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Probability of Future Events
Although the timing of the outbreak of a pandemic or other public health emergency is difficult to predict, they will likely continue to occur and have a greater than one percent chance of occurring in any year.
2.2.8 Severe Weather Tornados, High Winds and Excessive Heat Severe weather refers to any dangerous meteorological phenomena with the potential to cause damage, serious social disruption or loss of human life. It includes thunderstorms, downbursts, tornadoes, waterspouts, snowstorms, ice storms, severe heat and dust storms. Severe weather events can be categorized into two groups: those that form over wide geographic areas are classified as generally severe weather; those with a more limited geographic area are classified as localized severe weather. Severe weather, technically, is different from extreme weather, which refers to unusual weather events which are at the extremes of the historical distribution for a given area.
Several types of severe weather events typically impact Contra Costa County:
thunderstorms with damaging winds, tornados, severe heat and flooding. Tornados, damaging winds and severe heat occurring in Contra Costa County are described in detail in the following sections.
Location
The entire City is susceptible to tornados, high winds and extreme heat.
Extent
The Fujita scale and the Enhanced Fujita Scale rate tornadoes by damage caused. The Enhanced Fujita (EF) Scale was an update to the older Fujita scale, by expert elicitation, using engineered wind estimates and better damage descriptions. The EF Scale was designed so that a tornado rated on the Fujita scale would receive the same numerical rating and was implemented starting in the U.S. in 2007.
Previous Occurrences
There have been two recorded tornado/funnel cloud events with Contra Costa County since 1950. Both were F0-rated events that caused little damage. On January 23, 2010, an F1 tornado occurred in Brentwood. The tornado crossed power lines and destroyed a utility pole. Fifty-five customers lost power. Generally, tornados are not considered a high risk for the City.
Probability of Future Events
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Based upon past occurrences, high and potentially damaging winds are likely to occur slightly less than one day a year.
2.2.9 Wildland Fire
As defined in the California Department of Forestry and Fire Protection (CAL FIRE) 2024 Strategic Fire Plan, a wildfire event is an unwanted wildland fire including unauthorized human-caused fires, escaped wildfire use events, escaped prescribed wildfire projects and all other wildfires.
Location
In Contra Costa County, 118,509 acres are located in wildland urban interface areas and approximately 37,721 acres are in a high, very high or extreme Fire Hazard Severity Zone.
The southern portion of the City is in the high-to very high fire zone region based on 2024 Cal Fire, Fire Hazard Severity Zone Viewer.
Extent
Fire Severity Zones are used in determining additional protective measures required when building new structures or remodeling older structures within a particular zone. Additional measures must be taken on the property around a structure in the higher ran ked fire Severity Zones.
Fire hazard mapping is a way to measure the physical fire behavior to predict the damage a fire is likely to cause. Fire hazard measurement includes vegetative fuels, probability of speed at which a wildfire moves, the amount of heat the fire produces, and most importantly, the burning fire brands that the fire sends ahead of the flaming front.
The model is used to develop the information in accounts for topography, especially the steepness of the slopes (i.e., fires burn faster as they burn up -slope). Weather (e.g., temperature, humidity, wind) also significantly influences fire behavior. The areas depicted as moderate and high are of particular concern, and potential fire risk in these areas is constantly increasing as human development and the wildland urban interface areas expand.
Previous Occurrences
Contra Costa County has received two (2) state and no federal disaster declarations related to fire between 1950 and 2022. The SCU (Santa Clara Unit) Lightning Complex fires were wildfires that burned in the Diablo Range in California in August and September 2020 as part of the 2020 California wildfire season. The fire complex consisted of fires in Santa Clara, Alameda, Contra Costa, San Joaquin, Merced and Stanislaus counties. The
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name is derived from the three -letter designation given to the CAL FIRE division responsible for the Santa Clara, Alameda, Contra Costa, and parts of San Joaquin and Stanislaus counties, and the complex consisted of several distinct fires occurring in this region.
The complex fire burned a total of 393,624 acres from August 16 to October 1, 2020. CAL FIRE maintained responsibility for the incident throughout its duration where 222 structures were destroyed and six (6) injuries were reported.
There have been numerous small fires that did not result in disaster declarations. Typically, there are several fires a year predominantly in the Diablo Range/East Bay Hills.
Probability of Future Fire
Wildfires cannot be accurately predicted. It is possible that a fire in the wildland/urban interface south of the City could impact City communities. Recently, northern California wildfires have demonstrated more destructive behavior than in the past, burn ing paths down from the hills and into residential neighborhoods. Additionally, peat fires which occur in the Sacramento/San Juaquin Delta on reclaimed land east of the City can result in heavy smoke. This can affect air quality and result in hazardous atmospheric particulate matter.
2.2.10 Terrorism
Pittsburg is home to businesses and government agencies, transportation infrastructure, tourist attractions, historic sites and cultural facilities that are vulnerable to terrorist attack.
Terrorism is a continuing threat throughout the world and within th e U.S. A variety of political, social, religious, cultural, and economic factors underlie terrorist activities.
Terrorists typically target civilians with a goal of instilling fear to advance their agenda. The media interest generated by terrorist attacks makes this a high visibility threat. Although the City is not likely to be the target of extreme terrorism, the threat of such an attack will continue to be evaluated by the Pittsburg Police Department in collaboration with state and federal agencies to mitigate this threat to the extent possible.
Location
There is a wide range of motivations for terrorist attacks. They can be for or against almost any issue, religious belief, political position or group of people of one national origin or another. Because of the tremendous variety of causes supported by terrorists and the wide variety of potential targets, there is no place that is truly safe from terrorism. Primary locations likely to be targets include airports, mass transit targets, government facilities and high population density locations, although so -called “soft targets” such as schools, local entertainments facilities, etc., are also at risk.
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The City is home to power plants, water utilities, refineries, rail stations, colleges, and chemical manufacturers, all of which could be a target for terrorism.
Extent
Terrorist acts may cause casualties, extensive property damage, fires, flooding and other subsequent hazards. Incidents generating significant mass casualties make preparedness and the mechanisms for effective response essential. In addition to large-scale attacks, a full range of terrorism tactics must be considered, including simple bombings, chemical or biological incidents, explosions and cyber -attacks, bomb threats, and the use of radiological and nuclear materials. Use of explosive devices remains the weapon of choice for terrorist activity.
Previous Occurrences
Although the City has not had a terrorist attack, there have been many incidents within Contra Costa County.
Probability of Future Events
While terrorism is a serious concern, there is a low probability of a terrorist event in the City due to its low population density and distance from the larger cities of San Francisco and Oakland.
2.2.11 Pipeline Failures
Although pipelines are the safest and most reliable way to transport natural gas, crude oil, liquid petroleum products and chemical products, there is still an inherent risk due to the nature of the hazardous materials being conveyed. Pipeline transported products present the possibility of hazardous releases that may ignite, damage the environment or pose a health threat to the community as an airborne plume or water contaminant.
Location
Pipelines owned and operated by Shell Oil, Chevron, Kinder Morgan, and Pacific Gas & Electric (PG&E) companies run beneath the City’s streets. Pipelines are primarily underground, which keeps them away from public contact and accidental damage. Despite safety and efficiency statistics, increases in energy consumption and population growth near pipelines present the potential for a pipeline emergency incident.
While pipelines are generally the safest method of transporting hazardous chemicals, they are not failsafe. Pipeline product releases, whether in the form of a slow leak or violent rupture, are a risk in any community.
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Extent
The extent of a hazardous material spill may vary from significant impacts causing injuries and evacuation to minor impacts requiring minimal cleanup. Hazardous materials releases can be harmful in the following ways:
• Chemical, biological, and radiological agents can cause significant health risks to those exposed to them; biological agents can be additionally dangerous if they are infectious. Flammable and explosive materials also present life safety concerns when exposed to heat.
• Oil spills can present an immediate fire hazard and can contaminate drinking water supplies. Any release of hazardous material requires a thorough and careful clean-up of the site and decontamination of those exposed. Clean -up and recovery are time and cost consuming.
• Delays caused by hazardous materials releases and the ensuing evacuation and cleanup processes could lead to significant economic losses due to traffic delays (mobile releases) or operational shut-down (fixed facilities). • Overall, hazardous materials can cause death, serious injury, long -lasting health effects, and damage to buildings, the environment, homes and other properties.
Previous Occurrences
Although there have been no pipeline failure incidents that have affected communities in the City, several incidents have occurred in the region. Some of the more significant events include:
• Moraga, California – March 3, 2016, heavy rains resulted in runoff that created a sinkhole at the corner of Rheem Boulevard and Center Street near Moraga Road. The pavement collapsed swallowing a signal light and punctured a four -inch natural gas pipeline. Rapid reaction by PG&E to shut down the line prevented ignition. Over 2,000 Moraga residents were without gas for 24-36 hours.
• San Bruno, California – September 9, 2010, a 30 -inch-diameter segment of an intrastate natural gas transmission pipeline known as Line 132, owned and operated by PG&E, ruptured in a residential area in San Bruno, California. The rupture produced a crater about 72 feet long by 26 feet wide. PG&E estimated that 47.6 million standard cubic feet of natural gas was released. The released natural gas ignited, resulting in a fire that destroyed 38 homes and damaged 70. Eight (8) people were killed, many were injured, and many more were evacuated from the area. • Walnut Creek, California – On November 10, 2004, a fireball blast, several stories high, roared out of the ground near downtown Walnut Creek, killing two (2)
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construction workers, injuring six (6) and leaving two (2) workers missing, after two (2) crews contracted by Mountain Cascade Inc. of Livermore , accidentally cut an underground jet fuel line as they were installing a large water main for the East Bay Municipal Utility District.
Probability of Future Events
While there are numerous flammable fluid pipelines that run underneath the City, incidents are rare, based upon past occurrences. There is a low probability of a severe pipeline emergency.
2.2.12 Climate Change
The earth’s climate is changing. The State has warmed about two degrees F (2°F) in the last century. Throughout the southwestern U.S., heat waves are becoming more common, and snow is melting earlier in spring. In the coming decades, changing climate is likely to decrease the flow of water in the Colorado River, threaten the health of livestock, increase the frequency and intensity of wildfires, and convert some rangelands to desert.
Location
Warming and climate change are occurring globally with wide variations based on location and latitude. The polar regions have experienced particularly rapid changes in climate with increased ice melt and more sea-ice free days.
Extent
Climate change is likely to affect the entire earth’s population. More widespread drought and associated crop failure, movement of invasive species, more frequent wildfires, increased energy emergencies, and more intense climate events such as storms and extreme heat will occur throughout Southern California. Additionally, Sea Level Rise will increase costal flooding and coastal erosion. The entire planning area is subject to climate change.
Previous Occurrence
Climate change was first observed and documented in the late 1800s. It has been an increasingly constant hazard since that time with more significant effects during the past three decades than any other time in recorded history.
Probability of Future Events
Climate change is an ongoing and accelerating process. Essentially, it has occurred, is
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occurring, and will continue to occur for several decades, centuries, or longer.
3. Concept of Operations
This section identifies how the City organizes to manage, coordinate, and respond to emergencies within the context of existing emergency management and response doctrine, as well as current City legal authority, organization, and operations.
3.1 Phases of Emergency Management
In California, emergency management activities are associated with the five (5) phases indicated below. Not every disaster will necessarily include all the phases. All City Departments have responsibilities in one or more of the emergency management phases:
• Mitigation Phase
• Preparedness Phase
• Response Phase
• Recovery Phase
• Prevention Phase
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Figure 3-1: Five Phases of Emergency Management
3.1.1 Mitigation
Mitigation is aimed at preventing disasters or taking steps to reduce the impact of unavoidable disasters. Ideally, mitigation should occur before an emergency happens.
The Disaster Mitigation Act of 2000 (DMA) provided guidance for implementing mitigation activities including development of LHMPs. The city has an approved Hazard Mitigation Plan that was adopted in 2023. Mitigation activities include:
• Hazard Identification and Mapping
• Design and Construction Applications
• Land Use Planning
• Financial Incentives
• Insurance
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• Structural Controls
3.1.2 Preparedness
The preparedness phase involves activities undertaken in advance of an emergency or disaster to develop operational capabilities and effective responses to a disaster. Staff develop and maintain response and recovery plans to guide disaster operations.
Preparedness activities involve planning such as developing hazard analyses, training response personnel, and improving public readiness all aimed toward developing increased capabilities to respond to a disaster. Preparedness activities include:
• Reviewing and updating emergency plans, Standard Operating Plans (SOPs) / Standard Operating Guides (SOGs), and resource listings • Delivering pre-incident and post-incident public awareness information and education programs regarding disaster preparedness
• Inspecting and assessing the readiness of critical facilities • Training emergency response staff
• Maintaining the readiness of response resources
• Testing warning and communications systems
• Conducting exercises and drills to evaluate emergency response plans, procedures and processes
3.1.3 Response
Activities during this phase include saving and sustaining lives and protecting property and the environment by controlling the situation and minimizing the effects of the disaster. The City conducts immediate response operations by effective deployment of local government resources. Response operations include:
• Information collection and situation analysis
• Resource allocation and control
• Dissemination of accurate, timely emergency information and warnings to the public • Evacuation and rescue operations
• Medical care operations
• Care and shelter operations
• Access and perimeter control
• Public health operations
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• Restoration of vital services and utilities
When local resources are overwhelmed and additional support is required, requests for resources will be initiated through the Contra Costa Operational Area. For mutual aid within the California Master Mutual Aid Agreement, the Contra Costa County Fire Prot ection District and/or the Pittsburg Police Department staff in the EOC will request mutual aid directly through the Contra Costa Operational Area EOC to the regional mutual aid coordinators. The Logistics Resource Unit will track mutual aid resources and the Finance Section will provide accounting data for them.
Depending on the severity of the emergency, the City EOC may be activated. The Contra Costa Operational Area may then activate the Operational Area EOC depending on the scope and severity of the situation. The Operational Area may also request a gubernatorial proclamation of a State of Emergency. Should a State of Emergency be proclaimed, state agencies will, to the extent possible, respond to requests for assistance. Cal OES will then activate a Regional EOC (REOC) and the State Operations Center (SOC) in Sacramento to support state agencies and other entities in the affected areas and manage and coordinate the State’s emergency response operations. The Cal OES Coastal REOC in Walnut Creek, 1340 Treat Blvd, Suite 270, Walnut Creek, CA 94597, will support the Contra Costa Operational Area.
If the Governor requests and receives a Presidential Declaration of an Emergency or a Major Disaster under Public Law 93 -288, he will appoint a State Coordinating Officer (SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and manage state and federal recovery efforts in supporting local operations in accordance with the National Response Framework and other directives.
Sustained Emergency Response – In addition to continuing life safety and property protection, operations, life sustainment operations such as mass care, relocation, registration of displaced persons, and damage assessment operations will be initiated during sustained emergencies.
3.1.4 Recovery
Recovery operations involve restoring essential services, community rebuilding, and reconstitution of infrastructure. City recovery activities include developing an organization that can effectively access and implement federal and state recovery programs that provide financial and technical assistance after disasters. The National Disaster Recovery Framework (FEMA 2016) defines eight (8) guiding principles to maximize the opportunity for achieving recovery success. They are:
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1. Individual and Family Empowerment
2. Leadership and Local Primacy
3. Pre-Disaster Recovery Planning
4. Engaged Partnerships and Inclusiveness
5. Unity of Effort
6. Timeliness and Flexibility
7. Resilience and Sustainability
8. Psychological and Emotional Recovery
3.1.5 Prevention
Unlike other mission areas which are all-hazards by design, Presidential Policy Directive (PPD-8) specifically focuses Prevention-related activities on an imminent terrorist threat.
Prevention includes the intelligence, law enforcement and homeland defense activities conducted in the event of an act of terrorism in the homeland to determine if follow -on attacks are planned and to thwart and/or apprehend the adversary. Prevention actions include:
• Anticipating and identifying emerging and/or imminent threats through the intelligence cycle
• Sharing relevant, timely, and actionable information and analysis with Federal, state, local, private sector, and international partners and develop and disseminate appropriate classified/unclassified products
• Conducting operations to render safe and dispose of chemical, biological, radiological, nuclear and explosives (CBRNE) hazards in multiple locations and in all environments consistent with established protocols
• Preventing terrorism financial/material support from reaching its target consistent with established protocols
• Prevent terrorist acquisition of and the transfer of CBRNE materials, precursors, and related technology consistent with established protocols • Conducting tactical counterterrorism operations in multiple locations and in all environments consistent with established protocols
3.2 National Incident Management System (NIMS)
The City conforms to the requirements of SEMS and NIMS and uses the concepts of incident command, common terminology, span of control, and resource management
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common to both systems. In managing small incidents, the City applies standard operating processes and procedures and may not activate an incident command structure.
The NIMS provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent, nationwide approach to domestic emergency management applicable to all jurisdictional levels (public and private) and across functional disciplines. NIMS incorporates ICS, a standardized on - scene emergency management concept designed to provide an integrated organizational structure for single or multiple emergencies and to facilitate emergency response across jurisdictional boundaries.
3.3 Standardized Emergency Management System (SEMS)
SEMS is required by the California Emergency Services Act (Government Code Section 8607(a)) for managing multi-agency and multi-jurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of ICS, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept, and multiagency or inter-agency coordination.
State agencies are required to use SEMS, and local government entities must use SEMS to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.
Under SEMS, response activities are managed at the lowest possible organizational level.
SEMS consists of five (5) levels: Field, Local, Operational Area, Region, and State as illustrated below Figure 3-2. The City of Pittsburg utilizes SEMS during incidents that require a multi-agency response or when the incident involves multiple jurisdictions.
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Figure 3-2: SEMS Levels
Field Response – The Field Response level is where emergency response personnel and resources, under the command and control of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat (emergency operations that take place in the field such as evacuations, fire suppression, damage assessments or temporary construction are considered to occur at the Field level). The Pittsburg Police Department conducts law enforcement within the City. The City contracts with the Contra Costa County Fire Protection District for fire, rescue and emergency medical services.
These two agencies are the primary emergency service responders.
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The Pittsburg Police Department is located within City Hall at:
65 Civic Avenue, Pittsburg, CA 94565
The Contra Costa County Fire Protection District has the following stations located in the City:
Station 84
1903 Railroad Avenue
Pittsburg, CA 94565
Station 85
2331 Loveridge Road
Pittsburg, CA 94565
Station 87
800 W. Leland Road
Pittsburg, CA 94565
Additional departments that respond to assist the police and fire in emergency response include the Pittsburg Public Works Department, Development Services, and numerous utility companies, special districts and non-governmental organizations. SEMS regulations require the use of ICS at the field level of a multi -agency or multi-jurisdictional incident.
Requests for any resources or support that cannot be filled at the field level will be requested through a DOC or the City EOC.
Unified Command – Allows agencies with responsibility for an incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability. The Pittsburg Police Department and/or Contra Costa County Fire Protection District will implement or represent City field operations in a Unified Command when the situation requires a Unified Command.
Local Government – The Local Government level includes cities, counties, and special districts, and the administrative and coordinative operations of agencies thereof. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. As a condition of state reimbursement of response-related costs, local governments are required to use SEMS when the local EOC is activated or a Local Emergency is proclaimed.
Implementation of SEMS by the City is a cooperative effort of all departments with an emergency response role. The City Manager Department’s Environmental Affairs Manager and the Police Department Captain and Lieutenant lead the city to comply with SEMS requirements. They conduct the following activities:
• Communicates information within the City on SEMS requirements and guidelines • Coordinates SEMS development among departments and agencies • Identifies departments and agencies involved in field level response • Identifies departments and agencies with DOCs
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• Coordinates with other local governments, the Operational Area, and volunteer and private agencies on application of SEMS principles
• Ensures SEMS is incorporated into the City’s EOP and procedures • Ensures SEMS is incorporated into the City’s emergency ordinances, agreements, memoranda of understanding, etc.
• Identifies local volunteer and private agencies that have an emergency response role.
Contacts should be made to develop arrangements for coordination in emergencies.
Multi/Inter-Agency Coordination (MAC) – is defined as the participation of agencies and disciplines working together in a coordinated effort to facilitate decisions for overall emergency response activities including the sharing of critical resources and the prioritization of incidents. The City EOC functions as a MAC.
Operational Area – An Operational Area is the intermediate level of the State’s emergency management organization. The Operational Area level encompasses a county and is responsible for coordination among all political subdivisions located therein to include incorporated c ities and special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among Local governments within the Operational Area. The Operational Area operates an EOC and serves as the coordina tion and communication link between the Local government and Regional levels.
In Contra Costa County, t he Administrator of Emergency Services is the County Administrator. The County Administrator as Administrator of Emergency Services is legislated by County Ordinance Code 82-55 § 5 and 72-83 as defined in County Ordinance Code 42-2.602. The Administrator of Emergency Services is responsible for implementing the Contra Costa Operational Area Emergency Operations Plan. The Administrator of Emergency Services is supported by the Contra Costa County Sheriff’s Office of Emergency Services and has overall responsibility for the following:
• Developing response and recovery plans for the Operational Area and the unincorporated areas of the county
• Organizing and staffing the EOC and operating as the EOC Director • Operating communications and warning systems
• Providing information and guidance to the public and elected officials • Maintaining information on the status of resources, services, and operations • Directing overall operations
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• Obtaining support for the Contra Costa Operational Area and providing support to other jurisdictions as needed
• Identifying and analyzing potential hazards and recommending appropriate countermeasures
• Collecting, evaluating and disseminating damage assessment and other essential information
Activation of the Operational Area during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions:
• A local government within the Operational Area has activated its EOC and requested activation of the Operational Area EOC to support their emergency operations • Two (2) or more cities within the Operational Area have proclaimed a local emergency • The county and one or more cities have proclaimed a local emergency • A city, city and county, or county has requested a Governor’s proclamation of a State of Emergency, as defined in the Government Code Section 8558(b) • A State of Emergency has been proclaimed by the Governor for the county or two (2) or more cities within the operational area
• The Operational Area has requested resources from outside its boundaries. This does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements.
