because there may be an economic value to the recovered material if it can be sorted and sold. A portable Materials Recovery Facility could be set up at the site.
 Metals, wood, and soils are prime candidates for recycling. The major drawback is the potential environmental impact of the recycling operation. In areas where there is a large usage of chemical agricultural fertilizer, the recovered soil may be too contaminated for use on residential or existing agricultural land.
 Recycling should be considered early in the debris removal and disposal operation because it may present an opportunity to reduce the overall cost of the operation. The following materials are suitable for recycling.
 Metals. There may be extensive damage to mobile homes, sun porches, and green houses. Most of the metals are non-ferrous and suitable for recycling. Trailer frames and other ferrous metals are also suitable for recycling. Metals can be separated using an electromagnet.  Metals that have been processed for recycling can be sold to metal recycling firms.  Soil. Cleanup operations using large pieces of equipment pick up large amounts of soil. The soil is transported to the staging and reduction sites where it is combined with other organic materials that will decompose over time. Large amounts of soil can be recovered if the material is put through some type of screen or shaker system. This procedure can produce significant amounts of soil that can either be sold or recycled back into the agricultural community. This soil could also be used at local landfills for cover. It is more expensive to transport and pay tipping fees at local

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landfills than to sort out the heavy dirt before moving the material. Monitoring and testing of the soil may be necessary to ensure that it is not contaminated with chemicals.  Wood. Woody debris can be either ground or chipped into mulch.  Construction Material. Concrete block and other building materials can be ground and used for other purposes if there is a ready market. Construction materials and wood can also be shredded to reduce volume. This construction material could also be used at local landfills for cover.  Residue Material. Residue material that cannot be recycled, such as cloth, rugs, and trash, can be sent to a landfill for final disposal.

7. Demolition of a Damaged Public Facility or Privately Owned Building

State Regulations:

Under Title 19, § 2930(4), the agency secretary under the following standards approves demolition of a damaged public facility or privately owned building:
• The local agency must clearly possess the legal authority and responsibility to demolish the damaged facility. The local agency must also show that such demolition does not constitute a “taking” which would require the payment of compensation to the proper ty owner.
• The local agency requesting approval of building demolition of privately owned buildings must be able to demonstrate that the property owner has no other source of funding to pay for structure demolition.
• The local agency must have inspected each building and determined it to be a health or safety hazard. The local agency must have a certification to this effect signed by the appropriate agency official.
• The local agency must have a signed statement from the property owner to the effect that the property owner does not have insurance covering the damage or the demolition of the building.
• The local agency must have a signed statement from the property owner giving the local agency the right of entry and absolving the local agency and the state of any liability relative to demolition and removal.
• The local agency must also comply with any other applicable state or federal health and safety regulation, law, or general requirements; and,
• Eligibility is limited to the cost of demolishing designated buildings to the top of the foundation, removal and hauling debris to the waste-site, and back filling of basements to a safe condition.

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Federal Regulations:

Sections 403 and 407 of the Stafford Act allow for the demolition of unsafe public or private structures that pose an immediate threat to life, property, or public health and safety.  The following is a summary of the key items of the FEMA Policy: Demolition of Private and Public Facilities (FEMA 9523.4) November 9, 1999, included in the Policies Section, and other references. o Public and Private Non-Profit Eligible Facilities.
▪ Section 403 requires that the structures must be damaged by the disaster. ▪ The structures must be determined to be unsafe and pose an immediate danger to the public. This determination must be made by local officials and verified by State and Federal officials.
▪ Work must be completed within Emergency Work deadlines (44 CFR 206.204 – 6 months plus extensions).
▪ Additionally, Section 407 allows for demolition in the public interest, ensuring economic recovery, but this only applies when the first two criteria above are met to the satisfaction of the Regional Director, and the structures have been uninhabited since the major disaster. The timeline for emergency work completion does not govern this authority.
o Private Structures.
▪ The structures must meet the first three criteria defined above for public and private non-profit facilities.
▪ Liability and legal permission requirements must be met. ▪ Slabs or foundations, broken or intact, generally do not present a health or safety hazard to the general public. Slabs removed primarily for reconstruction are not eligible.
▪ Individuals, private organizations and private non-profits will not be reimbursed for their efforts on their own property.
o For health and safety reasons, the following demolition costs are eligible:
▪ Capping wells.
▪ Pumping and capping septic tanks.
▪ Filling in basements and swimming pools.
o Not eligible activities include:
▪ Concrete slabs removed for reconstruction purposes, even when brought to the curbside.
▪ Removal or covering of pads and driveways.
▪ Structures condemned as safety hazards before the disaster. ▪ Habitable, but not yet damaged, structures even when they are in danger of destruction (for example, on a failing slope).
o Section 404 Hazard Mitigation.
▪ When part of the Section 404 Hazard Mitigation buyout and relocation project, the removal of substantially damaged structures including slabs, driveways, fencing, garages, sheds and similar appurtenances are eligible. o Insurance must be considered.
 All work must be reviewed in accordance with environmental, historic and other Federal laws.

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Other Considerations
Demolition of a structure is not always the most cost-effective health and safety alternative. For example, “attractive nuisances” where structural integrity has not been compromised, cleaning and securing the facility may be the best option.