• The Operational Area has received resource requests from outside its boundaries.
This does not include resources used in normal day -to-day operations which are obtained through existing mutual aid agreements.
Regional Level and Regional Emergency Operations Center (REOC) – The Regional level is administered by the State and manages and coordinates information and resources among Operational Areas and within or between one or more mutual aid regions established by Cal OES. The Regional level coordinates overall State agency support for emergency response activities within the Region. California is divided into three Cal OES administrative regions – Inland, Coastal, and Southern; six (6) fire and rescue mutual aid regions; and seven (7) law enforcement mutual aid regions. The Regional level operates the REOC and serves as the coordination and communication link between the Operational Area and the State level.
There are 16 counties within the Coastal Administration Region, Region II, and 151 incorporated cities. The total population of all cities and counties in the Coastal Region is 8,090,270. Region II is located at:
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Cal OES Coastal Region
2333 Courage Dr. Suite H, Fairfield, CA 94533
(925) 953-1402 Office
(925) 953-1418 Fax
State Level and State Operations Center (SOC) – The State level of SEMS prioritizes tasks and coordinates State resources in response to the requests from the Regional level and coordinates mutual aid among the Regions. The State level also serves as the coordination and communication link between th e State and the Federal emergency response system. The State level requests assistance from other State governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with FEMA. The Cal OES SOC is located at:
3650 Schriever Avenue, Mather, CA 95655
3.4 Incident Command System (ICS)
NIMS and SEMS require emergency response agencies to use ICS for multi-agency, multi- jurisdictional incidents. ICS is a standardized, on-scene, all-hazards incident management approach that:
• Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure • Enables a coordinated response among various jurisdictions and functional agencies, both public and private
• Establishes common processes for planning and managing resources
ICS is used by all levels of government —federal, state, tribal, and local —as well as by many nongovernmental organizations and the private sector. ICS is also applicable across disciplines. It is structured to facilitate activities in five (5) major functi onal areas:
Command/Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. All the functional areas may or may not be used depending on the needs of the incident. The Pittsburg Police Department and/or Contra Costa County Fire Protection District utilize ICS during day -to-day responses and multi -agency response incidents.
SEMS regulations require local governments to provide for the five ICS functions as the basis for structuring the organization:
• Command/Management – Responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations
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• Operations – Responsible for coordinating all operations in support of the emergency response through implementation of the Incident or EOC Action Plan • Planning/Intelligence – Responsible for collecting, evaluating, and disseminating information to promote situational awareness, developing the Action Plan and After - Action Report (AAR) and maintaining documentation
• Logistics – Responsible for providing facilities, services, personnel, equipment, and materials in support of the incident
• Finance/Administration – Responsible for financial activities and other administrative aspects
3.5 Emergency Proclamations
A Local Emergency may be proclaimed by the City Council or by the City Manager, serving as the Director of Emergency Services as specified by Pittsburg Municipal Code Chapter
2.44.060. A Local Emergency proclaimed by the City Council must be ratified within seven (7) days. The governing body must review the need to continue the proclamation at least every 14 days until the Local Emergency is terminated. The Local Emergency may be terminated by resolution as soon as conditions warrant or terminates by expira tion after 14 days.
Proclamations are normally made when there is an actual incident, threat of disaster, or extreme peril to the safety of persons and property within the city caused by natural or technological situations. The proclamation of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency • Promulgate or suspend orders and regulations as necessary to provide for the protection of life and property including issuing orders or regulations imposing a curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements • Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any local official or employee • Requisition necessary personnel and materials from any local department or agency • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use
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• Impose penalties for violation of lawful orders
• Conduct emergency operations without incurring legal liability for performance or failure of performance (see Article 17 of the Emergency Services Act for privileges/immunities)
When the City proclaims a Local Emergency, they will notify the Contra Costa Operational Area EOC. The Local Emergency Proclamation will be faxed to the Contra Costa Operational Area EOC at (925) 646-1120. Requests for Fire and Law Enforcement mutual aid will be made through existing Regional Mutual Aid Coordinators that may be present at the Operational Area EOC. Other requests for mutual aid will be made through the Operational Area EOC General Staff.
3.5.1 State of Emergency
A State of Emergency may be proclaimed by the Governor when:
• Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the state caused by natural or technological incidents • The Governor is requested to do so by local authorities • The Governor finds that local authority is inadequate to cope with the emergency • Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any city, city and county, or county for outside assistance
When a State of Emergency has been proclaimed:
• The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area
• Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency
• The Governor may suspend the provisions of orders, rules or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business
• The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of their office • The Governor may promulgate, issue, and enforce orders and regulations deemed necessary
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3.5.2 State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, additionally:
• All State agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the Emergency Services Act
3.6 Pittsburg Emergency Organization
The city organizes and implements emergency operations at the field and local government levels of the SEMS. The City’s EOC and DOCs function to coordinate field level activities. City staff may serve as liaisons to the Operational Area level when requested.
3.6.1 Field Level Incident Command System
The concepts, principles and organizational structure of the ICS are used to manage all field operations. The size, complexity, hazard environment, and objectives of the situation will determine the ICS structure and the level of support that will be requi red by field activities. All incidents will be managed by developing operational objectives to be achieved that are clearly communicated to field and EOC staff through use of the action planning process.
Typically, an Incident Commander will communicate with the EOC Director as to the situation and resource status through Operations Section. Members of the Incident Command and General Staff will communicate with their counterparts in the EOC.
When multiple agencies respond to the incident, the Incident Commander will establish a Unified Command or Multi-Agency Coordination System (MACS) and any other supporting organizations will provide a representative who will report to the Liaison Officer. Other agencies including those from county, state and federal levels may participate in the Unified Command/MACS by assisting in identifying objectives, setting priorities, and allocating critical resources to the incident.
3.6.2 Field/EOC Communications and Coordination
The Communications Unit Leader in the Logistics Section, working with the Operations Section and City Police and County Fire Departments, will develop a Communications Plan outlining all emergency communications capabilities including radio channels and protocols to be used during an incident. The Incident Action Plan (IAP) developed for a
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specific incident will include the Emergency Communications Plan (ICS FORM 205).
Typically, field to EOC communications will occur at the Command and General Staff levels or, if they are established, field units will communicate with the DOC which will, in turn, relay the information to the appropriate section/function in the EOC. It is the responsibility of Incident Commander(s) to communicate critical information to the EOC Director in a timely manner. Annex E addresses EOC communications systems and processes in detail.
The Operational Area EOC will communicate situation and resource status information to the SOC via CalEOC, a WebEOC based emergency management response system.
3.6.3 Field/EOC Direction and Control Interface
The EOC Director will establish jurisdictional objectives and priorities and communicate those to all organizations through the EOC Action Plan. The EOC Action Plan does not direct or control field units but coordinates support for their activities. Incid ent Commander(s) will ensure incident objectives and priorities are consistent with those policies and guidelines established at the City level by the EOC Director.
3.6.4 Field/EOC Coordination with Department Operations Centers (DOCs)
If a department within the City establishes a DOC to coordinate and support their field activities, the DOC Manager will provide the location, time of establishment, and staffing information to the City EOC. All communications with the field units of that department will be directed to the DOC who will then relay situation and resource information to the City EOC. DOCs act as an intermediate communications and coordination link between field units and the City EOC. The Public Works Department and Police Department will typically operate DOCs.
3.7 Roles and Responsibilities
The following section describes roles and responsibilities for organizations supporting emergency responses.
3.7.1 City Departments
Below is a list of city departments and their role in emergency response.
City Attorney – Compliance and legal advice for EOC Management Team. Assist with ratification of local emergency and emergency orders. Acts in an advisory role to the Director of the EOC and the Policy Group.
City Council – Proclaim and/or ratify a local emergency, approve emergency orders and
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serve as City Official. Act in an advisory role to the City Manager.
City Clerk – During an election, staff may serve as a Deputy Director to the Police Department and provide subject matter expertise to help make informed decisions. In non- election situations, may provide support staff to assist the various sections of the EOC.
City Manager’s Office – The City Manager leads the Policy Group and is the interface between the EOC and the City Council. Provides staff to serve as the EOC / Joint Information Center (JIC) Public Information Officer, Equity Officer and appoints staff to special projects. Oversees the City’s emergency services function and provides staff to manage the EOC facility, assist EOC response team with SEMS/NIMS process and protocols, and serve an advisor to the EOC Director. The City Manager has the authority to activate the EOC and mobilize staff.
Community and Economic Development – Provides staff to the Management Section’s Policy Group and to the Business Operations Section to interface between city businesses and the City.
Finance – Provides staff to the Management Section’s Policy Group and to the Finance & Administration Section to serve as Section Chief, Cost Recovery Documentation Unit, and Cost Analysis Unit. Additionally, provides staff to the Logistics Section for the Information Technology (IT) Unit, Communications Unit and the EOC Systems Support Unit.
Fire Protection District – Provides staff to the Management Section’s Policy Group, EOC Director (Fire-led event) and to the Operations Section to serve as Section Chief and/or Fire Branch.
Human Resources – Provides staff for the Management Section’s Policy Group and Safety Officer. May staff the Personnel Unit under the Logistics Section.
Parks and Recreation – Provides staff to the Management Section’s Policy Group. May staff the Care and Shelter Branch under Operations Section and/or Facilities Unit in the Logistics Section.
Police Department – Provides staff to the Management Section’s Policy Group, EOC Director (Law Event) and to the Operations Section to serve as Section Chief and/or Law Branch.
Public Works – Provides staff to the Management Section’s Policy Group and to the Operations Section to serve as the Public Works Branch. Additionally, provides staff to the Operations Section to serve as the Utilities Unit.
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3.7.2 Special Districts, Private, and Non-Profit Organizations Volunteers
Depending on the event, EOC personnel can be composed of private and Nongovernmental Organizations (NGOs) who have technical expertise. As staff become available, volunteers will be incorporated into EOC operations.
Private Sector EOC Representatives
Private sector organizations play a key role before, during, and after an emergency. Private Sector Representatives can be composed of power, communication networks, transportation, security, and numerous other services upon which both response and recovery are particularly dependent.
Nongovernmental Organizations
NGOs play an important role before, during and after an emergency. NGOs such as the American Red Cross (ARC) and The Salvation Army are vital partners in supporting and promoting emergency preparedness, disaster response and mutual assistance.
3.8 Populations with Disabilities and Others with Access and Functional Needs
Priorities for emergency incidents will be providing effective alerting and warning messaging, conducting lifesaving operations, ordering and executing evacuations and providing shelter while addressing the issues related to communications, mobility, and accessibility. Included in the City’s planning efforts for those with disabilities and others with access and functional needs are:
• Staff trained in FAST and access to FAST through the State of California • Americans with Disabilities Act of 1990 ( ADA) compliant access to City programs, services, and facilities and ARC shelter facilities. The City either owns or has agreements in place with facility owners to operate shelters that meet ADA guidelines:
• Assistance with animal services for evacuation of service dogs and sheltering • Identified transportation assistance for those requiring physical assistance • Reverse telephone system for specific geographic areas • Notification and warning procedures
• Evacuation considerations
• Emergency transportation issues
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• Sheltering requirements
• Accessibility to medications, refrigeration and back-up power
3.8.1 Functional Needs Populations
Functional needs populations are those members of the community who may have additional needs before, during, and after an incident in functional areas, including, but not limited to, maintaining independence, communication, transportation, supervision and medical care. Individuals in need of additional response assistance may include those who have disabilities; who live in institutionalized settings; who are older adults; who are children; who are from diverse cultures; who have limited English proficiency or are non- English speaking; or who are transportation disadvantaged.
According to a 2010 study, there are almost 11 million people who identify as having a disability in California. Lessons learned in recent disasters concerning the integration of people with disabilities into community living and the growing aging population have shown that the existing paradigm of emergency planning and implementation must change.
These lessons learned show three (3) areas that are repeatedly identified as most important to people with disabilities and older adults: communications (alert, warning and notification), evacuation (transportation) and sheltering.
The city has created a GIS database, based on land use records and self-registration, of locations of Americans with Disabilities Act of 1990 / Access and Functional Needs (ADA/AFN) populations. This database is maintained by the Community Development Department in coordination with the Care and Shelter ADA/AFN / Animals Branch. It is important to note that the data in these databases can be outdated and unreliable, but it can serve as a baseline.
Additionally, the U.S. Department of Health and Human Services emPOWER program creates a partnership between the Administration for Strategic Preparedness and Response (ASPR) and the Centers for Medicare and Medicaid Services (CMS). This program provides federal data, mapping, and artificial intelligence tools, as well as training and resources, to help communities nationwide protect the health of at -risk Medicare beneficiaries, including 4.5 million individuals who live independently and rely on electricity-dependent durable medical and assistive equipment and devices, and/or certain essential health care services.
3.9 Animal Considerations
The Pets Evacuation and Transportation Standards Act of 2006 (PETS Act) directs that state and local emergency preparedness plans address the needs of people with pets and
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service animals after a major disaster, including the rescue, care and sheltering of animals.
The PETS Act amends the Stafford Act, and requires evacuation plans to consider the needs of individuals with household pets and service animals, prior to, during, and after a major disaster or emergency.
The Pittsburg Police Department, in conjunction with the Contra Costa County Animal Services Department, (925) 335-8300, leads the implementation of the PETS Act during emergency response. In conjunction with the Police Department, Contra Costa Animal Services will provide for the coordination of evacuation and sheltering of household and service animals in the event of a disaster. There are no animal shelters in the City. The City has a Memorandum of Understanding with the Pittsburg Unified School District to utilize select schools to provide shelter for residents with pets and service animals.
The closest shelters that provide rescue services in the event of animal evacuations are:
Shelters Address and contact information
Contra Costa Animal
Services
4800 Imhoff Place, Martinez, CA (925) 335-8300
Pinole Animal Shelter 910 San Pablo Avenue, Pinole, CA (510) 374-3966 Homeless Animals’ Lifeline
Organization (HALO)
Antioch, CA (925) 473-4642
Tony La Russa's Animal
Rescue Foundation
2800 Mitchell Drive, Walnut Creek CA 94598 (925) 256-
1273
Golden State Greyhound
Adoption
PMB 182, 2977 Ygnacio Valley Road, Walnut Creek, CA
94598
Phone: 925-946-0426
City of Antioch Animal
Services Department
300 "L" Street, Antioch, CA (925) 779-6989
The City may request assistance from the Contra Costa County Animal Response Team
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(CART). CART is a non -profit organization with a mission to shelter animals during a declared disaster. They have 40 volunteer members serving as disaster service volunteers. The organization is based out of the Contra Costa Animal Services Department. There is also the San Francisco Disaster Preparedness Coalition for Animals which has Disaster Animal Response Team (DART) volunteers that could assist the City with animal care in an emergency or disaster.
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4. Emergency Operations
This section provides details on operating procedures and essential elements of incident management to meet the particulars of the City’s emergency organization and operations while aligning with Concept of Emergency Operations described in Section 3.
The City’s emergency organizational structure includes field response by the Police Department, Public Works staff and other staff who may respond directly to an incident.
Contra Costa Fire Protection District provides field level response for firefighting and emergency medical services. The City also supports the local government level in the SEMS by activating and staffing an EOC and DOCs.
4.1 Emergency Organization
The City EOC is the focal point for managing incidents that cannot be dealt with by activity solely at the field level. The EOC then functions to support Incident Commander(s) at the field level by providing information collection, analysis and disseminati on, resource prioritization and allocation, and organizing logistics support. The EOC may be supported by DOCs that manage their own response resources such as the Department of Public Works. Other departments that may activate a DOC are:
• Public Works Department
• Police Department
Figure 4-1 depicts the City’s emergency response organization.
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Figure 4-1: City Emergency Response Organization
4.2 EOC Priorities
The City EOC is organized to manage, coordinate, and support emergencies using SEMS.
ICS, which is incorporated into SEMS, provides for management of emergencies in the field based on a command and control approach. The City uses ICS for EOC operations based on a management approach.
Priorities for EOC activities, regardless of hazard, are:
• Life/Safety
• Incident Stabilization
• Property Preservation
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4.2.1 Purpose and Functions of the EOC
The purpose of the City EOC is to provide a facility from which the organization’s response to an emergency can be effectively coordinated. During an emergency, the EOC will provide a single focal point for centralized activities to include:
• Decision-making at the operational level
• Management of information by developing, maintaining, displaying, and disseminating Situational Awareness of the incident
• Resource support to identify, obtain, and manage City and other resources for emergency operations
• Providing logistics support when multiple incident commands require coordination • Performing accounting and recordkeeping to track disaster costs • Providing liaisons to other organizations
The EOC performs these tasks by communicating across departments, agencies and jurisdictions to relieve on-scene command of the burden of external coordination, resource allocation, and information collection, verification, and dissemination. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall priorities.
The EOC is operated by City and other staff that are specially trained to perform their ICS position roles in emergency management. They provide support to Incident Commanders and DOCs, conduct public notification and warning, provide incident emergency and public communications, and manage resource coordination. The EOC facility has specialized equipment, information systems, and various tools that in conducting City-wide emergency response operations.
The EOC does not directly manage or command incidents. Field level emergency responders, such as the Police, Fire, and Public Works Departments are managed by on- scene Incident Commander(s). The role of the EOC is to collect, validate and organize incident information and to provide for the overall coordination of resources required during response and recovery operations.
Tasks performed by the EOC and processes to complete them are more fully described in Appendix C, EOC Operations and Detailed Position Checklists.
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4.2.2 EOC Locations
The City EOCs are located at:
Primary: Pittsburg City Hall
65 Civic Avenue, Pittsburg, CA 94565
Alternate 1: Marina Center
340 Marina Blvd, Pittsburg, CA 94595
Alternate 2: Old Fire Station
2555 Harbor St, Pittsburg, CA 94595
In the event the primary EOC is not functional, the decision to activate and staff an alternative EOC location will be made based on the safety, accessibility and suitability of the facility. The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site. The EOC Logistics Section will arrange for relocation of EOC staff members to the alternate EOC. All field Incident Commanders will be notified of the transition to the alternate EOC.
4.2.3 EOC Activation and Deactivation
Activation of the City EOC is determined based on the nature and severity of an emergency. The EOC may be activated at the direction of the City Manager or at the request of Cal OES.
Activation
Depending on the severity of the emergency, the EOC may be activated either partially or fully. Under a partial activation, the EOC Director will determine which EOC positions are required (a list of EOC staff positions is provided in Appendix C). In a full activation, all EOC positions identified in Appendix C will be staffed. See Appendix D for specifics on EOC rosters, contact information, and notification.
Should an activation be needed after hours, EOC staff may self -activate or may begin seeking more information on the impact to the city. After assuring the safety of their own families and homes, EOC staff should contact their direct supervisor for informa tion and further instructions. The EOC will be staffed for the initial response and initial activation periods; positions may be released as the incident stabilizes and the need for specific skill sets changes.
Key to making staff notification processes effective are accurate staff contact information
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and early decision making on the appropriate staff to notify of an emergency. The city utilizes Everbridge for staff and stakeholder emergency notification groups and rosters. It will generate notifications on multiple communication methods.
A self-evident disaster, such as a major earthquake, does not require instruction from the EOC Director to activate the EOC. Under such circumstances, and in the absence of affirmative direction, and where there is an inability to reach City leadership, members of the EOC Team are to deploy to the designated EOC facility.
Activation Levels:
1. Level 3: Duty Officer/Standby - At the information level, City operations staff track the incident for possible impacts on operations and monitor for potential escalation.
Level 3 emergencies may include:
• Any on-the-job recordable incident
• Minor fire at a City facility or within the City limits where on -site resources are deemed sufficient to handle the event and there are no serious injuries • Severe weather conditions that warrant monitoring because of potential to do significant damage to infrastructure or injure residents • Any incident where the facility’s emergency response actions include the assembly and shelter-in-place of all on-site personnel as a precaution to protect their health and safety
• Any event that has a reasonable potential to escalate in scope and thereby harm the City’s communities, reputation, assets or employees, and population including an event in a neighboring jurisdiction or facility
• County Department of Public Health warning of a potentially harmful disease outbreak
2. Level 2: Partial Activation - The EOC Director and potentially assigned EOC staff are notified at Level 2 emergencies regardless of time of day, to establish their availability, review planning, heighten preparedness, share information, and establish an information network for status t racking and reporting. The EOC is not activated for a Level II emergency, although some staff may report during non-normal working hours and many staff may interrupt normal business activities to address the incident.
Level 2emergencies may include:
• Loss of life to a City employee or injury to five or more City staff during a single incident
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• Loss of critical infrastructure that may potentially threaten the life or health of City residents or severely disrupt normal City services
• Damage of more than $100,000 at a City owned facility • Severe weather conditions that warrant monitoring because of likelihood to do significant damage to infrastructure or injure residents • Contra Costa County CWS messaging that City residents may be in danger of being impacted by an emergency
• Potential terrorist threat against City infrastructure or population • County Department of Public Health warning of a pending harmful disease outbreak
3. Level 1: Full Activation - The EOC is normally
activated when a Level 1 emergency has occurred.
Each incident is evaluated for its severity and the need for EOC operations. The Respond Level of activation
can occur immediately upon initial notification or as an event escalates from a lower activation level. Level 1
emergencies will likely require resources beyond the
City’s normal control. They may be regional in nature
and require extensive interagency coordination. The
EOC may be fully or partially activated. EOC staff will normally include, at a minimum, an EOC Director,
Operations and Planning Section Chiefs, and a Public
Information Officer.
Level 3 incidents include:
• Major regional earthquake
• Contra Costa County CWS messaging that City residents are in danger of being impacted by an emergency
• National Weather Service warnings of severe weather conditions that are predicted to cause significant damage to infrastructure or potentially injure residents • Disruption of critical infrastructure that threatens the life or health of City residents or severely disrupt normal City services
• Credible terrorist threat against City infrastructure or population • County Department of Public Health warning of a harmful disease outbreak
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• Any event that is judged by the Executive Director to warrant a Respond Level activation
Deactivation
The EOC will operate until a determination is made by the EOC Director to return to normal operations. EOC operations may be downgraded from a full or partial activation to a reduced level. When the EOC is deactivated or the activation level is downgraded, all internal and external contacts informed of the initial activation will be notified. Appropriate contact phone number(s) will be provided to external partners upon deactivation to ensure continuity of access as additional support or informational needs may arise.
For incidents that require recovery operations, the EOC may transition to a recovery operations center which is likely to operate during normal business hours. Additional information on recovery operations is contained in Appendix G.
Disaster Service Workers (DSW)
According to Chapter 8, Division 4 of Title 1, Section 3100 of the California Government Code, all public employees are hereby declared to be disaster service workers (DSW), subject to such disaster service activities as may be assigned to them by their superiors or by law. In the event of a local emergency, under Chapter 2.44, subsection 2.44.060 C. of the Pittsburg Municipal Code, the Director of Emergency Services m ay require the emergency services of any City officer or employee and may requisition nece ssary personnel or materials of any City department or agency.
During a disaster, City employees may be unable to report to work due to injury, imminent danger to themselves or family, road closures, collapsed bridges, or other structural damage. The City expects DSWs to make every reasonable effort to report as requested without jeopardizing themselves or their families.
Although all City staff are DSWs, it is not advised that Pittsburg employees report to another jurisdiction to work during a disaster. Memoranda of understanding/agreements have not yet been developed that would allow for the City employees to receive compensation for working at other cities or local governments unless assigned as mutual aid.
Emergency Reporting Procedures
If a disaster occurs during the regular workday, all staff should contact their immediate supervisor for instructions or return to the office and await further instructions. The City uses the Everbridge System to provide notification to City staff of emergency activations.
Before an emergency occurs, employees should be informed of when and where they
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should report for duty following a disaster. Employees reporting for duty from outside the City should be aware that routes through and access to disaster areas may be closed and be prepared to show proper City identification and explain the purpose for gaining entry to the area upon request by any law enforcement official.
Employees with assignments in the EOC should report to the EOC or alternate EOC, whichever is activated. Employees who are not assigned to the EOC who are recalled for duty following a disaster should report immediately to their normal department or alternate location as designated for emergency instructions.
If telephones are not operating, employees should listen to the radio for emergency information to determine the extent of damage and instructions. During working hours, employees should report to their emergency assignment location and await instructions.
The City will attempt to notify employees via Everbridge with instructions on reporting for duty after normal working hours and weekends/holidays. Once notified, employees should ensure the well-being of their family and report as directed. If reports indi cate extensive damage within the City, employees assigned to EOC positions should make every effort to determine the status and location of the activated EOC.
Self-Deployment Procedures
Previous emergencies have led to the recognition that there are certain conditions requiring EOC designated personnel to self -deploy to the EOC. While this is contrary to the conventional emergency management practice to not self-deploy during a disaster, in the absence of an automated notification system or functioning communications systems (landline phones, cell phones, internet, etc.), experience has shown that some emergencies warrant self-deployment to the EOC.
Self-deployment conditions would include an incident or event that renders alerting and communication methods inoperative or severely degraded. In the City area, this could include an earthquake with extended power outage, other disaster such as a cyber-attack accompanied by regional loss of power or severely degraded communications infrastructure. In these types of circumstances, primary EOC staff should self -deploy to the EOC unless it is known that the facility or area is inaccessible or unsafe. If the primary EOC is not operational, staff should report to the alternate EOC.
Emergency Work Provisions
The City may provide accommodations for staff required to report to the EOC following a disaster. Meals may be provided on a limited basis, and sleep areas may be designated
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for employees that need to rest. Special provisions required by emergency workers should be requested through supervisors in the EOC. Employees should bring their City identification card when reporting to the EOC to obtain meals and lodging or gain access to designated facilities or operations.
4.2.4 EOC Organization
City staff and other personnel who operate the EOC are known collectively as the EOC Team. The EOC Team includes staff with either technical ability or decision -making authority to support life safety response activity, protect property and restore essential City services after an incident. Staffing is a function of the scope and scale of the emergency and requirements for effective response; therefore, not all identified EOC positions will necessarily be staffed in the event of activation. City personnel, who are not designated as members of the EOC Team, may be directed to move to other facilities or workstations or may be advised to remain at or return home pending further instructions.
Policy Group
The Policy Group consists of all City Council members. Their Legal Advisor is the City Attorney who will assist the EOC Director and the Policy Group as needed. The Policy Group is responsible for assisting the EOC Director in the development of policy, overall strategy, and rules, regulations, proclamations, and orders. The Policy Group should consider strategic aspects rather than attempt to direct operational considerations or tactical application of resources. Strategy involves understanding the big picture and looking into the future to recognize the overall effort needed to restore the whole community. Taking a hands -on direct approach for emergency operations may create confusion and lack of coordination within the EOC or incident command and result in loss of unity of effort. The EOC organizational structure through SEMS and NIMS supports this process.
The City Council Liaison supports the Policy Group and is responsible for documenting and recording all emergency orders and decisions of the Policy Group. The Policy Group also contains Department Directors involved in the emergency who do not fill a position in the EOC. In carrying out their responsibilities, the Policy Group should use the following guidance:
Questions to consider:
• What location(s) or geographical area(s) have been affected? Is this likely to change?
• How many people are threatened, affected, injured or dead?
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• Are any City assets or facilities damaged?
• What response actions have already been taken?
• Has the Operational Area EOC been activated?
• Has the REOC/SOC been activated?
• What other jurisdictions, agencies and organizations are currently responding to the incident?
• What are the likely long-term impacts on City residents and on the ability of the City and other organizations to provide essential services?
Activities:
• Monitor executive issues (business and finance, media, information systems, risk management). Let the City’s operational managers coordinate the response in the field and EOC within their areas of expertise. At the executive level, watch for emerging issues related to overall continuity of operations, media issues, risk management concerns and other enterprise-wide considerations. • Proclaim and/or ratify a local emergency and end of the emergency • Support the Public Information Organization to Develop and Implement External Messaging
• Brief the Public Information Officer (PIO) as needed on policy issues. The PIO will be responsible for reviewing the immediate situation and issues, developing a public information plan and initiating external messaging.
• Engage legal counsel as part of the emergency response effort • Stay apprised of legal issues as they emerge and consult with counsel as necessary and appropriate
• Host and accompany VIPs and government officials on tours of the emergency/disaster
Management Section
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Figure 4-2: City Council Policy Group Organization
The responsibilities of the Management Section are to effectively implement response and recovery activities and to efficiently manage resources. To meet these responsibilities, the Management Section directs the following overarching objectives:
• Provide overall management and coordination of the City’s emergency response and recovery operations
• Support the Policy Group
• Coordinate with appropriate federal, state and other local government agencies as well as private sector entities and volunteer agencies
• Establish response priorities and resolve any conflicting demands for resource support
• Prepare and disseminate emergency public information to inform, alert and warn the public
• Disseminate damage information and other essential data • Ensure that all EOC Sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs • Review and approve the Action Plan
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The Management Section consists of the following ICS positions. Detailed position checklists are contained in Appendix C.
EOC Director
The EOC Director reports to the Policy Group. The Management Staff and General Staff Section Chiefs report to the EOC Director. The EOC Director has overall responsibility of managing the emergency response in accordance with the guidance provided by the City Council. In concert with the EOC General Staff, the EOC Director sets priorities for response efforts and establishes coordination between the City and other emergency response agencies. During EOC activation, the EOC Director has authority to authorize expenditure of funds.
Legal Advisor / City Attorney
The Legal Advisor supports the Policy Group. The Legal Advisor prepares proclamations, emergency ordinances and other legal documents and provides legal services as required. They maintain legal information, records and reports relative to the emergency legal proceedings and participate as a member of the EOC Management Team.
City Council Liaison
The City Council Liaison coordinates between the City Council, Legal Advisor and EOC Director. They coordinate with other EOC sections and branches/groups/units within the EOC to obtain information and ensure the proper flow of information. They are responsible for developing guidelines, directives, action plans and situation updates to support the City Council in conjunction with EOC Director.
EOC Coordinator / Security Officer
The EOC Coordinator / Security Officer is responsible for EOC set up and activation. They monitor EOC internal management systems, coordinate with outside public jurisdictions and internal departments, and serve as an advisor to the EOC Director and General Staff.
They provide information and guidance to the EOC Management Team and coordinate with the Contra Costa Operational Area EOC if a liaison is not assigned. They coordinate all visits to the EOC and ensure security of the EOC, EOC personnel, and adjacent parking areas. The EOC Coordinator / Security Officer may serve (temporary assignment) as a Section Chief if assigned by the EOC Director.
Public Information Officer (PIO)
The PIO is a member of the Management Staff and reports to the EOC Director. The PIO conducts media monitoring and ensures that government officials, the media, and the
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public receive complete, accurate, and consistent information about the status of City emergency operations. The PIO also serves as the coordination point for all media contacts and releases.
EOC Liaison / Safety Officer
The EOC Liaison / Safety Officer reports to the EOC Director. They coordinate with representatives assigned to the EOC and respond to requests from other agencies for sending liaison personnel to other EOCs. They function as a central location for other incoming agency representatives, provide workspace, and arrange for support as necessary. The EOC Liaison / Safety Officer ensures that all facilities used in support of EOC operations meet safe operating conditions. They monitor response activities to oversee that operations are conducted in as safe a manner as possible.
Operations Section
The Operations Section is responsible for coordination of all response elements applied to disasters or emergencies. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested. The Operations Sec tion consists of the following ICS positions. Detailed position checklists are contained in Appendix C.
Figure 4-3: Operations Section Organization
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Operations Section Chief (OSC)
The OSC reports to the EOC Director. The OSC is responsible for executing the operational objectives identified in the EOC Action Plan. The OSC establishes the appropriate level of Branch/Division organization within the EOC Operations Section, continuously monitoring the effectiveness and modifying accordingly. They direct coordination of all field response operations and supervise operational functions assigned to the EOC, such as Fire, Law, Medical/Health, Care and Shelter, Public Works, and Building and Safety. The OSC requests and directs Contra Costa County Fire Protection District personnel who respond to the EOC to serve as Fire and Rescue Branch Director or other positions. They provide the Planning/Intelligence Section with field status reports and other incident information. The OSC determines resource requirements and provides them to the Logistics Section Chief. They conduct
Operations briefings for the EOC Director and other staff as required or requested.
Law Enforcement Branch
The Law Enforcement Branch reports to the OSC. They are responsible for alerting and notifying the public of pending or existing emergencies and activating all public warning systems. They coordinate movement and evacuation operations, law enforcement, traffic control operations and provide security at incident facilities. The Law Enforcement Branch coordinates incoming law enforcement mutual aid resources. They assume responsibility as necessary for Fatalities Management if the County Coroner is delayed in responding.
Fire & Rescue Branch / Rescue Branch
The Fire and Rescue Branch reports to the OSC. The Branch coordinates the prevention, control and suppression of fires and response to hazardous spills. They manage execution of urban search and rescue operations.
Public Works Branch / Utilities Branch
The Public Works / Utilities Branch reports to the OSC. The Branch is responsible for City owned infrastructure and for coordinating with publicly and privately -owned utility operators. They conduct damage assessments and provide the status of infrastructure to the Situation Status Unit. The Branch conducts response operations to protect and restore
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damaged or deranged City infrastructure. They manage their own resources and coordinate with the Logistics Section for procurement of support supplies, transportation, materials and equipment. The Branch determines the need for, and location of, general staging areas for unassigned resources. They prioritize the allocation of resources to individual incidents, monitor resource assignments and adjust assignments based on requirements. They also distribute emergency potable water supplies and coordinate with the Water Treatment Plan and the Department of Health Services on water purification notices.
Emergency Medical / Hazardous Materials Branch
The Emergency Medical Branch reports to the OSC. The Branch coordinates providing emergency medical care to field personnel. They monitor the status of local medical facilities within the affected area. They may assist the County Coroner for mass casualty operations. The Branch also supports hazardous materials response incidents. They assist in mobilizing hazardous material spill response resources and provide them with support.
Building/Engineering Branch
The Building/Engineering Branch reports to the OSC. The Branch is responsible for inspection and re -occupancy processes for key city facilities. They provide engineering support as requested for response activities such as urban search and rescue. They coordinate with the Public Works / Utilities Branch to conduct safety assessments of damage to buildings, structures and property within the City and provide safety assessment information and statistics to the Damage Assessment Unit. The Branch tags structures that are unsafe to enter or inhabit. They work with the City Attorney to condemn unsafe structures that have been abandoned by owners. They review City building code and develop recommendations for building code changes.
Care and Shelter (ADA/AFN) / Animals Branch
The Care and Shelter (ADA/AFN) / Animal Branch reports to the OSC. The Branch identifies community care and shelter needs. The Branch coordinates with the ARC and other emergency welfare agencies to identify, set up, staff and maintain evacuation centers and mass care facilities for disaster victims. They work with the ARC to establish and operate shelters. The Branch coordinates animal care, rescue operations and sheltering with Contra Costa County Animal Services. They coordinate with Law Enforcement and the Contra Costa Office of the Sheriff for pet evacuations and animal control issues such as lost and stray pets.
Damage Assessment Unit
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Responsible for conducting building, structure and property inspections using approved procedures. Document the location of an level of damage to City facilities. Document emergency protective measures and debris removal activity and estimate cost. Coordinate with the Finance Section to submit Damage Assessment information to the County for Public Assistance.
Planning/Intelligence Section
The Planning/Intelligence Section collects, evaluates, and disseminates incident situation information and intelligence for the EOC, DOCs and field response incident personnel.
This Section prepares status reports, displays situation information, maintains the status of resources assigned to the incident, and prepares and documents the EOC Action Plan, based on Operations Section input and guidance from the Incident Commander/Unified Command.
Figure 4-4: Planning/Intelligence Section Organization
The Planning/Intelligence Section consists of the following ICS positions. Detailed position checklists are contained in Appendix C.
Planning Section Chief (PSC)
The PSC reports to the EOC Director. The PSC directs the Section to collect, analyze, display and disseminate situation information, prepare situation status reports and develop the EOC Action Plan. They provide incident documentation collection and mainte nance.
The PSC supports developing incident analytical tools such as GIS maps and databases.
They are responsible for advanced planning for complex, long -duration incidents. The PSC reviews and confirms information that becomes intelligence for action planning. The
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PSC leads the After-Action Review process.
Resource Status / Advanced Planning / Technical Unit
The Resources / Advanced Planning / Technical Unit reports to the PSC. They support tracking resources and resources status. For complex, multi-operational period incidents, the Unit supports advanced planning beyond the next operational period by anticipa ting developing requirements and creating long- term strategies. They begin recovery planning while response operations are ongoing. The Unit provides GIS and other technical analysis support to the EOC and field activities.
Situation Status Unit
The Situation Status Unit reports to the PSC. They collect, organize and analyze incident information from all sources. They develop and provide situational awareness based on evaluation of information. The Unit develops status reports, generates databases, creates displays for dissemination to the EOC and other organizations. They evaluate field status reports and incident action plans provided by the Operations Section. The Unit works to provide a common operating picture (COP) for development of the EOC Action Plan.
Documentation Unit / Message Center
The Documentation / Message Center Unit reports to the PSC. The Unit maintains an accurate and complete record of significant disaster events. They support the EOC organization by setting up and maintaining files, journals and special reports. The Unit collects and organizes written Action Plans, forms, logs, journals and reports at completion of operational period. They activate and operate a Message Center at the EOC which assigns appropriate internal and external message routing. The Unit provides documentation and copying services to EOC staff. They compile, copy and distribute the EOC Action Plans and AARs.
Media Monitoring Unit
The Media Monitoring Unit examines all forms of media including social media for incident information. They use the Information Collection Template in Appendix B to provide guidance on information elements. They monitor and identify rumors and provide intelligence gathering support. If assigned by the Section Chief, the Unit assists the PIO.
GIS Unit
The GIS Unit determines and establishes GIS production priorities. The Unit converts requests into Geospatial products quickly and effectively. They anticipate requirements and needs and assemble or prepare supporting referential data. The Unit locates and
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secures needed database information to support production goals. They operate specialized GIS production systems.
Logistics Section
The Logistics Section is responsible for all service support requirements needed to facilitate effective and efficient EOC and incident management including ordering resources from off -incident locations. This Section provides facilities, security, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and emergency responder medical services, including inoculations.
Figure 4-5: Logistics Section Organization
Logistics Section Chief
The Logistics Section Chief (LSC) reports to the EOC Director. They supervise the Logistic Section and work closely with the OSC to determine resource requirements and act to meet them. The LSC supervises technical communications and supports development of the Emergency Communications Plan. They are responsible for resource tracking and demobilization.
Resource Unit
The Resource Unit reports to the LSC. The Unit is responsible for resource management.
The Unit identifies sources and orders incident expendable materials and equipment. They prepare and sign equipment rental agreements in conjunction with the Finance Section.
They maintain records of resource requests, resource assignments and manage mutual aid processes. They identify and provide support for staging areas and maintain records of work location activities and resources used.
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Transportation Unit
The Transportation Unit reports to the LSC. The Unit provides all ground transportation during an incident. In conjunction with providing transportation, the Unit is also responsible for maintaining and supplying vehicles, keeping usage records, and develo ping incident traffic plans.
Personnel/Volunteers Unit
The Personnel/Volunteers Unit reports to the LSC. The Unit provides staffing resources requested in support of the EOC and Field Operations. They receive and process all incoming requests for personnel and volunteer support, identify, recruit and register volunteers, and affirm volunteers as DSWs per the Pittsburg Municipal Code. They administer all personnel matters relating to hiring/releasing non -permanent personnel supporting incident response and recovery and manage travel requests and coordinating travel arrangements for personnel supporting operations either in the field or EOC.
Communications Unit
The Communications Unit reports to the LSC. They are responsible for effective communications planning as well as acquiring, setting up, maintaining, and accounting for internal and external communications equipment. The Unit prepares the Emergency Communications Plan.
Finance/Administration Section
The Finance/Administration Section is established when incident management activities require EOC support to specific finance and other administrative services. Functions that fall within the scope of the Section are recording personnel time, maintaining v endor contracts, compensation, and claims, and conducting an overall cost analysis for the incident. Records maintained by the Finance Section are vital to process incident cost recovery action through the State and FEMA.
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Figure 4-6: Finance/Administration Section Organization
Finance Section Chief
The Finance Section Chief (FSC) reports to the EOC Director. The FSC is responsible for developing a comprehensive understanding of the incident / situation from a financial perspective. They establish and maintain overall finance requirements (e.g. source of funds, different agency spending authorities, documentation requirements, etc.) The FSC identifies specific finance requirements of each operational period and implements them in accordance with City fiscal policy.
Cost Accounting / Purchasing Unit
The Cost Accounting / Purchasing Unit Leader reports to the FSC. They are responsible for coordinating vendor contracts not previously addressed by existing approved vendor lists and establishing purchasing authority for the Logistics Section. The Unit collects cost information and performs cost -effectiveness analysis. They provide cost estimates and cost savings recommendations.
Time Unit
The Time Unit reports to the FSC. The Unit’s primary responsibilities are ensuring that daily personnel time recording documents, including any overtime hours, are prepared and maintained and establishing equipment time recording activity at appropriate locations.
Compensation & Claims Unit
The Compensation & Claims Unit reports to the FSC. The Unit processes claims made against the City as a result of an incident. They collaborate with the Safety Officer and the Legal Officer to ensure claims are directed to the Unit. They establish a claims phone-in number and arrange with the PIO to inform the media. In complex incidents, the Unit will determine the need for engaging compensation for injury and claims specialists.
4.2.5 EOC Safety and Security
The EOC Coordinator / Security Officer and EOC Liaison / Safety Officer will ensure all necessary security and access controls are provided at the EOC and other alternate facilities. Additional building security may be required since the primary EOC, City Hall, is a publicly accessible facility. They will coordinate with the City Police Department for security to impose a higher level of security (such as prohibiting building access to all visitors) if necessary for EOC operations.
If EOC activation is due to an earthquake, the EOC Liaison / Safety Officer will ensure that
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all building safety inspection and reentry procedures have been followed prior to use of the facility. The City Departments of Engineering and Public Works will arrange for EOC inspection and damage assessment on a priority basis.
The EOC Liaison / Safety Officer will ensure that the evacuation plan for the EOC facility is coordinated in the event that an evacuation is ordered.
4.3 EOC Action Plans
EOC action plans provide designated personnel with knowledge of the incident objectives and the steps required for achievement. Action plans not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance. Action planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts
• Documentation of the priorities and objectives as well as the tasks and personnel assignments associated with meeting them
Appendix E provides detailed information on developing Action Plans.
4.4 Information Collection, Analysis, and Dissemination Incident situation status, operational objective, resource tracking and other information will be shared within the EOC by using display boards and various charts mounted on the walls of the facility. Large -scale pre -printed ICS forms are ideal for this pu rpose.