8. Temporary Debris Storage and Reduction Site Close-Out Procedures

 Each Temporary Debris Storage and Reduction site will eventually be emptied of all material and be restored to its previous condition and use. The contractor should be required to remove and dispose of all mixed debris, construction and demolition (C&D) debris, and debris residue to approved landfills. Quality assurance inspectors should monitor all closeout and disposal activities to ensure that contractors complied with contract specifications. Additional measures will be necessary to meet local, county, state and federal environmental requirements because of the nature of the staging and reduction operation.
 The Debris Management Task Force must assure that all sites are properly remediated. There will be significant costs associated with this operation as well as scrutiny by the local press and environmental groups. Site remediation will go smoothly if baseline data collection and site operation procedures are followed.
 The basic close-out steps are to remove all debris from the site; conduct an environmental audit or assessment; develop a remediation or restoration plan approved by the appropriate environmental agency; execute the plan; get acceptance from the landowner; and terminate lease payments, if applicable. The key to timely closeout of the mission is the efficient scheduling of the above activities for multiple sites. Therefore, critical path scheduling of all the activities as far in advance as possible will minimize down time between steps.  Environmental Restoration. Stockpiled debris will be a mix of woody vegetation, construction material, household items, and yard waste. Household Hazardous Waste and medical wastes should be segregated and removed prior to stockpiling. Activities at the debris disposal sites will include anyone or a combination of the following activities: stockpiling, sorting, recycling, incineration, grinding, and chipping. Incineration is done in air curtain pits and generally only woody debris is incinerated; however, the efficiency of the incineration and the quality of incineration material is highly variable. Contamination may occur from petroleum spills at staging and reduction sites or runoff from the debris piles, incineration sites, and ash piles.  Site Remediation. During the debris removal process and after the material has been removed from each of the debris sites, environmental monitoring will be needed to close each of the sites.

This is to ensure that no long-term environmental contamination is left on the site. The monitoring should be done on three different media: ash, soil, and groundwater.  The monitoring of the ash should consist of chemical testing to determine the suitability of the material for land filling.
 Monitoring of the soils should be by portable methods to determine if any of the soils are contaminated by volatile hydrocarbons. The contractors may do this if it is determined that hazardous material, such as oil or diesel fuel was spilled on the site. This phase of the monitoring should be done after the stockpiles are removed from the site.  The monitoring of the groundwater should be done on selected sites to determine the probable effects of rainfall leaching through either the ash areas or the stockpile areas.  Consider the following requirements to closeout a temporary staging and reduction site(s). o Coordinate with city, county, and state officials responsible for construction, real estate, project management, and legal counsel regarding requirements and support for

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implementation of a site remediation plan.
o Establish a testing and monitoring program. The contractor should be responsible for environmental restoration of both public and leased sites. Contractors will also be required to remove all debris from sites for final disposal at landfills prior to closure. o Reference appropriate and applicable environmental regulations. o Prioritize site closures.
o Schedule closeout activities.
o Determine separate protocols for air, water and soil testing. o Develop cost estimates.
o Develop decision criteria for certifying satisfactory closure based on limited baseline information.
o Develop administrative procedures and contractual arrangements for closure phase. o Inform City, County, and State environmental agencies regarding acceptability of program and established requirements.
o Designate approving authority to review and evaluate closure activities and progress. o Retain staff during closure phase to develop site-specific remediation for sites, as needed, based on information obtained from the closure checklist.

9.Debris Forecasting and Estimating
Introduction
The purpose of this section is to present various debris forecasting and estimating techniques including various tools and rules of thumb to assist the Debris Manager in planning for large scale debris operations.

The determination of the quantity and type of debris is critical to debris management. The management of Debris Management Sites and the possible need for state and federal resources will require a reasonably accurate estimate of debris quantities.

Forecasting
Debris forecasting is normally a pre-disaster technique used to predict debris quantities.

Certain planning assumptions must be made concerning the type and magnitude of debris generating events.

For instance, the plan would assume that a specific type of event, such as a major earthquake in a heavily populated area, would affect the area with large quantities of primarily construction and demolition debris. Debris Forecasting can also be used to determine the type and number of stand-by contracts required to remove and dispose of the predicted debris. Pre-disaster plan development
Predicts debris quantities
Can determine type and number of contracts needed

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Estimating
Debris estimating is normally used in a post-disaster situation to establish a reasonable estimate of the actual debris quantities and mix.

Debris estimates will be used to determine a community’s actual capability to handle the situation.

Debris estimates will be used to determine the actual need for Debris Management Sites, contracts and landfill space requirements.
 Post-disaster plan implementation
 Estimate of actual debris
 Determines community’s actual debris
 Management capabilities

There are three basic techniques that are used for debris forecasting:
 An analysis of prior debris generating events can be conducted for your community or a similar community. With this analysis completed it may be possible to plan for effective response to similar type events. However, because the event may have been limited in scope or experienced debris staff is no longer available, this method has severe limitations.  More commonly, a community-based risk analysis is completed to determine the types and quantities of debris generated by various events. This analysis is then used as a critical component of the debris management plan.
 Computers can be used for both of the first two techniques to perform calculations and present the analysis. However, there are a range of computer-based prediction models available to perform some of the more routine calculations, use a community’s Geographical Information System (GIS) and plan for any number of event scenarios.

When these three techniques are combined a very effective analysis can be completed.

In order to complete an historical analysis of prior debris events, some basic information should be gathered:
 Prior event(s) should be selected from your community or from communities who have experienced the type of disaster you have forecasted for your community.  Key staff members responsible for debris activities should be interviewed to determine procedures that were effective and those that were not.

An analysis of any effect in changes to the way your community would be able to respond to such events as:
 Land use changes that may increase or decrease the types of debris generated.  A significant decrease in your landfill capacity or more current landfill regulations may have a very severe impact.
 An increase or decrease in your community’s engineering or solid waste department staff could also make a difference in your response capability.
 A simple method can be used to systematically forecast the type and quantity of debris for a community.
 First, obtain detailed maps of your community and highlight them with an indication of the type of land use in each area, such as urban, industrial, and mixed use. This area separation will make your analysis as similar land use areas can be assumed to