Additionally, the EOC Director will assign the Planning Section to update an Incident Briefing (ICS FORM 201) on a continual basis to provide routine briefings to EOC staff for collective situational awareness. The ICS FORM 201 should be shared with Field Incident Command Posts and the Operational Area. The ICS FORM 201 will contain at a minimum:
• Operational period duration
• Operational objectives and their status
• Current location and status of resources
• Requests for resources from other agencies
• Key leadership status information
• Relevant maps
• Essential information to support the public
The Situation Status/Analysis Unit must ensure that all displays are frequently and
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accurately updated to ensure information conflicts do not arise.
To manage information effectively, the EOC will use the Information Collection Plan in Appendix B to develop and maintain situational awareness and track situation status. The Situation Status Report will provide City staff and other EOCs with current information regarding the operability of City facilities and ongoing response and recovery operations.
Situational Awareness
Situational awareness refers to the ability to identify, process, and comprehend the critical elements of information about what is happening as a result of an incident, or with respect to a specifically assigned mission. More simply, situational awareness means knowing what is going on around you. Situational awareness is critical for the effectiveness of decision-making in both field operations and the EOC and is critical for ensuring the safety of responders and the public.
During an emergency, the EOC Director will convene briefings on a regular basis, at which time the EOC staff will attend and provide verbal and/or written summaries of existing problems, actions taken, priorities and timetables and potential for new issues for incorporation into the Action Plan. The situational awareness approach will take the form of consolidating situation reports, obtaining supplemental information, and preparing maps and status boards.
Situation Status Reports
Status reports are essential to providing a picture of the developing emergency and response efforts. They are to be completed by the first person setting up the EOC for the initial shift and updated by the Planning Section for continuing shifts. Status reports should be included in the EOC Action Plan. The Situation Status Report template is included in Appendix E. This form will be used by the city to inform staff, the Operational Area, and other agencies and field units of the status of emergency operati ons, including EOC activation level, damages to facilities, operational capabilities, and resource status. Once the initial information is gathered and reported, the EOC will transmit a Situation Report for each operational period or when requested by the Operational Area.
An initial report should be made within the first two to four hours following an emergency, and reporting should continue as long as the EOC is activated or as circumstances warrant. Within four (4) to eight (8) hours, a confirmation and update of the initial Situation Report should be made including a preliminary damage assessment and status of City response operations.
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4.5 Mutual Aid
The following section discusses mutual aid systems and procedures.
4.5.1 California Master Mutual Aid Agreement
California's emergency resource management system is based on a statewide mutual aid organization designed to ensure that additional resources are provided to the State’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement, which is entered into by local governments and the State. The agreement facilitates implementation of Chapter 7 of Division 1 of Title 2 of the Government Cod e entitled "California Emergency Services Act” and includes participation by the various departments and agencies within the political subdivisions, municipal corporations, and public agencies within the State to assist each other by providing resources du ring an emergency.
The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and State monies may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility, and local entities may only be reimbursed if funds are available. The Master Mutual Aid Agreement promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions and the State with the intent to provide requesting agencies with adequate resources. The system includes several discipline-specific mutual aid systems, such as fire and rescue, law, medical and public works. The adoption of SEMS and NIMS does not alter these existing systems but enhances the facilitation of mutual aid through the local government, operational area, regional, and State levels.
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Figure 4-7: California Mutual Aid Regions
4.5.2 Public Works Master Mutual Aid Agreement
The Public Works Mutual Aid Agreement (PWMAA) was established in October 1989 as a means for public works agencies to receive mutual aid quickly following a catastrophic disaster, such as a large earthquake. It is voluntary and participating agencies are under no obligation to provide or deplete their own resources. The PWMAA was modeled on the
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fire and law mutual aid systems with the notable exception that the PWMAA requires a local emergency proclamation and that the requesting jurisdiction pays for any assistance.
4.5.3 Mutual Aid Coordinators
To facilitate mutual aid, discipline -specific mutual aid systems work through designated mutual aid coordinators at the Operational Area, regional and state levels. The role of a mutual aid coordinator is to receive mutual aid requests, coordinate the prov ision of resources from within the coordinator's geographic area of responsibility, and pass on unfilled requests to the next level. Law Enforcement, Fire and Rescue Services, Coroners and the Medical Health Operational Coordinators work within existing st ate mutual aid systems for requests and assignments of mutual aid.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system by emergency management staff at the local government, Operational Area, regional and state levels.
When EOCs are activated, all discipline -specific mutual aid systems will establish coordination and communications within the respective local, Operational Area, regional or state EOCs. Mutual aid system representatives at an EOC may be in various functional elements (sections, branches, groups or units) or serve as an agency representative depending on how the EOC is organized and the extent to which it is activated.
4.5.4 Pittsburg Mutual Aid
The City is a signatory to the California Disaster and Civil Defense Master Mutual Aid Agreement which gives authority to the various fire and law enforcement mutual aid plans and agreements for assistance and resources during emergencies and disasters. The Contra Costa County Fire Protection District is part of the California Fire and Rescue Mutual Aid System and operates under the California Fire Service and Rescue Emergency Mutual Aid Plan.
The Pittsburg Police Department is part of the California Law Enforcement Mutual Aid System, established in 1961, and operates in accordance with the California Law Enforcement Mutual Aid Plan. The basic concept provides that during an incident where mutual aid is needed, adjacent or neighboring law enforcement agencies within an operational area will assist each other. All Pittsburg Police requests for additional resources will be initiated by the Incident Commander who will request assistance through EOC Law Enforcement Branch to the Contra Costa Sheriff’s Department whose representative may be located at the Operational Area EOC, if activated.
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The City is a member of the California Water/Wastewater Agency Response Network (CalWARN). The mission of CalWARN is to support and promote statewide emergency preparedness, disaster response and mutual assistance processes for public and private water and wastewater utilities. CalWARN expands member abilities to achieve agency, regional and state preparedness by providing tools and proven practices to enhance readiness.
4.6 Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC; an organization ratified by the U.S.
Congress that provides form, structure and procedures for rendering emergency assistance between states. Once the Governor has declared a State of Emergency, Cal OES will assess the resource needs for the incident. California can then request resources through the EMAC network for assistance provided by other states. The use of EMAC resolves two of the key issues regarding mutual aid – liability and reimbursement – so that a disaster-impacted state can request and receive assistance from other member states quickly and efficiently.
4.7 Community Emergency Response Teams
The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organizati on, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations allowing them to focus on more complex tasks.
Through hands-on practice and realistic exercises, CERT members:
• Learn how to safely respond to manmade and natural hazards • Help organize basic disaster response
• Promote preparedness by hosting and participating in community events
CERTs are composed of community volunteers who train, equip and organize to provide a ready resource to support incident response operations. During incident response, CERT leaders should check in with the Logistics Section of the EOC. The Operations Section Chief will assign CERT members based upon the incident requirements. All CERT members must be sworn in as DSWs prior to deployment. CERT members should not self- deploy. Effective assignments for CERTs are volunteer and donations management operations, points of distribution center support, and care and shelter operations.
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4.8 Support to Populations with Disabilities and Other Access and Functional Needs
The City Manager’s Office, in conjunction with the City’s Community Development and Community Services Departments, will ensure the coordination of services for people with disabilities and others with access and functional needs to ensure the City is in compliance with the ADA Amendments Act. The City will also coordinate with Contra Costa Health Services and the Employment & Human Services Departments to identify people with disabilities and others with access and functional needs that may need assistance in the event of a disaster. The City strives to ensure that every facility, activity, benefit, program, and service operated or funded by the City is fully accessible to and useable by people with disabilities and others with access and functional needs in accordance with the ADA, as well as other federal, state, and local codes and disability rights laws.
4.9 After-Action Reports (AARs)
AARs should be prepared after any EOC activation or when appropriate to analyze an incident. The EOC Director, EOC Coordinator and Planning Section Chief are responsible for conducting the After-Action Reporting process. The purpose of an AAR is to analyze response efforts, identify strengths to be maintained and built upon, identify areas for further improvement and to support the development of corrective actions. See Appendix F for the AAR template.
4.10 Alerting and Warning
Alert and warning is the process of alerting governmental forces and the public to the threat of imminent extraordinary danger. Depending upon the nature of the threat and the population group at risk, warning can originate at any level of government. Succ ess in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning the population within their jurisdiction. Government officials accompli sh this using various warning systems and processes such as the police dispatch center or the Operational Area communications center.
4.10.1 Integrated Public Alert and Warning System
The Integrated Public Alert and Warning System (IPAWS) is an architecture that unifies the U.S.’s Emergency Alert System (EAS), National Warning System, Wireless Emergency Alerts, and National Oceanic and Atmospheric Administration ( NOAA) Weather Radio under a single platform. IPAWS is designed to modernize these systems by enabling alerts
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to be aggregated over a network and distributed to the appropriate system for public dissemination.
4.10.2 Emergency Alert System (EAS)
The EAS is designed for the broadcast media to disseminate emergency public information. This system enables the President, and federal, state, and local governments to communicate with the public through commercial broadcast stations. EAS is operated by the broadcast industry on a voluntary basis per established and approved EAS plans, SOPs, and the rules and regulations of the Federal Communications Commission (FCC).
EAS can be accessed at federal, state, and local levels to transmit essential information to the public. Message priorities under Part 73.922(a) of the FCC’s rules are as follows:
• Priority One - Presidential Messages (carried live)
• Priority Two - EAS Operational (Local) Area Programming • Priority Three - State Programming
• Priority Four - National Programming and News
State programming originates from the California State Warning Center (CSWC) and is transmitted throughout the State using the State's California Law Enforcement Radio System (CLERS) VHF/UHF radio relay stations. CLERS is a microwave interconnected radio repeater system with statewide coverage. It is managed by Cal OES and provides a point-to-point (fixed and temporary mobile base) or dispatch-to-dispatch communications and mobile and portable communications for in teragency coordination among State and local law enforcement agencies. CLERS also serves as one delivery method of the EAS for the State and as the alternate alert system for Operational Areas.
The State message priorities are as follows:
• Priority One - Immediate and positive action without delay is required to save lives • Priority Two - Actions required for the protection of property and instructions to the public requiring expedient dissemination
• Priority Three - Information to the public and all others
Emergency information is broadcast directly through the transmitters to all broadcasters in the City simultaneously and to special districts and businesses with more than 100 employees who by law must monitor this frequency. Emergencies that may warrant an alert include an avalanche, child abduction emergency, civil danger or emergencies, evacuations, law enforcement or fire warning, radiological or hazardous materials warnings, flash flooding, and severe weather warnings.
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The City is included in the FCC Emergency Alert System Plan for the San Francisco Bay Area California Counties of Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano and Sonoma. Local EAS voice and video broadcasts are accomplished at the Contra Costa Operational Area EOC.
The monitor assignments are as follows:
Station Monitors
AM 1670 City of Pittsburg Emergency Radio Station
LP1 KCBS 740
KQED 88.5, KSJO-FM 92.3, NWS 162.400mhz, CLERS 453.875mhz and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY(FM) 92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420.
LP1S KSOL
98.9 KQED 88.5, KSJO-FM 92.3, NWS 162.400mhz, CLERS 453.875mhz and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY (FM) 92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420. (KSOL has agreed to translate all EAS messages into Spanish.)
LP2 KQED
88.5 KCBS 740, KSJO(FM) 92.3, NWS 162.400mhz, CLERS 154.710mhz and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY (FM) 92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420.
LP2 KSJO
(FM)
92.3 KCBS 740, KQED 88.5, NWS 162.400mhz CLERS 154.710mhz and (recommended) the Monterey Bay Counties LP1, LP2. LP2
KZST(FM)
100.1 KCBS, KQED, NWS, CLERS Sonoma County
All other LP and KCBS 740, KQED 88.5 (required) Cable TV firms NWS 162.400mhz, CLERS 154.710mhz (recommended)
4.10.3 Wireless Emergency Alert (WEA)
WEA is a public safety system that allows customers who own certain wireless phones and other enabled mobile devices to receive geographically targeted, text-like messages alerting them of imminent threats to safety in their area. WEA enables government officials to target emergency alerts to specific geographic areas – lower Manhattan, for example.
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WEA was established in 2008 pursuant to the Warning, Alert and Response Network (WARN) Act and became operational in 2012. Wireless companies volunteer to participate in WEA, which is the result of a unique public/private partnership between the FCC, FEMA, and the wireless industry to enhance public safety. Authorized national, state or local government authorities may send alerts regarding public safety emergencies, such as evacuation orders or shelter -in-place orders due to severe weather, a terrorist thr eat or chemical spill using WEA.
The alerts from authenticated public safety officials are sent through FEMA's IPAWS to participating wireless carriers, which then push the alerts to mobile devices in the affected area. Cell service customers do not need to sign up for this service. WEA a llows government officials to send emergency alerts to all subscribers with WEA -capable devices if their wireless carrier participates in the program.
4.10.4 California State Warning Center (CSWC)
The CSWC is staffed 24 hours a day, seven (7) days a week. The mission of the CSWC is to be the central information hub for statewide emergency communications and notifications. The CSWC is staffed with Emergency Notification Controllers, Emergency Services Coordinators, and Senior Communications Coordinators. The CSWC serves as a highly reliable and accurate “one -stop” resource for emergency management, law enforcement, and key decision-making personnel throughout the State. The CSWC can be reached at (916) 845-8911.
The CSWC has the responsibility to receive, coordinate, verify, and disseminate information pertaining to events which occur within California or that could affect California.
Information received by the CSWC is coordinated between Cal OES and other sources to ensure that the information which is disseminated is both timely and accurate.
The following is a list of current functions and responsibilities of the CSWC:
• Facilitates multi-regional and statewide AMBER Alerts • Carries out critical incident notifications, warnings, and tactical alerts to all involved agencies and organizations
• Conducts computer crime incident notifications
• Conducts homeland security incident notifications
• Conducts hazardous material notifications
• Monitors natural disasters and coordinates emergency response • Monitors and maintains state and national emergency response communications
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• Conducts Governor and executive staff notifications
• Facilitates toxic callouts (drug labs)
Procedures have been established for the handling of such incidents as:
• Hazardous Materials Spill Reports
• Earthquakes
• Tsunamis
• Floods
• Major fires
• Missing or overdue aircraft
• Search and rescues
• Radiation incidents
• Nuclear Incidents
• Weather watches and warnings
• Train derailments
4.10.5 National Warning System (NAWAS)
NAWAS is a dedicated wire -line system that provides two -way voice communications between the federal warning center, state warning points and local warning points. If the situation ever presents itself, NAWAS is a nationwide system developed to send warnings of impending attack throughout the nation. The system may be activated from two federal facilities that are staffed 24 hours a day: The National Warning Center (Colorado Springs, Colorado) and the Alternate National Warning Center (Olney, Maryland).
The California State Warning System is used by the State to monitor all state -wide alert and warning activities. Both state and federal circuits are monitored 24 hours a day at the National Warning Center, the alternate point, and each of the local warning points. Circuits then extend to county warning points. Counties not on this system will receive warning through other means (normally over the California Law Enforcement Telecommunications System [CLETS]).
Backup communications systems for the California State Warning Center alert and warning program include:
• CESFRS - California Emergency Services Fire Radio System • CESRS - California Emergency Services Radio System
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• CLEMARS - California Law Enforcement Mutual Aid Radio System • CLERS - California Law Enforcement Radio System
• CLETS - California Law Enforcement Telecommunications System
NAWAS is an integral part of the tsunami alerting system. Reports of major earthquakes occurring at any point in the Pacific Basin, which may generate seismic sea waves, are transmitted to the Honolulu Observatory for evaluation. The Observatory staff determines action to be taken and relays it over the NAWAS circuits to inform the West Coast states.
The state NAWAS circuit is used to relay the information to local Warning Points in coastal counties. This information is also transmitted to local jurisdictio ns over appropriate radio systems, teletype, and telephone circuits to ensure maximum dissemination.
4.10.6 National Weather Service (NWS)
The CSWC works alongside the National Weather Service (NWS) to provide weather, hydrologic, and climate forecasts and warnings for California for the protection of life and property and the enhancement of the national economy. Warnings are provided for flooding, high winds, tornados, severe heat, rain, snowstorms, and other meteorological and hydrological events. The NWS uses the Common Alert Protocol (CAP), an XML-based information standard, to facilitate emergency information sharing and data exchange across local, state, tribal, national and non -governmental organizations of different professions that provide emergency response and management services. The NWS provides a subscriber-based registry that delivers warnings via email and SMS message.
The NWS, in conjunction with other agencies, operates the California Nevada River Forecast Center (CNRFC). The CNRFC provides river and flood forecasts and warnings for the protection of lives and property.
The NWS Weather Radio All Hazards transmitters broadcast on one of seven VHF frequencies from 162.400 MHz to 162.550 MHz frequencies. The National Weather Service can also access NAWAS to announce severe weather information. Advisories and emergency warnings for the City are issued out of the San Francisco/Monterey Bay Area Weather Forecast Office located at:
21 Grace Hopper Avenue, Stop 5, Monterey, CA 93943-5505 Phone: (831) 656-1725
4.10.7 California Public Safety Microwave Network (CAPSNET) For more than 50 years, the State’s radio systems have relied on the State -owned and operated California Public Safety Microwave Network (CAPSNET) to provide critical
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communications links allowing law enforcement, fire and critical infrastructure support personnel to remain in constant contact with their dispatch centers, backups and chains of command during routine operations and during times of crisis and disaster. In the event of a major disaster, it is likely to be the only state communications network still operating as it is the only way to get emergency radio traffic from many remote mountaintop transmitter sites to distant dispatch centers. It is a vital backup l ink throughout the State for all critical emergency messages due to potential overloading and failure of commercially provided carrier networks.
4.10.8 Emergency Digital Information System (EDIS)
EDIS is a statewide alerting system that allows authorized emergency managers to transmit detailed information to news media outlets to include streamed audio and pictures. The system integrates seamlessly into various communication systems throughout the State. EDIS is maintained by Cal OES and provides this service without charge to local, state, and federal agencies serving in California.
4.11 Communications
This section describes other communications systems available to the City that can provide alternatives to telephone, SMS or public safety radios.
4.11.1 Government Emergency Telecommunications
Services/Wireless Priority Service
City staff utilize Government Emergency Telecommunications Service (GETS). GETS is a federally sponsored program that provides government first responders with priority service for landline telecommunications. A GETS card has been issued to all managerial staff, each position in the Planning Section, Logistics Section, and Finance Section, and to both the Emergency Manager and Coordinator. Wireless Priority Service (WPS) is intended to be used in an emergency or crisis situation when the wireless network is congested and the probability of completing a normal call is reduced. All staff can add to their personal cell phones for an additional charge.
4.11.2 Operational Area Satellite Information System (OASIS) OASIS is a system that consists of a communications satellite, multiple remote sites, and a hub that allows virtually uninterruptable communication between state, regional, and operational area level EOCs. The system, which uses technology similar to cellu lar telephones, has 60 channels. When a user picks up the line, the system automatically searches for the best available channel and is capable of conducting six simultaneous
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voice conversations and one data channel at a rate of 9600 baud.
4.11.3 Radio Amateur Civil Emergency Services (RACES)
Contra Costa County has a volunteer RACES group. RACES is sponsored by FEMA and operates according to FCC rules (Part 97 Amateur Radio Service). It is a volunteer organization of licensed amateur radio operators who donate time, energy, skills, and use of personal equipment for public service.
In Contra Costa County, RACES is part of the Contra Costa County Sheriff’s Office of Emergency Services communications unit. All RACES members must pass the standard Sheriff's Office background check and are sworn DSWs. RACES members may provide communications support using amateur radio, cellular and regular phones, computers, e- mail, facsimile, internet, microwave, public service radio, satellite, television and video - conferencing systems as well as field and in -office support of personnel. RACES communications serve the Operational Areas as a back-up communications service in time of disaster.
RACES may also be assigned to support cities and special districts by agreement with the Sheriff's Office. Members that are assigned to duty stations in cities and special districts must comply with the local agency’s policies and procedures while supporting their needs.
These local agencies will coordinate activation of RACES members with the Sheriff's Office. RACES may also be requested as a part of the mutual aid system during a disaster if a local agency’s resources are overwhelmed or they have lost primary communications capabilities. Mutual aid requests will be forwarded to the Operational Area Logistics Section by the local agency.
4.12 Public Information
This section provides information on means to provide information to the public during an emergency.
4.12.1 Everbridge (Alert Pittsburg)
The City of Pittsburg and the Pittsburg Police Department have an Everbridge account used to make notifications via text message, email, or voice to citizens that have registered for the system. Residents may use Everbridge to receive critical information quickly from the City and Police Department in a variety of situations, such as traffic issues and unexpected road closures, missing persons, and evacuations of buildings or neighborhoods, severe weather issues, etc., or what to do during an emergency event in the community. Additionally, the system supports Teletypewriters (TTY) and
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Telecommunications Devices for the Deaf (TDD) (see Paragraph 4.12.3). To sign up, residents can access the Everbridge portal on the City’s website. Once registered, smartphone users can download the Everbridge app to monitor messages and events.
4.12.2 Pittsburg Community Alert Systems
The City is part of the Contra Costa County CWS. The CWS is an emergency warning system that consists of alert, notification, and education. The alert and notification features are linked by a radio frequency network and are designed to function when telephone systems fail. Signals carried by radio frequency activate every part of the emergency system. The CWS also includes a siren warning system.
The reverse 9-1-1 Telephone Emergency Notification System (TENS) works in conjunction with the siren system. TENS has 10 designated zones which are predetermined by Contra Costa Health Services as areas most likely to be affected if a release occurs at one of the hazardous materials facilities based on location and typical weather patterns. TENS is the phone portion of the CWS – which includes voice calls to landlines in the predetermined hazard area and voice calls, text messages and emails to devices that have been pre - registered with the CWS.
4.12.3 Communicating with Vulnerable Populations
The City’s Alert Pittsburg program supports TTY and TDD. When signing up to receive alerts, residents are able to choose how they want to receive the messages and can disclose whether the resident is non-ambulatory, has refrigerated medicines or is oxygen dependent. This allows first respo nders to collect information about residents to incorporate into response operations and ensure everyone is accounted for.
4.12.4 Pittsburg Cable TV and Radio
Emergency alerts are provided on Delta TV, which is available on Comcast Channel 24 as well as on AT&T U-verse Channel 99 in East Contra Costa County. The City operates a local radio station which broadcasts on City of Pittsburg Radio 1670 (AM) with information about safety, incidents and emergency information related to issues within the City or affecting the City. Emergency alerts are also provided on Radio Station 790, KABC AM.
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5. Administration, Finance, and Logistics
When activated, the City EOC establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the EOC to fulfill priority missions. Each department retains control of its non -assigned resources until released for an emergency assignment by the EOC. Resource Requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinators to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the Logistics Section to determine if the resource is available internally or if there are other more appropriate resources located within the OA.
Resource requests for equipment, personnel, or technical assistance not available to the City should be requested through the County EOC. Once the request is coordinated, approved and resources deployed, the EOC Resource Status Unit, in coordination with various Operations Branches, is responsible for tracking the resources.
Once received, available resources will be allocated to the requesting field incident activity.
If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process.
The Section Chiefs in the EOC are responsible for ensuring that priorities are followed.
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6. Plan Development, Distribution and Maintenance
Per Section 2.44.080 of the Pittsburg Municipal Code, the Pittsburg Disaster Council shall be responsible for the development of the City emergency plan. The plan shall provide for the effective mobilization of all the resources of the City, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of war emergency, and shall provide for the organization, powers and duties, services and staff of the emergency organization. The plan will take effect upon adoption by resolution of the City Council. [Ord. 668 C.S. § 7, 1974.]
The City EOP was written with input from City departments having an official emergency responsibility in the City. The EOP was submitted to Cal OES for review and then presented to the City Council for review. Upon concurrence by the City Council, the plan was officially adopted through resolution.
6.1 Plan Updates
The City Manager’s Environmental Affairs Manager will update the EOP to reflect any applicable changes that are made. Individual departments are responsible for updating and revising their departmental procedures regularly and submitting those updates to the Environmental Affairs Manager, who will incorporate the updates into the EOP. These updates should include new information (e.g., update of phone numbers and revisions of relevant standard operational procedures or positions). All changes to the EOP wil l be documented in the Record of Revisions table. Changes to the EOP will be distributed to the City departments and agencies shown on the Plan Distribution list. Major revisions to the EOP will be submitted to the City Manager for approval or recommendation for review by the City Council.
Evaluating the effectiveness of the EOP involves capturing information from training events, exercises and real -world incidents to determine whether the goals, incident objectives, decisions and timing outlined led to a successful response. This process may indicate that deficiencies exist. City staff should discuss the deficiencies and consider assigning responsibility for generating remedies. Remedial actions may involve revising planning assumptions and operational concepts, changing organizational tasks , or modifying organizational implementing instructions such as checklists or templates.
Remedial actions may also involve providing refresher training for EOC personnel.
The EOP should be reviewed and updated annually by City staff and whenever the
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following occur:
• A major incident
• A change in operational capabilities or resources (e.g., policy, personnel, organizational structures, management processes, facilities, equipment) • A formal update of planning guidance or standards
• A change in the acceptability of various risks
6.2 Plan Testing, Training and Exercises
Maintenance of the EOP and evaluating its effectiveness involves using training and exercises, and evaluation of actual incidents to determine whether goals, decisions, and timing outlined in the plan led to a successful response. Short of real -world operation, exercises are the best method of evaluating the effectiveness of a plan. They also provide a valuable tool in training emergency responders and other City staff to become familiar with the procedures, equipment, and systems that they use or manage in emergency situations. Exercises must be conducted on a regular basis to maintain readiness. Table 6-1 provides a recommended schedule of training for City staff. Table 6-2 provides a recommended schedule of exercise for City staff.
Table 6-1: Recommended City-wide Training Schedule
Frequency Type Participants
On hiring and
every 5 years
ICS 100 – Introduction to Incident
Command System
All employees
On hiring and
every 5 years
ICS 200 – Basic Incident
Command System for Initial
Response
All employees
On hiring and
every 5 years
IS 700 – An Introduction to the
National Incident Management
System
All employees
On hiring and
every 5 years
ICS 300 – Intermediate ICS for
Expanding Incidents
EOC staff
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On hiring and
every 5 years
ICS 400 – Advanced ICS for
Complex Incidents
EOC staff
On hiring and
every 5 years
G289 – Public Information Officer
Awareness
PIO Staff
Annually Everbridge Training/Internal
Contact Updates
PIO/Communications Staff
Annually Cost Recovery Training Finance Staff
Table 6-2: Recommended City-wide Exercise Schedule
Frequency Type Participants
Annually EOP Workshop New Employees
Annually Evacuation Drills of All City
Owned Facilities
All employees
Annually Tabletop or Functional Exercise Emergency operations staff Every 3 years or
as available
Full-Scale Exercise Emergency operations staff
6.3 After-Action Review
After every exercise or incident, an After-Action Report/Improvement Plan (AAR/IP) should be completed. The AAR/IP has two components: an AAR, which captures observations
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and recommendations based on incident objectives as associated with the capabilities and tasks, and an IP , which identifies specific corrective actions, assigns them to responsible parties, and establishes targets for their completion. The EOC Coordinator is responsible for the development of the AAR/IP and convenes participants to discuss action items and solicit recommendations for improvement.
6.4 Authorities
The following documents provide emergency authorities for conducting and/or supporting emergency operations:
6.4.1 Federal
• Homeland Security Presidential Directive (HSPD) 5, Management of Domestic Incidents
• Presidential Policy Directive (PPD-8), National Preparedness • U.S. Department of Homeland Security, National Incident Management System (NIMS)
• U.S. Department of Homeland Security, National Response Framework (NRF) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288), as amended
• National Fire Protection Association (NFPA), Safer Act Grant; NFPA 1710, 2010 • Americans With Disabilities Act (ADA), 1990
• ADA Amendment Act (ADAAA), 2008
• Post-Katrina Emergency Reform Act, 2007
• The Pets Evacuation and Transportation Standards Act of 2006 • Public Law 84-99 (U.S. Army Corps of Engineers-Flood Control Act) • Federal Civil Defense Act of 1950 (Public Law 920), as amended • NRT-1, Hazardous Materials Emergency Planning Guide and NRT -1A Plan Review Guide (Environmental Protection Agency's National Response Team) • National Environmental Policy Act of 1969, 42 U.S.C. 4321 • Flood and Coastal Storm Emergencies (33 U.S.C. § 701n)
6.4.2 State
• California Constitution
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• California Emergency Services Act; Chapter 7 of Division 1 of Title 2 of the Government Code
• Standardized Emergency Management System (SEMS) Regulations; Chapter 1 of Division 2 of Title 19 of the California Code of Regulations and Government Code Section 8607(a)
• California State Emergency Plan
• California Master Mutual Aid Agreement
• California Natural Disaster Assistance Act; Chapter 7.5 of Division 1 of Title 2 of the Government Code
• California State Private Nonprofit Organizations Assistance Program, 2011 • California Hazardous Materials Incident Contingency Plan • California Oil Spill Contingency Plan (Government Code §§ 8670.1, et seq.) • California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials
• Orders and Regulations which may be selectively promulgated by the Governor during a State of Emergency
• Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State of War Emergency
6.4.3 City
• City Municipal Code §§ 2.44, et seq. Emergency Organization and Functions Ord. 668 C.S. § 7, 1974
• Resolution adopting the Master Mutual Aid Agreement, on December 14, 1950 • City of Pittsburg Disaster Council Accreditation: May 1951 • Resolution No. 4023 authorizing the Mutual Aid Operation Plan Agreement for Law Enforcement, adopted September 6, 1966
• Resolution No. 86 -7031 adopting Workmen's Compensation Benefits for Disaster Service Workers, adopted January 6, 1986
• The current City Resolution adopting the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the 2021 Emergency Operations Plan.
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6.5 Relationship to Other Plans/References
The EOP is the primary document used by the City to describe the conduct of emergency management activities. The EOP addresses how emergency response and recovery operations will be conducted and how resource support will be requested and coordinated.
The EOP is not a stand -alone document. Its purpose is to coordinate emergency operations while supporting the emergency plans and procedures of all City departments.
The EOP is designed to be flexible enough to adapt to a changing response environment while meeting the needs of supporting and requesting organizations. Other plans and guidelines the EOP may support/complement include:
• State of California Emergency Plan 2024
• State of California Emergency Management Mutual Aid Plan 2022 • California Law Enforcement Mutual Aid Plan 2019
• California Fire Service and Rescue Emergency Mutual Aid Plan 2023 • California Public Health and Medical Emergency Operations Manual 2023 • Bay Area Earthquake Plan 2016
• Contra Costa Operational Area Emergency Operations Plan 2011 • Contra Costa County Multi-Jurisdiction Local Hazard Mitigation Plan Update 2018 • California Water and Wastewater Response Network (CalWARN) • Building Inspector Safety Assessment Program (SAP)
• Contra Costa Operational Area Earthquake Plan 2010
• City of Pittsburg Local Hazard Mitigation Plan 2022
• City of Pittsburg Continuity of Operations Plan (2025) • Other City Department Emergency Operations Plans and Standard Operating Procedures
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7. Appendices
Appendix A: Glossary and Acronyms
Appendix B: Information Collection and Dissemination
Appendix C: EOC Operations and Detailed Position Job Aids / Checklists Appendix D: EOC Staffing Roster
Appendix E: Action Planning and Situation Reporting
Appendix F: After-Action Report
Appendix G: Recovery Operations Framework
Appendix H: Continuity of Government
Appendix I: Contacts
Appendix J: EOC Layouts
Appendix K: City Schools
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7.1 Appendix A: Glossary and Acronyms
Acronym Definition
AAR After-Action Report
AAR/IP After-Action Report / Improvement Plan
ADA Americans with Disabilities Act of 1990
ADAAA ADA Amendment Act
AFN Access and Functional Needs
ARC American Red Cross
ASPR Administration for Strategic Preparedness and Response BART Bay Area Rapid Transit
Cal OES California Governor’s Office of Emergency Services CAL FIRE California Department of Forestry and Fire Protection CalWARN California Water/Wastewater Agency Response Network CALWAS California Warning System
CAP Common Alert Protocol
CAPSNET California Public Safety Microwave Network
CART Contra Costa County Animal Response Team
CBRNE chemical, biological, radiological, nuclear and explosives CCH Contra Costa Health
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Acronym Definition
CCHSHMP Contra Costa Health Services Hazardous Material Program CCWD Contra Costa Water District
CDFA California Department of Food and Agriculture
CERT Community Emergency Response Teams
CESFRS California Emergency Services Fire Radio System
CESRS California Emergency Services Radio System
CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System CMS Medicare and Medicaid Services
CNRFC California Nevada River Forecast Center
COOP Continuity of Operations Plan
COP Common operating picture
CSWC California State Warning Center
CUPA Certified Unified Program Agency
CVP Central Valley Project
CWS Community Warning System
DART Disaster Animal Response Team
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Acronym Definition
DDSD Delta Diablo Sanitation District
DDW Division of Drinking Water
DMA Disaster Mitigation Act of 2000
DOC Department Operations Center
DSW Disaster Service Workers
DSWV Disaster Service Worker Volunteer
DTSC State Department of Toxic Substances Control
EAS Emergency Alert System
EDD California Employment Development Department
EDIS Emergency Digital Information System
EF Enhanced Fujita
EMAC Emergency Management Assistance Compact
EMMA Emergency Management Mutual Aid System
EOC Emergency Operations Center
EOP Emergency Operations Plan
FAST Functional Assessment Service Teams
FCC Federal Communications Commission
FCO Federal Coordinating Officer
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Acronym Definition
FEMA Federal Emergency Management Agency
FSC Finance Section Chief
GETS Government Emergency Telecommunications Service
HERU Health Emergency Response Unit
HHS U.S. Department of Health and Human Services
HMGP Hazard Mitigation Grant Program
HSPD Homeland Security Presidential Directive
HUD Housing and Urban Development
IAP Incident Action Plan
ICP Incident Command Post
ICS Incident Command System
IDA Initial Damage Assessment
IDE Initial Damage Estimates
IFGP Individual and Family Grant Program
IHP Individuals and Households Program
IPAWS Integrated Public Alert and Warning System
JFO Joint Field Office
JIC Joint Information Center
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Acronym Definition
KCFCC Kirker Creek Flood Control Channel
LAC Local Assistance Centers
LDRM Local Disaster Recovery Manager
LHMP Local Hazard Mitigation Plan
LSC Logistics Section Chief
MAC Multi/Inter-Agency Coordination
MACS Multi-Agency Coordination System
MDRR Mt. Diablo Resource Recovery
MFI Mass (or Multi) Fatality Incident
MHOAC Medical Health Operational Area Coordinator
MMI Modified Mercalli Intensity
M-POD Medical Point of Dispensing
MRC Medical Reserve Corps
MSL Mean Sea Level
Mw Moment Magnitude
NAWAS National Warning System
NDRF National Disaster Recovery Framework
NFIP National Flood Insurance Program
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Acronym Definition
NFPA National Fire Protection Association
NGO Nongovernmental organization
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
OSC Operations Section Chief
PA Public Assistance
PAPPG Public Assistance Program and Policy Guide
PDA Preliminary Damage Assessment
PETS Act Pets Evacuation and Transportation Standards Act of 2006 PG&E Pacific Gas and Electric
PIO Public Information Officer
PNP Private Nonprofit
POD Point of Distribution
PPD-8 Presidential Policy Directive
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Acronym Definition
PSC Planning Section Chief
PUSD Pittsburg Unified School District
PWMAA Public Works Mutual Aid Agreement
RACES Radio Amateur Civil Emergency Services
RDMHC Regional Disaster Medical Health Coordinators
REOC Regional EOC
ROC Recovery Operations Center
SAP Safety Assessment Program
SBA Small Business Administration
SCO State Coordinating Officer
SCU Santa Clara Unit
SEMS Standardized Emergency Management System
SOC State Operations Center
SOG Standard Operating Guide
SOP Standard Operating Procedure
TBD To Be Determined
TDD Telecommunications Devices for the Deaf
TENS Telephone Emergency Notification System
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Acronym Definition
TTY Teletypewriters
UC Unified Command
UCERF3 Third Uniform California Earthquake Rupture Forecast USGS U.S. Geological Survey
VOAD Volunteer Organizations Active in Disasters
WARN Warning, Alert and Response Network
WEA Wireless Emergency Alert
WGCEP Working Group on California Earthquake Probabilities WPS Wireless Priority Service
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7.2 Appendix B: Information Collection and Dissemination This Appendix describes EOC information collection and management processes for an incident that requires EOC activation.
Incident Critical Information Collection Plan
The information collection plan is a tool that describes the types of information that may be gathered and shared for senior leaders, emergency managers, EOC staff, and Incident Commander(s) to understand the situation and make decisions regarding detailed response priorities and resource allocations. The information collection tool should be completed and updated by the Situation Unit in the Planning Section. The Operations Section should supply information from field activities such as incident boundaries and access, damage assessments, and infrastructure functionality reports. The Logistic Section should provide information on resource needs and shortfalls. The specifics of the information collection tool should be revised as the scope of the incident changes.
Table B -1 provides a template for an information collection plan that supports systematically developing situational awareness of the magnitude and effects of an incident. This information collection plan template can be modified for each individual incident dependent upon its level and phase of response.
Damage Assessments
Initial damage assessments are gathered by field staff and reported to the EOC. Damage assessment is the process of identifying and quantifying damage that occurs because of an incident. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decision to appropriately direct resources and teams. As a component of the damage assessment, agencies al so determine Initial Damage Estimates (IDE) which are used as the initial basis to justify or determine state or federal assistance.
Damage assessments are conducted in two phases outlined below:
• Initial Damage Assessment (IDA) – This assessment begins during the response phase and helps to determine life safety issues, identify hardest hit areas, and to estimate the damaged infrastructure within the jurisdiction. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies certain areas where continued efforts should be concentrated. This includes an IDE, an estimated cost for emergency response actions, temporary measures and permanent repairs. These are educated estimates that are needed as
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soon as possible during the response and are updated as information becomes available.
• Preliminary Damage Assessment (PDA) – This assessment is done to verify the initial damage assessment during the recovery phase (especially for state/federal assistance). A FEMA/State team will usually visit local jurisdictions and view their damage first-hand to assess the scope of damage and estimate repair costs. The assessment also identifies any unmet needs that may require immediate attention.
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Table B-1: Information Collection Plan
Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
1. Boundaries of
incident area
(at risk
populations,
fire, flooding,
HAZMAT spill)
• Geographic limits
of damage
• Description of the
severity of damage
• Estimated number
of people inside
incident boundaries
• On-scene reports
• Social media
• Media
• Assessment
teams
• Remote sensing
• Aerial/waterborne
reconnaissance
• First
responders
• GIS impact maps
• SITSTAT Report
• Incident Briefing
ICS 201
Initial estimate
within 2 hours of
EOC activation and
updated every
operational period
2. Access points
to incident areas
• Location of access
points
• Credentials needed
to enter
• Best routes to
approach the
incident area
• First responders
• Aerial
reconnaissance
• Incident
Commander(s)
• Unified
Command
• GIS maps
• Displays
• Incident Briefing
ICS 201
Initial estimate
within 2 hours of
EOC activation and
updated every
operational period
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
3. Jurisdictions
impacted
• Counties, cities,
towns, and special
districts affected by
the incident
• Cal OES Coastal
REOC
• Operational Area
EOC
• Other EOCs
• Cal OES
• Contra Costa
County
• Liaisons
• SITSTAT Report
• Incident Briefing
ICS 201
• Media releases
As soon as
possible post-
incident and
ongoing as
Required
4. Impacts to staff
and population
• Casualties
• Populations in life
threatening
situations
• Number of
evacuees
• Numbers without
critical lifeline
infrastructure
• City staff
• First responders
• Reports from
populations
• News media
• Social media
• HAZUS
• Incident
Commanders
• Unified
Commands
• City DOCs
• Operational
Area
• GIS impact maps
• SITSTAT Report
• Incident Briefing
ICS 201
• Media releases
Initial estimate
within 2 hours and
updated every
operational period
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
5. Hazard-specific
information
toxic and
radiological
issues. Safety
hazards
• Extent of fires
• Actual or potential
for release of
hazardous
materials
• Affected locations
and what they
contain
• Personal safety
issues
• Public health
concerns
• Staff
• First responders
• Assessment teams
• News media
• Social media
•
• City Staff
• First
responders
• Incident
Commanders
• Unified
Commands
• Private
industry
•
• GIS products
depicting actual or
potential threats
• SITSTAT Report
• Incident Briefing
ICS 201
• Media releases
• Safety
briefing/messages
Initial estimate
within 2 hours and
updated every
operational period
6. Weather • Forecast post-
incident conditions
and implications
for impeding
operations
• National Weather
Service
• EOC Planning
Section
• SITSTAT Report
• Incident briefing
ICS 201
• Safety Briefings/
messages
As soon as
possible post-
incident and
ongoing as
required
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
7. Status of City
resources
• Operability of
roadways, water
systems, Public
Works equipment
• Availability of City
staff
• City departments
report
• DOC action plans/
situation status
reports
• Department
directors
• DOC Planning
Sections
• SITSTAT Report
• Incident briefing
ICS 201
•
As soon as
possible post-
incident and
ongoing as
required
8. Damage
assessments
and initial needs
• Status of damage
assessment teams
• Status of landings,
maintenance
facilities, and
navigable
waterways
• Description of
incidents requiring
immediate
response (life
safety)
• On-scene reports
• Incident
commands
• Aerial
reconnaissance
• Media
• Social media
• Incident
Commanders
• City staff
•
• GIS maps
• SITSTAT Report
• Incident Briefing
ICS 201 Form
•
Initial estimate
within 1 hour and
updated every 6
hours
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
9. Status of
communications
/ IT systems
• Status of radio
systems
• Status of
telecommunications
service including
internet
• Reliability of cellular
service
• Status of
notification systems
• Status of City social
media sites
• Internet service
providers/phone
company
• IT
• County EOC
• News media/open
sources
• Social Media
• Logistics
Section
•
• SITSTAT Report
• Incident Briefing
ICS 201
• Incident
Communications
Plan ICS 205
•
Initial estimate
within 1 hour and
updated every 6
hours
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
10. Status of
transportation
systems
• Status of roadways
and bridges
• Status of mass
transportation
systems
• Status of airports
• On scene reports
• Public Works
• Caltrans
• BART
• MTC/511
• Aerial
reconnaissance
• Media
• EOC
Operations
and Planning
Sections
• City DOCs
• SITSTAT Report
• Incident Briefing
ICS 201 Form
• Safety
briefings/messages
Initial estimate
within 4 hours and
updated every
operational period
11. Status of
Emergency
Operations
Center
• Status of
functionality
• Level of activation
• Level of staffing
• Ability to conduct
sustained
operations
• EOC Coordinator • EOC Director
•
• SITSTAT Report
• Organization
Assignment List
ICS 203
Initial status within
1 hour and updated
every operational
period
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
12. Status of City
and other
critical
infrastructure
and facilities
• Functionality of City
facilities
• Capability to
support operations
• Estimate of
resources needed
to restore
operations
• On-scene reports
• Assessment
teams
• Remote sensing
• Aerial
reconnaissance
• Media reports
•
• Public Works
• City DOCs
• PG&E
•
• SITSTAT Report
• Incident Briefing
ICS 201
• Safety
briefings/messages
Initial estimate
within 4 hours and
updated every
operational period
13. Status of fueling
locations and
available fuel
• Location and
availability of fuel
• Amount of fuel
available for
emergency
operations
• Fuel suppliers
• Local fuel retailers
• EOC
Operations
Section
• SITSTAT Report
• Incident Briefing
ICS 201
• GIS maps
Initial estimate
within 4 hours and
updated every
operational period
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Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline
14. Status of key
staff / staff
issues
• Well-being,
location, and
contact information
of City Council and
key City staff
• HR
• Notification
systems
• Key staff • SITSTAT Report
• Incident Briefing
ICS 201
• Organization
Assignment List
ICS 203
Initial estimate
within 2 hours and
updated as
necessary
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Situation Summary Reports
Situation Summary Reports provide a description of a developing emergency as it occurs and detail response efforts in progress. Situation Summary Reports are developed by the Planning Section Chief using the City Report template. When completed, the Situat ion Summary Report informs EOC staff and other organizations of the status of response and recovery operations.
The initial Status Report should be developed and delivered within two (2) to four (4) hours following an emergency and follow-on Reports may be required as often as every two (2) hours. Below is a template for the Situation Summary Report form.
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ICS-209 Modified
Situation Summary Form
Incident Name:
Purpose:
When to fill out:
Completed by:
Approved by:
Send to:
How to use this form:
▪ Summarize situational information, resource changes
and problems / concerns for the entire response. This
update will be distributed to all modules.
▪ At the end of the operational period when all Section Situation Status Update Forms have been collected, or
more frequently as directed by the EOC Director
▪ Situation Status Unit and approved by
Planning/Intelligence Coordinator
▪ EOC Director
▪ EOC Command & General Staff as a component of
the Action Plan
Form has multiple pages; make sure all fields are
completed!
Date
Time
Operational Period:
Prepared by:
Name:
Position:
Approved by:
Name:
Position: EOC Director
Signature:
Situation Status Overview
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Overall Status of Objectives / Activities for this Operational Period Objective Status
(% Complete)
Activities
List of Major Decisions / Policy Changes made during this operational period
Section Decision / Policy Changes
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Major changes in personnel and/or resource deployment since last situation status update Resource (include name if personnel) Section Disposition Current location
Major problems or concerns identified and resolution, if any:
Problem / Concern Resolution
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Other Instructions / Comments:
Last revised: 1/12/18 City of Pittsburg
ICS-209 Situation Summary Form
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7.3 Appendix C: EOC Operations and Detailed Position Job Aid / Checklists
Under the EOC Organization, select City Staff are organized into functional sections under the ICS. Authority for managing EOC operations is delegated from the City Council to the City Manager as EOC Director and from the EOC Director to the Sections. Figure 4-1 provides an EOC Team Organization Chart. Upon conclusion of the emergency, normal lines of authority and reporting are restored and a transition from a response / recovery mode to normal operations will occur.
EOC Position Job Aid / Checklists
This section identifies the full complement of positions within the EOC and specifies the staff reporting hierarchy. A job aid / checklist for Common Responsibility applicable to all EOC staff is also provided. Individual Position Job Aid / Checklists for the following are detailed:
1. EOC Director
2. Public Information Officer (PIO)
3. EOC Liaison / Safety Officer
4. EOC Coordinator / Security Officer
5. Legal Advisor
6. City Council Liaison
7. Operations Section Chief
8. Law Enforcement Branch
9. Fire and Rescue Branch
10. Public Works / Utilities Branch
11. Building/Engineering Branch
12. Damage Assessment Unit
13. Care and Shelter / ADA/AFN / Animals Branch
14. Emergency Medical / Hazardous Materials Branch
15. Planning/Intelligence Section Chief
16. Resource Status / Advanced Planning / Technical Unit
17. Situation Status Unit
18. Documentation Unit / Message Center
19. Media Monitoring Unit
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20. GIS Unit
21. Logistics Section Chief
22. Resource Unit
23. Transportation Unit
24. Personnel/Volunteers Unit
25. Communications Unit
26. Finance/Administration Section Chief
27. Cost Accounting / Purchasing Unit
28. Time Unit
29. Compensation & Claims Unit
The checklists include responsibilities for both immediate and sustained response.
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7.3.1 EOC Director
Responsible for leading the staff in the EOD and directing/coordinating with Directors in other City DOCs.
ELEMENTS INCLUDE:
• Overall management and coordination of emergency response and recovery operations
• Oversee and manage all Sections in the EOC
• Coordinate and liaison with appropriate federal, state, county government, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Establish appropriate EOC staffing level
• Continuously monitor organizational effectiveness and make appropriate changes • Exercise overall management responsibility for the coordination between emergency response agencies in the jurisdiction
• Alongside General Staff, set jurisdictional priorities for response • Ensure all department / agency actions support established EOC priorities • Ensure that inter-agency coordination is accomplished effectively • Prepare and disseminate emergency public information, other essential information and data about impacts and damage
Reports To:
• Policy Group / City Council
• Operational Area EOC Director
Reports:
GENERAL STAFF MANAGEMENT STAFF
Operations Section Chief/Coordinator EOC Coordinator / Security Officer Planning/Intelligence Chief/Coordinator Public Information Officer
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Logistics Section Chief/Coordinator EOC Liaison / Safety Officer Finance/Administration Section
Chief/Coordinator
City Council Liaison
Plans and Reports:
• EOC ACTION PLAN/ REVIEW + APPROVAL
• ADVANCE PLAN(S)/ REVIEW + APPROVAL
• DEMOBILIZATION PLAN/ REVIEW + APPROVAL
• PRESS RELEASES/ REVIEW + APPROVAL
• REPORTS/ REVIEW + APPROVAL
Forms and Guides:
• CITY EOP
• POSITION JOB AID
• ALL ICS FORMS
• PLANNING P See Appendix E
• RECOVERY PLAN/PROJECT MANAGEMENT PLAN
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Determine appropriate level of activation based on known situation Mobilize/Recall appropriate personnel to the EOC for initial activation Respond immediately to EOC site and determine operational status Obtain briefing from available sources
Ensure that EOC is properly set up and ready for operations. Ensure that EOC check-in procedure is established
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FORM ICS-211
FORM ICS-205
Ensure that EOC organization and staffing chart is posted and completed (FORM ICS-207)
Determine needed EOC sections, assign Section Chief and ensure sections are adequately staffed
Operations Section Chief
Logistics Section Chief
Planning/Intelligence Section Chief
Finance/Administration Section Chief
Determine needed Management Staff positions and ensure they are filled as soon as possible
EOC Coordinator / Security Officer
Public Information Officer / Rumor Control Coordinator EOC Liaison / Safety Officer
Legal Advisor
City Council Liaison
Ensure telephone and/or radio communications with other EOCs/DOCs are established and functioning
Schedule the initial EOC Action Planning Meeting
Alongside General Staff, determine what representation is needed at the EOC from other emergency response agencies
Assign a liaison officer to coordinate outside agency response to the EOC, and if needed, assist in establishing an Inter-Agency Coordination Group
Response:
Monitor General Staff activities to ensure appropriate actions are being taken Alongside Public Information Officer, develop public information guidance.
Conduct news conferences and review media releases for final approval. Follow established procedure for public information
Ensure Liaison Officer is providing and maintaining effective inter -agency coordination.
Based on status reports, establish initial strategic objectives for the EOC
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Alongside Management Staff, prepare EOC objectives for the initial Action Planning Meeting. (FORM ICS-202)
Convene Initial Action Planning meeting. Ensure that all Section Chief/Coordinators, Management Staff, and key agency representatives are in attendance.
Ensure appropriate Action Planning procedures are followed. Refer to EOP Appendix E. Ensure meeting is facilitated appropriately by the Planning/Intelligence Section, and consensus among EOC Coordinator, PIO, and Section Chiefs / Coordinators on objectives for forthcoming operational period.
Assess the situation, define problems, set priorities, and establish strategic and SMART objectives for the response/recovery period.
Determine the Operational Period time frame (i.e., 6, 8 or 12-hour shifts) Review and identify the need for additional staffing and/or other resources When the Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its distribution and implementation. FORM ICS-201
FORM ICS-202
FORM ICS-205
FORM ICS-207
FORM ICS-208
FORM ICS-213
Conduct periodic briefings with general staff to ensure strategic objectives are current and appropriate.
FORM ICS-209 SITUATION STATUS
Conduct periodic briefings for elected officials or their representatives. FORM ICS-209 SITUATION STATUS
If appropriate, inform the Policy Group and issue an Emergency Proclamation, and coordinate local government proclamations with other emergency response agencies
Shift Change:
Provide turnover briefing to position replacement
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Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM ICS-214
Ensure next shifts staff are accounted for. Ensure the safety and well -being of staff being dismissed for the operational period
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out. FORM ICS-211
Demobilization and Termination:
Authorize demobilization of sections, branches and units when they are no longer required informally or via a plan.
PLAN - DEMOBILIZATION PLAN
Notify higher level EOCs and other appropriate organizations of planned demobilization, as appropriate
Ensure that open actions not completed will be handled after demobilization Ensure that all required forms or reports are completed prior to demobilization Prepare to provide input to the after-action report
Proclaim termination of the emergency response and proceed with recovery operations
Alongside Public Information Officer, make emergency termination notifications to City Council, Response Partners, Community and Operational Area Provide a final emergency briefing of the event to EOC personnel to include:
Date / time of termination
Request all documentation developed during the event response Instructions for support of recovery operations or assembly of the final report Time and date of formal debrief to identify issues, lessons learned, and corrective actions
Instructions for resumption of normal operations
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Determine if a formal Recovery Plan is required based on a review of the technical criteria by:
Length and resources required for investigating and fact-finding activities Assessment of property damage efforts that require substantial and prolonged coordination and communications with off -site governments, agencies, and/or response organizations
Number of personal injuries or illnesses requiring protracted follow -up treatment, analysis, and public information
Supervise the transition of the EOC from response to recovery operations, as necessary
Appoint a recovery manager; the recovery manager will establish a recovery organization and recovery plan
Proclaim EOC deactivated
Approve deactivation of other emergency facilities that were opened because of the emergency
Assist with recovery objectives, as requested for Recovery Plan Turn over command to Recovery Manager
Schedule Incident Debriefing
Assist with the development of a final after-action report Approve final after-action report
REPORT – AFTER-ACTION REPORT See Appendix F
Turn in completed job aids, forms, and notes to Documentation Unit
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7.3.2 Public Information Officer
Responsible for providing news and information on the emergency / disaster to the media, the public, all departments and required agencies.
ELEMENTS INCLUDE:
• Serve as the central coordination point for the agency or jurisdiction for all media releases
• Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information
• Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies • Develop the format for press conferences, in conjunction with the EOC Director • Maintain a positive relationship with the media representatives • Supervise the Public Information Branch
Reports To:
• EOC Director
Reports:
• Public information staff if assigned
Plans and Reports:
• EOC ACTION PLAN – PROVIDES INPUT
Forms and Guides:
• POSITION JOB AID
• ICS-205 EMERGENCY COMMUNICATIONS
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
• DISASTER ASSISTANCE DIRECTORY
• PRESS AND MEDIA RELEASES
• MEDIA BRIEFING SCHEDULE
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Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefings from available and appropriate personnel
Maintain concise records of position activities
FORM ICS-214
Determine staffing requirements and make required personnel assignments for the Public Information function to the Personnel Unit in Logistics
Response:
Obtain policy guidance from the EOC Director regarding media releases Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments
Monitor media channels periodically
Recommend procedures or measures to improve media relations Coordinate with the Situation Analysis Unit and identify the method for obtaining and verifying significant information as it is developed Develop and publish a media-briefing schedule, to include location, format, and preparation and distribution of handout materials.
FORM – MEDIA BRIEFING SCHEDULE
Implement and maintain an overall information release program
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Establish a Media or Joint Information Center, as required, providing necessary space, materials, telephones, and electrical power
Maintain up-to-date status boards and other references at the Media or Joint Information Center.
Provide adequate staff to answer questions from members of the media Interact with other EOC PIOs and obtain information relative to public information operations
Develop content for state Emergency Alert System (EAS) releases if available Monitor EAS releases as necessary
In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public
At the request of the EOC Director, prepare media briefings and press releases for members of the agencies or City Policy Group
Provide other assistance as necessary to facilitate their participation in media briefings and press conferences
FORM - PRESS RELEASE
Ensure that a rumor control function is established to correct false or erroneous information
Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the affected areas
Provide appropriate staffing and telephones to efficiently handle incoming media and public calls
Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.
Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired, etc.)
Monitor broadcast media, using information to develop follow-up press releases and rumor control
Ensure that file copies are maintained of all information released Provide copies of all press releases to the EOC Director for approval
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FORM - PRESS RELEASE
Prepare final press releases and advise media representatives of points -of- contact for follow-up stories
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions / plan
Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report Alongside EOC Director and Liaison Officer, make emergency termination notifications to City Council, Response Partners, Community and Operational Area
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7.3.3 Liaison
Responsible for supporting other Agency Representatives assigned to the EOC and handling requests from other agencies for sending City liaison personnel to other EOCs.
Ensures that all facilities used in support of EOC operations have safe operating conditions and EOC activities are conducted in a safe manner.
ELEMENTS INCLUDE:
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs • Function as a central location for incoming Agency Representatives, provide workspace, and arrange for support as necessary
• Interact with other sections and branches / groups / units within the EOC to obtain information, assist in coordination, and ensure the proper flow of information • Ensure that all developed guidelines, directives, action plans, and appropriate situation information is disseminated to Agency Representatives • Ensure that all facilities used in support of EOC operations have safe operating conditions (building, parking lots, etc.)
• Responsible for identifying and mitigating safety hazards and situations of potential City / Agency liability during EOC operations (coordinate with Comp/Claims Unit) • Stop or modify all unsafe operations in the EOC
Reports To:
• EOC Director
Plans and Reports:
• CITY EOP (FOR LIAISONS)
• CURRENT EOC ACTION PLAN (FOR LIAISONS)
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATIONS LIST
• ICS-208 SAFETY MESSAGE
• ICS-211 CHECK-IN LIST
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• ICS-214 ACTIVITY LOG
• ICS-215A SAFETY ANALYSIS
Technology:
• LAPTOP
• PHONE
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available / appropriate personnel
Ensure readiness to maintain concise records of position activities
Liaison Officer:
Arrange for VIP tours and coordinate with the PIO and Field Incident Commanders
Contact all on-site Agency Representatives. Make sure:
They have signed into the EOC
They understand their assigned function
They know their work location
They understand the EOC organization and floor plan (provide both) Determine if outside liaison is required with other agencies such as:
Local / county / state / federal agencies
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Schools
Volunteer organizations
Private sector organizations
Utilities not already represented
Determine status and resource needs and availability of other agencies Brief Agency Representatives on current situation, priorities and EOC Action Plan
Request Agency Representatives contact their agency, determine level of activation of agency facilities, and obtain any intelligence or situation information that may be useful to the EOC
Notify and coordinate with adjacent jurisdictions on facilities and / or dangerous releases that may impose risk across boundaries
Respond to requests for liaison personnel from other agencies Act as liaison with state or federal emergency response officials and appropriate city personnel
Determine if there are communication problems in contacting outside agencies.
Provide information to the Communications Unit of the EOC Logistics Section Know the working location for any Agency Representative assigned directly to a branch/unit
Compile list of Agency Representatives (agency, name, EOC phone) and make available to all Section and Branches / Groups / Units
Respond to requests from Sections, Branches and Units for Agency information.
Direct requests to appropriate Agency Representatives
Provide periodic update briefings to Agency Representatives as necessary
Safety Officer:
Tour the entire EOC facility and evaluate conditions
Advise the EOC Director of any conditions and actions that might result in liability (unsafe layout or equipment set-up, etc.)
Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits FORM ICS-215A
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Be familiar with particularly hazardous conditions in the facility; take action when necessary
Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings
FORM ICS-208
If the event that caused activation was an earthquake, provide guidance regarding entry and use of the EOC facility and actions to be taken in preparation for aftershocks
Ensure that the EOC facility is free from any environmental threats (e.g., radiation exposure, air purity, water quality, etc.)
Keep the EOC Director advised of unsafe conditions; take action when necessary
Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure
Shift Change:
Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
FORM POSITION JOB AID
FORM CURRENT FORM ICS-214
Provide list of other Agency Representatives assigned to the EOC and City liaisons assigned to other agencies
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone numbers where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
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Release agency representatives that are no longer required in the EOC when authorized by the EOC Director
Collect any documentation from agency representatives that would be relevant for the after-action report
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to departure
Clean up work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.4 EOC Coordinator/Security Officer
Responsible for supporting the EOC Director and providing services for the overall effective functioning of the EOC. Establishes and enforces security protocols for the EOC and other emergency related facilities to manage access control and protect staff a nd information.
ELEMENTS INCLUDE:
• Assist and serve as an advisor to the EOC Director and General Staff • Provide information and guidance related to the internal functions of the EOC • Ensure compliance with operational area emergency plans and procedures • Develop lead, and complete after-action report
Reports To:
• EOC Director
Plans and Reports:
• ALL PLANS
• ALL REPORTS
Forms and Guides:
• ALL FORMS
• POSITION JOB AIDS
• ALL GUIDES
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
• RADIO
Activation:
EOC Coordinator
Check in at the EOC
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FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Brief incoming EOC Section personnel prior to their assuming their duties.
Briefings should include:
Current situation assessment
Identification of specific job responsibilities
Identification of co-workers within the job function and/or geographical assignment Availability of communications
Location of work area
Identification of eating and sleeping arrangements as appropriate Procedural instructions for obtaining additional supplies, services and personnel Identification of operational period work shifts
Receive situation, section and position briefing from available and appropriate personnel
Activate Department Emergency Voicemail
Ensure readiness to maintain concise records of position activities FORM ICS-214
Assist the EOC Director in determining appropriate staffing for the EOC FORM ICS-207
Provide assistance and information regarding section staffing to all general staff
Security Officer
Determine necessary procedures and staffing to provide a secure work environment for EOC staff
Provide policy for credentialing to gain access to the EOC
Response:
EOC Coordinator
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Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan FORM ICS-202
PLANNING P See Appendix E
Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements
FORM PROCLAMATION RESOLUTION
Guide LEGAL AUTHORITIES
Assist the Planning/Intelligence Section in the development, continuous updating and execution of the EOC Action Plan
PLAN - EOC ACTION PLAN
PLANNING P See Appendix E
Provide overall procedural guidance to General Staff
Provide general advice and guidance to the EOC Director Ensure that all appropriate notifications are made to same and one level higher EOCs (Contra Costa Operational Area)
Ensure that all communications with appropriate emergency response agencies are established and maintained
Assist the EOC Director in preparing for and conducting briefings with Management Staff, the agency or jurisdiction policy groups, the media, and the public
REPORT - ICS-209 or REPORT SITUATION STATUS
FORM - PRESS RELEASE
Ensure that EOC personnel are properly maintaining all documentation Facilitate and attend periodic briefing sessions conducted by the EOC Director Monitor performance of EOC personnel for signs of stress or under - performance; advise EOC Director of conditions
Assist the Liaison Officer with coordination of all EOC visits Aid with shift change activity
Security Officer
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Coordinate with law enforcement for the security of the EOC, the personnel working in the EOC and the adjacent parking areas
Keep the EOC Director advised of security issues and potential solutions
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Lead the development of the after-action report
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7.3.5 Legal Advisor
Responsible for advising the Policy Group, EOC Director, and the Management and General Staff on the legality and/or legal implications of contemplated emergency actions and policies (reference the California Emergency Services Act, Stafford Act, etc.).
Prepares documents relative to evacuations, curfews, and demolition of hazardous structures or conditions. Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources.
ELEMENTS INCLUDE:
• Provide legal counsel to the Emergency Services Director / EOC Director and all City / Agency Staff in legal matters pertaining to emergency response and recovery • Assist in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s / Agency’s legal records and reports
Reports To:
• EOC Director
Plans and Reports:
• EOC ACTION PLAN – SHARES WITH RELEVANT STAKEHOLDERS.
NOT RESPONSIBLE FOR DEVELOPMENT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATIONS LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
• PROCLAMATION RESOLUTION
• GUIDES – CITY ORDNANCES, COUNTY AND STATE CODE, 42 U.S.C. 5121 (STAFFORD ACT AS AMENDED)
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
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• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available/appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
Obtain assistance for position through the Personnel Unit in Logistics, as required
Response:
Assist as necessary with Emergency Proclamation Resolution Process and Forms
FORM - PROCLAMATION RESOLUTION
Provide technical knowledge of jurisdictional authorities GUIDE - LEGAL AUTHORITIES
Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit
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Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.6 City Council Liaison
The City Council Liaison coordinates between the City Council, Legal Advisor and EOC Director. They coordinate with other EOC sections and branches/groups/units within the EOC to obtain information and ensure proper flow of information to City Council. They are responsible for developing guidelines, directives, action plans and situation updates to support the City Council in conjunction with EOC Director.
ELEMENTS INCLUDE:
• Coordinate information to and from City Council.
• Function as a central point of contact for City Council. • Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination, and ensure the proper flow of information to City Council.
• Ensure that all developed guidelines, directives, action plans, and appropriate situation information is disseminated to City Council.
Reports To:
• EOC Director
Plans and Reports:
• CITY EOP (FOR LIAISONS)
• SITUATIONAL REPORTS
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATIONS LIST
• ICS-208 SAFETY MESSAGE
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Technology:
• LAPTOP
• PHONE
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Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available/appropriate personnel
Ensure readiness to maintain concise records of position activities
City Council Liaison:
Work with the Liaison Officer to arrange City Council tours and coordinate with the PIO and Field Incident Commanders
Determine if outside liaison is required with other agencies such as:
Local/county/state/federal agencies
Schools
Volunteer organizations
Private sector organizations
Utilities not already represented
Brief City Council on current situation, priorities and EOC Action Plan, periodically
Know the working location for any Agency Representative assigned directly to a branch/unit
Provide periodic update briefings to City Council as necessary
Shift Change:
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Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
FORM POSITION JOB AID
FORM CURRENT FORM ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone numbers where you can be reached.
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to departure
Clean-up work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.7 Operations Section Chief
Responsible for supervising the Operations Section and directing the management and coordination of all EOC related operational functions.
ELEMENTS INCLUDE:
Ensure that the Operations Function is carried out including coordination of activities for all operational functions assigned to the EOC Direct accomplishment of operational objectives and assignments identified in the EOC Action Plan
Establish the appropriate level of branch and unit organizations within the Operations Section
Ensure Contra Costa County Fire Protection District personnel respond to the EOC to serve as Fire and Rescue Branch Director and other positions as needed
Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section
FORM ICS-215
Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports
Conduct periodic Operations briefings for the EOC Director as required or requested
Reports To:
• EOC Director
Reports:
• Law Enforcement Branch
• Fire and Rescue Branch
• Public Works / Utilities Branch
• Building/Engineering Branch
• Damage Assessment Unit
• Care and Shelter / ADA/AFN/ Animals Branch
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• Emergency Medical / Hazardous Materials Branch
Plans and Reports:
• EOC ACTION PLAN – SUPPORTS DEVELOPMENT
Reports:
• FIREFIGHTING STATUS
• HAZMAT STATUS
• MASS CARE STATUS
• PUBLIC WORKS STATUS
• UTILITY STATUS
Forms and Guides:
• POSITION JOB AID
• RESOURCE REQUEST
• ICS-205A COMMUNICATION LIST
• ICS-209 INCIDENT STATUS SUMMARY
• ICS-211 CHECK-IN LIST
• ICS-213 RESOURCE REQUEST
• ICS-214 ACTIVITY LOG
• ICS-215 OPERATIONAL PLANNING WORKSHEET
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
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Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards
Activate organizational elements within your EOC Section as needed and designate leaders for each element or combination of elements:
Fire / Rescue Branch
Medical / Hazardous Materials Branch
Law Enforcement / Coroner Branch
Public Works Branch
Care and Shelter /ADA/AFN / Animals Branch
Building and Safety Branch
Request additional personnel for the EOC Section to maintain a 24 -hour operation as required
Inform the EOC Director and General Staff when your Section is fully operational Review responsibilities of Branches/Groups/Units in your Section. Develop plans for carrying out all responsibilities
Prepare work objectives for EOC Section staff and make staff assignments Meet with Planning/Intelligence Section Chief and obtain a preliminary situation briefing
Determine 24 -hour staffing requirements and request additional support as required. Request additional personnel for the Section as necessary for 24-hour operation.
Determine if there are mutual aid requests for these functional areas. Initiate coordination with appropriate mutual aid systems as required Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics
Ensure that there is adequate equipment and radio frequencies available as necessary for the section
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Determine estimated times of arrival of Section staff from the Personnel Branch in Logistics
Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations
Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section
Coordinate with the Planning/Intelligence Section Chief to determine the need for any Technical Specialists
Establish radio or phone communications with Department Operations Centers (DOCs), and/or with Incident Commander(s) and the Operational Area as directed, and coordinate accordingly
Determine activation status of other EOCs in the Operational Area or adjacent areas and establish communication links with their Operations Sections if necessary
Based on the situation known or forecasted, determine likely future needs of the Operations Section
Identify key issues currently affecting the Operations Section; meet with section personnel and determine appropriate section objectives for the first operational period
Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur
Response:
Ensure Operations Section position logs and other necessary files are maintained
Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports. FORM ICS-209, Reports:
REPORT - COMMUNICATION STATUS
REPORT - ENERGY STATUS
REPORT - FIREFIGHTING STATUS
REPORT - HAZMAT STATUS
REPORT - MASS CARE STATUS
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REPORT - PUBLIC SAFETY STATUS
REPORT - PUBLIC WORKS STATUS
REPORT - SEARCH & RESCUE STATUS
REPORT - TRANSPORTATION STATUS
REPORT - UTILITY STATUS
Ensure that all media contacts are referred to the Public Information Officer Conduct periodic briefings and work to reach consensus among staff on objectives and work assignments for forthcoming operational periods FORM ICS-215
Attend and participate in EOC Director's Action Planning meetings Provide the Planning/Intelligence Section Chief with the Operations Section's objectives prior to each Action Planning meeting
Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed Ensure that the branches coordinate all resource needs through the Logistics Section
FORM ICS-213 RESOURCE REQUEST
Ensure that intelligence information from Branch Coordinators is made available to the Planning/ Intelligence Section in a timely manner Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of emergency expenditures and daily time sheets)
Inform the EOC Director on all major incidents
Complete a Major Incident Report for all major incidents; forward a copy to the Planning/ Intelligence Section
Brief Branch Coordinators periodically on any updated information you may have received. Share status information with other sections as appropriate
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
FORM POSITION JOB AID
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FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.8 Law Enforcement Branch
Responsible for alerting and notifying the public of pending or existing emergencies and activating public warning systems. They coordinate movement and evacuation operations, law enforcement, and traffic control operations, and provide security at incident facilities. coordinates incoming law enforcement mutual aid resources and assume responsibility as necessary for Fatalities Management, if the County Coroner is delayed in responding ELEMENTS INCLUDE:
• Supervise the Law Enforcement Branch
• Coordinate movement and evacuation operations during an emergency • Alert and notify the public of the impending or existing emergency • Coordinate law enforcement, search and rescue, and traffic control operations during the emergency
• Coordinate site security at incidents
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• Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC
Reports To:
• Operations Section Chief
Plans and Reports:
• EOC ACTION PLAN – AIDS DEVELOPMENT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
• PUBLIC SAFETY STATUS
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Notify Watch Commander of status
Ensure readiness to maintain concise records of position activities FORM ICS-214
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Based on the situation, activate the necessary Units within the Law Enforcement Branch
Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested
Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting
Response:
Ensure that Branch and Unit position logs and other necessary files are maintained
Maintain status on Law Enforcement missions being conducted Direct field units to report pertinent information (casualties, damage observations, evacuating status, radiation levels, chemical exposure, etc.) to the appropriate EOC Operations Branch
Ensure that field units begin safety / damage assessment survey of critical facilities and report status information to the EOC Planning/Intelligence Section through the EOC Operations Section
Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period
REPORT - PUBLIC SAFETY STATUS
On a regular basis, complete and maintain the Law Enforcement Status Report Refer all contacts with the media to the Public Information Branch Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets)
Prepare objectives for the Law Enforcement Branch for the subsequent Operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning Meeting
Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information
Evacuation:
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In coordination with Fire and Rescue Branch designate area to be warned and/or evacuated
Establish emergency traffic routes in coordination with the Public Works Branch Coordinate with the EOC Public Works Branch traffic engineering to determine capacity and safety of evacuation routes and time to complete evacuation Ensure that evacuation routes do not pass through hazard zones Identify alternate traffic routes where necessary; determine traffic and direction control points
Establish traffic control points and provide traffic control for evacuation and perimeter control for affected areas
Establish evacuation assembly points
Coordinate the evacuation of hazardous areas with neighboring jurisdictions and other affected agencies
Coordinate with Care and Shelter / ADA/AFN / Animals Branch to open evacuation centers
Coordinate with the Public Works Branch for access control and to obtain necessary barricades and signs
Place towing services on stand -by to assist disabled vehicles on evacuation routes
Through field unit requests, identify persons/facilities that have special evacuation requirements, i.e. disabled, hospitalized, elderly, institutionalized, incarcerated, etc. Check status and evacuate
Coordinate with the Transportation Unit of the EOC Logistics Section for transportation
Develop the warning / evacuation message to be delivered. At a minimum the message should include:
Nature of the emergency and exact threat to public
Threat areas
Time available for evacuation
Evacuation routes
Location of shelters / evacuee assistance centers
Radio stations carrying instructions and details
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Coordinate emergency warning and messages with the EOC Director and the PIO. Consider the following dissemination methods:
Use the Emergency Alert System (EAS) for local radio and television delivery of warnings. The Police Chief and designated Police Department staff have the authority to request an EAS warning via the Contra Costa Sheriff’s Office Notify police units to use loudspeakers and sirens to announce warning messages Determine if helicopters are available and / or appropriate for announcing warnings Use cable TV, local radio stations or local low-power radio stations to deliver warning or emergency messages upon approval of the EOC Director Use volunteers, reserves and other city personnel as necessary to help with warnings.
Request through the EOC Logistics Section
Ensure that Dispatch notifies special facilities requiring warning and / or notification (i.e. hospitals, schools, government facilities, special industries, etc.) Ensure provision of emergency alerts (IPAWS) for people with disabilities and others with access and functional needs
Warn all people with disabilities and others with access and functional needs such as non-English speaking, and hearing and sight impaired persons of the emergency situation/hazard by:
Using bilingual employees whenever possible
Translating all warnings, written and spoken, into appropriate languages Contacting media outlets (radio/television) that serve the languages you need Utilizing TTY machines and 9-1-1 translation services to contact the deaf Using pre -identified lists of disabled and hearing and sight impaired persons for individual contact
Coordinate the evacuation of all prisoners from the jail as necessary; provide transportation of prisoners to an alternate facility
Check vacated areas to ensure that all people have received warnings Implement the evacuation portion of the EOC Action Plan Consider use of city vehicles if threat is imminent. Coordinate use of city vehicles (trucks, vans, etc.) with the Transportation Unit of the EOC Logistics Section.
Encourage the use of private vehicles if possible
Monitor status of warning and evacuation processes
Security:
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Coordinate security in the affected areas to protect public and private property Coordinate security for critical facilities and resources Coordinate law enforcement and crowd control services at mass care and evacuation centers of local residents and or from residents from outside the City’s jurisdiction
Coordinate with the Public Works Branch for street closures and board up of buildings
Enforce curfew and other emergency orders, as identified in the EOC Action Plan
Request mutual aid assistance through the Law Enforcement Mutual Aid Coordinator
Provide access control to damaged areas
Provide information to the PIO on matters relative to public safety Ensure that detained inmates are protected from potential hazards. Ensure adequate evacuation, security, relocation, transportation and confinement as necessary
Provide vehicle security and parking issues at incident facilities and coordinate security if necessary
In coordination with the Fire & Rescue Branch, develop procedures for safe re- entry into evacuated areas
Ensure post incident investigation is conducted and documented
Fatalities Management:
Coordinate the need for Coroner duties and fatalities management as needed Ensure that Coroner notification has been made to the Contra Costa Operational Area. Determine the expected time of arrival
Coordinate the removal and disposition of the dead
Continually attempt to contact the County Coroner to advise the condition and needs. Return control of function as soon as possible to that office Establish temporary morgue facilities
Coordinate with local morticians for assistance
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Coordinate with the Supply and Transportation Units of the EOC Logistics Section to arrange for cold storage locations and transportation for temporary body storage
Coordinate with the Supply Unit of the EOC Logistics Section for procurement of body bags, tags, gloves, masks, stretchers and other support items Coordinate with Public Works and Fire Branches on removal procedures for bodies within unstable or hazardous structures
Advise all personnel involved in remains recovery operations of the specific documentation requirements
Ensure that assigned personnel and volunteers are monitored for stress, morale, or psychological problems related to body recovery operations Consider changing shifts at six hours if involved in remains recovery Arrange for Critical Incident Stress Debriefing for all personnel involved in coroner operations through the Supply (Personnel) Unit of the EOC Logistics Section
Maintain list of known dead. Maintain a log of remains recovery operations to be provided to the County Coroner as requested or upon conclusion of the emergency
Provide assistance to the Coroner in the identification of remains if requested Notify next of kin as advised by the Coroner
Provide data on casualty counts to the EOC
In a hazardous materials incident, determine if special remains handling procedures will be required to avoid contamination
Be prepared to relocate morgue facilities if they are in a potentially hazardous environment areas
Assist and coordinate the reburial of any coffins that may be washed to the surface of inundated cemeteries
Animal Care:
Provide for rescue, care, shelter, and essential needs to individuals with household pets and service animals; and to the pets and animals themselves Coordinate with animal care agencies and the EOC Care and Shelter / ADA/AFN / Animals Branch for establishing potential shelters for animals per the PETS Act (Public Law 109-308).
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Take required animal control measures as necessary
Additional Actions for Response to Hazardous Material Release Incidents:
Ensure that all personnel remain upwind or upstream of the incident site. This may require repositioning of personnel and equipment as conditions change Notify appropriate local, state, and federal hazard response agencies Support the Unified Command Post as requested
Assist in efforts to identify released substances, including locating shipping papers and placards, and contacting as required: County Health, Cal OES, shipper, manufacturer, etc.
Consider the need for evacuations of communities potentially affected by the release
Additional Actions in Response to an Air Crash:
Notify the Federal Aviation Agency or appropriate military command Request temporary flight restrictions
Follow procedures in the fatalities management checklist
Additional Actions in Response to Localized Flooding and Landslides:
Notify all units of areas of localized flooding or landslides Set up traffic control and detours around flooded areas or landslides Direct mobile units to warn public of localized flooding and traffic dangers due to flooding. Continue warning as long as needed
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
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FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.9 Fire & Rescue Branch
Responsible for coordinating personnel, equipment and resources committed to fire and search and rescue elements of the incident
ELEMENTS INCLUDE:
• Coordinate the Fire & Rescue Branch activities with the Operational Area • Coordinate fire and urban search and rescue operations • Assist Fire and Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary
• Coordinate the mobilization and transportation of all resources through the Logistics Section
• Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintains status of unassigned fire and rescue resources
• Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities. Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch
Reports To:
• Operations Section Chief
Plans and Reports:
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• FIREFIGHTING STATUS
• SEARCH & RESCUE STATUS
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-209 INCIDENT STATUS SUMMARY
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
• FIRE DEPLOYED RESOURCES
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC )
• VEST
Activation:
Check in at the EOC
FORM - ICS-211
FORM - ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
Based on the situation, activate the necessary Units within the Fire & Rescue Branch
If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire & Rescue Mutual Aid Coordinator
FORM - FIRE DEPLOYED RESOURCES
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Response:
Obtain and maintain current status on Fire & Rescue missions being conducted in the City
Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Fire & Rescue Branch operations periodically or as requested during the operational period
FORM ICS-209 or
FIREFIGHTING STATUS REPORT
SEARCH & RESCUE STATUS
Report to the Operational Area Fire and Rescue Coordinator on major problems, actions taken, and mutual aid resources available or needed Request mutual aid resources through proper channels and notify the EOC Operations Section Chief
Provide emergency medical care and transportation of injured to care facilities Assist in dissemination of warning to the public
Provide fire protection and safety assessment of shelters Ensure that the Windshield Survey assessments are being carried out by field units
Implement personnel, equipment, and resources to urban search and rescue operations
On a regular basis, complete and maintain the Fire & Rescue Status Report Refer all contacts with the media to the Public Information Branch Ensure that Branch and Unit position logs and other necessary files are maintained
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit.
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Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.10 Public Works / Utilities Branch
Responsible for evaluating and assessing the safety and condition of roadways, bridges, and other public works infrastructure
ELEMENTS INCLUDE:
• Supervise the Public Works and Utility Units
• Assist other Operation Section Branches by providing construction equipment and operators as necessary
• Provide heavy equipment assistance to the Damage / Safety Assessment Unit as required
• Provide emergency construction and repair to damaged roadways • Provide flood-fighting assistance, such as sandbagging, rerouting waterways away from populated areas, and river, creek, or streambed debris clearance
Reports To:
• Operations Section Chief
Plans and Reports:
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• PUBLIC WORKS STATUS REPORT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel.
Ensure readiness to maintain concise records of position activities FORM ICS-214
Response:
Public Works
Establish and maintain a position log and other necessary files Ensure that appropriate staff are available to assist other emergency responders with the operation of heavy equipment, in coordination with the Logistics Section Ensure that engineering staff are available to assist the Damage / Safety Assessment Unit in inspecting damaged structures and facilities Assure that all emergency equipment has been moved from unsafe areas
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As requested, direct staff to provide flood fighting assistance, clear debris from roadways and water ways, assist with utility restoration, and build temporary emergency structures
Ensure that sources of potable water and sanitary sewage systems are available and protected from potential hazards
Develop priorities and coordinate with utility companies for restoration of utilities to critical and essential facilities
In coordination with the Law Enforcement Branch, determine status of the Disaster Routes and other transportation routes into and within the affected area Coordinate with the Law Branch to ensure the safety of evacuation routes following a devastating event
Determine present priorities and estimated times for restoration. Clear and reopen Disaster Routes on a priority basis
Coordinate with the Supply Unit of the EOC Logistics Section for sanitation service during an emergency. Work closely with the Logistics Section to provide other support and material
Receive and process all requests for Public Works resources Maintain back-up power in the EOC
Keep the Building/Engineering Branch Coordinator informed of unit status REPORT - PUBLIC WORKS STATUS
Refer all contacts with the media to the Public Information Officer
Water / Utility
Determine the need to staff a task group based on the need for water/power services and secure resources through the Logistics Section Contact Contra Costa Health, local water, electric and gas utility companies, Public Works, Fire Departments, Police Department and other sources to compile situation information including:
Estimated duration of systems outage
Geographical area affected
Population affected
Actions taken to restore system
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Resources needed to reactivate system
Water
Determine the cause and extent of water system damage for both potable and fire hydrant systems
Determine the emergency potable water needs (quantity and prioritized areas) Notify the Operations Section Chief of the situation and need for mutual aid, and participate in conference calls as requested
Contact Contra Costa Health and PIO and provide situation reports for affected areas (including information on boil water order areas) Evaluate and prioritize potable water needs (quantity/location/duration — minimum two [2] gallons per person per day)
In coordination with the EOC Logistics Section, identify and obtain potable water resources. If necessary, recommend the EOC Director request mutual aid to identify and/or obtain water resources.
Identify and secure locations for water distribution points (e.g., parks, city facilities, shelters, etc.)
In coordination with the EOC Logistics Section, identify and secure staff resources needed to operate water distribution points (if necessary, recommend that the EOC Director request mutual aid to obtain required staff resources) Consult with County Department of Health Services, water utilities and PIO for appropriate public information announcements and media interface Transmit to Finance/Administration Section data on costs incurred in efforts to purchase and distribute potable water
Utility
Determine emergency power needs for critical facilities (outside resources for power generation)
Coordinate with local electric and gas utilities for information affecting the City.
Gather emergency contact information from each utility that provides service Coordinate with schools, daycare centers, nursing homes, rest homes, hospitals, etc. to take proper precautions and emergency actions during a major power failure
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Determine the availability of emergency generators. Request mutual aid emergency generators via the Operational Area
Coordinate with local planning boards and inspection departments regarding building codes and code enforcement to minimize damages that might occur from a prolonged power failure
Conduct safety assessments of critical facilities and the impact of a major power failure these facilities
Coordinate with the PIO and local broadcast media to ensure timely and accurate Emergency Alert System (EAS) activation
Procure or produce information pamphlets for distribution to the public with assistance from utilities, e.g., "What To Do When the Lights Go Out" Coordinate with the Care and Shelter / ADA/AFN / Animals Branch to activate the American Red Cross, public and private agencies and other non - governmental organizations to implement shelter operations, as appropriate
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief
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Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.11 Building/Engineering Branch
Responsible for providing engineering services to inspect and assess city and privately - owned buildings, structures and property for safety of occupancy. Reviews City building code after incidents resulting in structural damage to determine performance.
ELEMENTS INCLUDE:
• Inspect for re -occupancy of key City facilities by departments responsible for emergency response and recovery
• Provide the engineering support as requested for other EOC Operations Section Branches, i.e., Urban Search and Rescue teams
• Coordinate safety assessments of damage to buildings, structures and property within the City
• Provide safety assessment information and statistics to the Damage Assessment Unit of the EOC Planning/Intelligence Section
• Implement emergency building regulations as determined from performance of structures
• Coordinate investigation of building code performance • Determine the extent of damage to buildings and structures and developing recommendations for building code changes
Reports To:
• Operations Section Chief
Plans and Reports:
• BUILDING OCCUPANCY STATUS REPORT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
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Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Ascertain that key Building and Safety Department personnel are in the EOC or have been notified
Ensure that all off duty Building and Safety personnel have been notified of call- back status (when they should report), in accordance with current department emergency procedures
Ensure that all Building and Safety personnel have completed status checks on equipment, facilities and operational capabilities
Response:
Coordinate with City Public Works Building and Safety Department regarding local jurisdictional needs
Activate the Damage / Safety Assessment Unit as needed Survey all local facilities, assessing the damage to such facilities, and coordinating the repair of damage
Survey other infrastructure systems, such as local roads, bridges, sewer and water systems within the City
Activate the Pittsburg Safety / Damage Assessment Plan. It should include inspection of the following critical facilities (priority) and other facilities:
EOC/DOCs
Police stations
Fire stations
Hospitals*
Congregate care facilities (including private schools, convalescent care facilities, board and care facilities, day care centers, etc.)
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Public schools*
Public Works facilities
Potential Hazardous Materials facilities, including gas stations Designated shelters
Unreinforced masonry buildings
Concrete tilt-up buildings
Multi-story structures—commercial, industrial and residential Mobile homes/modular structures*
Single-family dwellings
*Note: Certain facilities may fall under the jurisdiction of State or County inspectors. These agencies may exercise their jurisdictional authority to inspect these facilities. As a practical matter, there are very few State inspectors available, and they may not be able to respond in a timely manner during the initial stages of the emergency/disaster.
Use a Three Phased Approach to Inspection Based Upon Existing Disaster Intelligence:
• General Area Survey of Structures
• Applied Technology Council-20 (ATC-201) Rapid Inspection (ATC Safety Assessment) • ATC-20 Detailed Inspection
Be prepared to start over due to aftershocks if the hazard was an earthquake Alert and stage safety assessment teams as needed
Arrange for necessary communications equipment from the Communications Unit of the EOC Logistics Section and distribute it to all field personnel (e.g., radios, cellular phones, etc.)
Coordinate with the Public Works Branch on immediate post-event issues (i.e., debris removal, demolition, fences, etc.)
1 ATC-20: Procedures for Postearthquake Safety Evaluation of Buildings
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After completion of the safety/damage survey, develop a preliminary estimate of the need for mutual aid assistance. Request mutual assistance through the Operations Section Chief
Implement procedures for posting of building occupancy safety status using ATC-20 placard guidelines
Implement a data tracking system to document and report safety assessment information and forward to the Damage Assessment Unit of the Planning/Intelligence Section
Brief all personnel on Departmental emergency operating procedures and assignments
Assess the need to require potentially unsafe structures to be vacated Provide structural evaluation of mass care and shelter facilities reports to the Care and Shelter / ADA/AFN / Animals Branch. Provide public school inspection reports to the State Architect
Consider establishing an area field site to direct and coordinate safety assessment and inspection teams
Provide policy recommendations to appropriate city officials for:
Emergency building and safety ordinances
Expediting plan checking and permit issuance on damaged buildings Coordinate with the PIO to establish public information and assistance hotlines Consider using 24 -hour inspection call -in lines to take damage reports and requests for safety inspections
Direct field personnel to advise property owners and tenants that multiple inspections of damage property will be required by various assisting agencies, including American Red Cross; FEMA; Cal OES; local Building and Safety; insurance carriers and other l ocal, state and federal agencies. If needed, request police escort of safety assessment and inspection personnel
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
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Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.12 Damage Assessment Unit
Responsible for conducting building, structure and property inspections using approved procedures.
ELEMENTS INCLUDE:
• Inspect the City’s infrastructure
• Collate data to provide an assessment of the impact of the event
Reports To:
• Building/Engineering Branch Director
Plans and Reports:
• BUILDING OCCUPANCY STATUS REPORT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Obtain a briefing on the extent of the emergency from the Planning/Intelligence Section Chief
Alert and activate structural inspection personnel
Recall Building Inspectors as required
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Response:
Provide City damage information to the Operational Area EOC as directed by the Operations Section Chief
Provide for an initial inspection of the entire City and report locations of damaged structures, utilities, roads, signaled traffic-controlled intersections, and facilities Pay particular attention to special use/hazard areas such as government facilities, schools, utilities and other special facilities Initiate request for mutual aid building inspectors and structural engineers through the Logistics Section Chief
Prepare a plan for using Building Inspectors to ensure proper deployment as well as a comprehensive coverage of the damaged area. (Additional Inspectors may be obtained under mutual aid)
Prepare the initial damage estimate for the city
Collect, record, and calculate the type and estimated value of damage Request volunteer Structural Engineers to assist in the inspection of structures.
Provide personnel to act as guides for the engineers
Provide, as required, damage assessment teams to survey potential shelter sites after the emergency
Provide, as required, damage assessment teams to inspect and mark hazardous structures and record damage. City damage records are utilized by state and federal agencies as a basis for federal assistance money Coordinate with utilities, the American Red Cross, and the County on damage assessment
Coordinate with all departments for possible information on damage to structures
Coordinate with the following groups for field information and Damage Assessment reports:
Amateur Radio
Caltrans
School District
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PG&E
Media Sources
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.13 Care and Shelter / ADA/AFN / Animals Branch
Responsible for opening and operating evacuation centers and mass care facilities in the City until, and if, the American Red Cross assumes responsibility; coordinating efforts with the American Red Cross and other volunteer agencies; and supporting the Personnel Unit in the care and sheltering of employees and their families. Ensures coordination of mass care services to provide for the safety and well -being of household pets and service animals during evacuations and sheltering.
ELEMENTS INCLUDE:
• Identify the care and shelter needs of the community
• Work with the American Red Cross (ARC) to establish shelters as required • Coordinate with the ARC and other emergency welfare agencies to identify, set up, staff and maintain evacuation centers and mass care facilities for survivors • Via the media, encourage residents to go to the shelter nearest their residence • Coordinate animal care, rescue operations and sheltering • Coordinate pet evacuations with Law Enforcement for people that will not evacuate if they have to leave their pets
Reports To:
• Operations Section Chief
Plans and Reports:
• MASS CARE STATUS REPORT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
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• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid. Receive situation, section and position briefing from available and appropriate personnel Ascertain that key Care and Shelter / ADA/AFN / Animals Branch personnel are in the EOC or have been notified
Ensure that all Care and Shelter / ADA/AFN / Animals Branch personnel have completed status check on equipment, facilities and operational capabilities Ensure readiness to maintain concise records of position activities FORM ICS-214
Response:
If the EOC is activated, contact the ARC and request a liaison for City EOC In coordination with the other Operations Branches, identify the Care and Shelter / ADA/AFN / Animals Branch needs of the community Determine the need for opening evacuation centers or mass care shelters Identify and prioritize which pre -identified shelter sites will be used and determine their availability
Following an earthquake and after each significant aftershock, ensure that a Building Inspector has inspected each shelter site prior to occupancy In conjunction with the ARC, ensure shelter management teams are organized and facilities are ready for occupancy, meeting all health, safety and ADA standards
Assist the ARC to ensure adequate food supplies, equipment and other supplies to operate mass care facilities. Coordinate procurement and distribution
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through the ARC or the Food Unit of the EOC Logistics Section if requested by ARC
In conjunction with the ARC, open evacuation centers in low -risk areas and inform public of locations as required
In conjunction with the ARC, manage Care and Shelter / ADA/AFN / Animals Branch activities (staffing, registration, shelter, feeding, pertinent evacuee information, etc.)
Coordinate with the Supply (Personnel) Unit of the EOC Logistics Section to contact volunteer agencies and recall City staff to assist with mass care functions including basic first aid, shelter and feeding of evacuees and sanitation needs
Coordinate with the Pittsburg Care and Shelter / ADA/AFN / Animals Branch for sheltering of residential care and people with disabilities and others with access and functional needs populations
Coordinate with the ARC and other volunteer agencies for emergency mass feeding operations
Provide and maintain feeding areas within the shelter that are free from contamination and meet all health, safety, and ADA standards Coordinate with the Operational Area Care and Shelter / ADA/AFN / Animals Branch, the ARC, other volunteer organizations, and private sector if mass feeding or other support is required at spontaneous shelter sites (e.g. in parks, schools, etc.)
Coordinate with the Communications Unit of the EOC Logistic Sections to provide communications where needed to link mass care facilities, the EOC, and other key facilities
Coordinate with the EOC Logistics Section for the care of pets of the evacuated or sheltered people
Coordinate with the Transportation Unit of the EOC Logistics Section for the transportation of evacuated people to the shelter(s)
Ensure shelter managers make periodic activity reports to the EOC including requests for delivery of equipment and supplies, any City expenditures, damages, casualties and numbers and types of persons sheltered. The Operations Section will determine the reporting period
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Coordinate with animal care agencies and the EOC Logistics Section for evacuation of and potential shelters for animals per the PETS Act. Take required animal control measures as necessary
Coordinate with the EOC Logistics Section in the evacuation and relocation or shelter-in-place of any mass care facilities, which may be threatened by any hazardous condition
Coordinate with the ARC in relocating and closing of shelter operations.
Coordinate with adjacent communities if needed
In coordination with the ARC, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends. Assist the ARC with the transition from operating shelters for displaced persons to separate family/individual housing
Complete and maintain the Care and Shelter / ADA/AFN / Animals Branch Status Report Form
REPORT MASS CARE STATUS
Refer all contacts with the media to the Public Information Officer
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation
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Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.14 Emergency Medical / Hazardous Materials Branch
Responsible for providing oversight and management for the Medical Health Branch and supporting health response aspects of hazardous material activities ELEMENTS INCLUDE:
• Coordinate the provision of emergency medical care
• Activate Mass Casualty operations
• Determine the status of medical facilities within the affected area • Coordinate hazardous materials operations with the Operational Area • Implement that portion of the EOC Action Plan appropriate to the Emergency Medical/Hazardous Materials Branch
• Determine the scope of hazardous materials incidents throughout the City and in the Operational Area
• Assist in mobilizing hazardous materials teams at the request of DOCs or Incident Commander(s)
• Request assistance from and/or provide hazardous materials support as required to Operational Area Emergency Response Agencies consistent with established priorities and objectives
• Ensure that deployed teams are provided with adequate support
Reports To:
• Operations Section Chief
Plans and Reports:
• Hazardous Material REPORT
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Tools:
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• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Obtain initial briefings from incident command post(s) or DOC Maintain contact with established DOCs and work/control/dispatch centers to coordinate resources and response personnel
Direct field units to report pertinent information (mass casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch
Response:
Manage and supervise the Emergency Medical/Hazardous Materials Branch Continuously monitor the organizational effectiveness and modifies as necessary
Ensure coordination of hospitals, health units, continuing care, mental health, and environmental health within the City
Ensure all Medical / Hazardous Materials Branch resources are tracked and accounted for in cooperation with the Planning Section Resource Unit, as well as resources ordered through mutual aid
Ensure the Medical / Hazardous Materials Branch function is carried out Meet regularly with Medical / Health Branch staff and works to reach consensus on Operations Section objectives for forthcoming operational periods and ensures they are carried out effectively as per the EOC Action Plan
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Estimate need for fire medical and hazardous materials mutual aid Deploy personnel, equipment, and resources for emergency medical and/or hazardous materials operations
Coordinate with Contra Costa Health on all public health matters, emergencies and incidents
Implement Point of Dispensing operations when directed by the Contra Costa Health
Request mutual aid resources through proper channels and notify the EOC Operations Section Chief:
Order all fire medical or hazardous materials resources through the Fire & Rescue Mutual Aid Coordinator located at the Contra Costa Operational Area EOC Order all other resources through the Logistics Section Assist in dissemination of public health warning to the public Provide emergency medical care for people in shelters Determine if current and forecasted weather conditions will complicate hazardous material releases, major medical incidents, and/or other potential problems
Review and approve accident and medical reports originating within the Fire Branch
Additional Actions in Response to Hazardous Material Incidents:
Alert emergency responders to the dangers associated with hazardous materials and fire (Reference Contra Costa County Hazardous Materials Area Plan)
Support hazardous materials response operations
Coordinate with the Fire Department, the Certified Unified Program Agency (CUPA) for the City, for hazardous materials requirements Provide support for radiation monitoring and decontamination operations (Reference Contra Costa County Hazardous Materials Area Plan) If requested by Incident Commander, contact private vendors/contractors, who are responsible for emergency response plans under the federal Transportation of Dangerous Goods Act, Section 7
Shift Change:
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Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
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7.3.15 Planning/Intelligence Section Chief
Responsible for the performance of the Planning/Intelligence Section including collecting, analyzing and displaying situation information, preparing situation reports, Initiating and documenting the EOC Action Plan and After -Action Report, and planning for long term response and advanced planning.
ELEMENTS INCLUDE:
• Lead and direct the Planning/Intelligence Section
• Collect, analyze, and display situation information
• Prepare periodic Situation Report
• Prepare and distribute the EOC Action Plan and facilitate the Action Planning meeting • Conduct Advance Planning activities and reporting
• Provide technical support services to the various EOC sections and branches, and document and maintaining files on all EOC activities
• In coordination with the other Section Chiefs, ensure that Status Reports are completed and utilized as a basis for and the EOC Action Plan. • Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section
Reports To:
• EOC Director
Reports:
• Resource Status Unit
• Situation Unit
• Documentation Unit
• Media Monitoring Unit
• GIS Unit
Plans and Reports:
• EOC ACTION PLAN / OVERSEE DEVELOPMENT AND OVERSIGHT
• ADVANCE PLANS / OVERSEE DEVELOPMENT
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• OPERATION SECTION REPORTS / OVERSEES COMPILATION & DISTRIBUTION • CITY AFTER-ACTION REPORT / SUPPORTS DEVELOPMENT
Forms and Guides:
• Position Job Aid
• FORM ICS-201
• FORM ICS-202
• FORM ICS-205
• FORM ICS-207
• FORM ICS-208
• FORM ICS-211
• FORM ICS-213
• FORM ICS-215
• FORM ICS-215A
• FORM ICS-230
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
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Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards
Request additional personnel for the Section as necessary to maintain a 24 - hour operation
Establish contact with the Operational Area EOC when activated. Coordinate Situation Analysis Reports with their Planning/Intelligence Section FORM ICS-209
REPORT - SITUATION STATUS
Meet with Operations Section Chief; obtain and review any major incident reports. Review responsibilities of units in the section; develop plans for carrying out all responsibilities
Make a list of key issues to be addressed by Planning / Intelligence; in consultation with section staff
Identify objectives to be accomplished during the initial Operational Period FORM ICS 209
Keep the EOC Director informed of significant events
Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur
Response:
Ensure that Planning/Intelligence Section position logs and other necessary files are maintained
Ensure that the Situation Analysis Unit is maintaining current information for the Situation Summary Report
Ensure that major incident reports and status reports are completed by the Operations Section and are accessible by the Planning/Intelligence Section Ensure that a situation analysis report is produced and distributed to EOC Sections and the Operational Area EOC at least once, prior to the end of the operational period
FORM ICS-209
REPORT - SITUATION STATUS
Ensure that all status boards and other displays are kept current and that posted information is neat and legible
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Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays
Conduct periodic briefings with Section staff and work to reach consensus among staff on Section objectives for forthcoming operational periods FORM ICS-201
Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period
FORM ICS-230
Ensure that objectives for each Section are completed, collected and posted in preparation for the next Action Planning meeting
Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period (See Appendix E)
FORM ICS-201
FORM ICS-202
FORM ICS-205A
FORM ICS-207
FORM ICS-208
FORM ICS-211
FORM ICS-213
FORM ICS-215
FORM ICS-215A
FORM ICS-230
PLAN EOC ACTION PLAN
Work closely with each Unit within the Planning/Intelligence Section to ensure the section objectives, as defined in the current EOC Action Plan, are being addressed
Ensure that the Advance Planning Unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the EOC
PLAN - ADVANCE PLAN
Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required
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Provide technical specialists to all EOC sections as required
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
ICS-211
ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.16 Resource Status / Advanced Planning / Technical Unit Responsible for tracking and maintaining the status and location of all incident resources including personnel, teams, equipment and transportation. Leads planning processes for complex incidents spanning multiple operational periods and/or requiring recov ery operations.
ELEMENTS INCLUDE:
• Track and documenting resources including personnel, critical resources, transportation and support equipment.
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• Coordinate closely with all units in the Logistics Section, particularly Supply / Procurement Unit, Personnel Unit, and Transportation Unit • Conduct planning processes beyond the current operational period
Reports To:
• Planning Section Chief
Plans and Reports:
• EOC ACTION PLAN
• RESOURCE TRACKING FORM
Forms and Guides:
• POSITION JOB AID
• ICS-205A COMMUNICATION LIST
• ICS-207 ORGANIZATION CHART
• ICS-211 CHECK-IN LIST
• ICS-213 RESOURCE REQUEST
• ICS-214 ACTIVITY LOG
• ICS-215 OPERATIONAL PLANNING WORKSHEET
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM – ICS-211
FORM – ICS-205
Assist with EOC Set-up (f not already fully set-up)
Check workstation to ensure readiness
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Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM – ICS-214
Response:
Attend the Tactics/Strategy meeting (led by the Operations Section Chief) to complete the Operational Planning Worksheet
FORM ICS-215
Complete resource request for personnel, supplies, services, and equipment – as determined from the Operational Planning Worksheet developed during the Tactics/Strategy meeting
FORM ICS-213
Verify proper check-in and check-out of personnel in the EOC using a Recorder FORM ICS-211
Provides resource information to the Situation Analysis Unit, Demobilization Unit, and Logistics Section
FORM ICS-209
Assist in preparation of Organization Charts and post in the EOC Establish contact with the command post, DOCs, Operational Area EOC Resource Tracking Units, and other outside agencies as required, to coordinate information sharing procedures to include:
New purchases/rentals
New volunteers/personnel
New donations
New supplies/equipment/facilities
Location of in route resources and estimated time of arrival Current status of deployed resources
Confirm resource status boards are established. Coordinate resource status/ location boards and update information sharing procedures Update GIS products to indicate locations and status of EOC resources as required
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Maintain a master list that captures date and time resources were acquired, type and category of acquired resources per NIMS typing guidelines, quantity, status/condition, destination and estimated time of arrival Archive all Resource Status/Location reports for use in developing after -action reports
Provide final reports to the Documentation Unit, Recovery and Reconstruction Unit Leader, and Cost Unit detailing total assets deployed and post-emergency status
Advanced Planning Duties:
Identify issues to be prioritized by the EOC Director on restoration of City essential services
Be alert for opportunities to implement actions to alleviate/remedy previous zoning practices that have caused incompatible land uses Maintain contact with Contra Costa Operational Area, Cal OES, and FEMA sources for advice and assistance in obtaining maximum eligible funds for disaster costs
In coordination with the Building/Engineering Branch of the EOC Operations Section:
Establish criteria for temporary entry of posted buildings so owners/occupants may retrieve business or personal property
Establish criteria for re -occupancy of posted buildings. Posting includes, as a minimum, the categories of inspected, restricted access and unsafe buildings Establish criteria for emergency demolition of buildings/structures that are considered to be an immediate and major danger to the population or adjacent structures Ensure that buildings considered for demolition that come under “Historical Building” classification follow the special review process
Develop an EOC Demobilization Plan detailing specific responsibilities and release priorities and procedures; submit for approval Coordinate demobilization with EOC personnel
Monitor ongoing resource needs, consult with EOC personnel to identify surplus resources and track probable release time
Evaluate logistics and transportation capabilities to support demobilization Distribute approved EOC Demobilization Plan
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With Section Chiefs, develop a plan for initial Recovery Operations Develop the EOC organization for transition to Recovery Operations
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone numbers where you can be reached.
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.17 Situation Status Unit
Responsible for the collection, evaluation, organization, analysis, and display of incident status and situation information; and for compiling Department Status Reports ELEMENTS INCLUDE:
• Collect, organize, and analyze situation information related to the emergency • Ensure that information collected from all sources is validated prior to posting on status boards
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• Ensure that situation analysis reports are developed for dissemination to EOC staff and to other EOCs as required
• Ensure that an EOC Action Plan is developed for each operational period • Ensure that all maps, status boards and other displays contain current and accurate information
• Supervise the Situation Analysis Unit
Reports To:
• Planning Section Chief
Plans and Reports:
• EOC ACTION PLAN - SUPPORT DEVELOPMENT AND DISTRIBUTION • OPERATION SECTION REPORTS - SUPPORTS COMPILATION & DISTRIBUTION
• Forms and Guides:
• POSITION JOB AID
• FORM ICS-202 INCIDENT OBJECTIVES
• FORM ICS-205 COMMUNICATION LIST
• FORM ICS-209 INCIDENT STATUS SUMMARY
• FORM ICS-211 CHECK-IN LIST
• FORM ICS-214 ACTIVITY
• GUIDE - PLANNING P APPENDIX E
• GUIDE - INFORMATION COLLECTION PLAN APPENDIX B
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 186
FORM ICS-205
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM - ICS-214
Contact the Operational Area and local government EOCs in the operational area and establish a schedule for obtaining situation reports Ensure there are adequate staff available to collect and analyze incoming information.
Maintain the Situation Analysis Report and facilitate the Action Planning process FORM ICS-209
REPORT - SITUATION STATUS
GUIDE – PLANNING P APPENDIX E
GUIDE - INFORMATION COLLECTION PLAN APPENDIX B
Prepare Situation Analysis Unit objectives for the initial Action Planning meeting FORM ICS-202
Response:
Oversee the collection and analysis of all emergencies related information Oversee the preparation and distribution of the Situation Report Coordinate with the Documentation Unit for manual distribution and reproduction as required
FORM ICS-209
REPORT SITUATION STATUS
Ensure that each EOC Section provides the Situation Analysis Unit with Status Reports on a regular basis
Develop sources of information and assist the Planning/Intelligence Section Chief in collecting, organizing and analyzing data to provide situational awareness
GUIDE - INFORMATION COLLECTION PLAN APPENDIX B
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 187
Prepare required Operational Area reports. Obtain approval from the Planning/Intelligence Section Chief and transmit to the Operational Area Coordinate with the GIS Unit to develop displays of incident geographic information and data
Meet with the Public Information Officer to determine the best method for ensuring access to current media information
Prepare a situation summary for the EOC Action Planning meeting FORM ICS-209
REPORT – SITUATION STATUS
Ensure each Section provides their objectives at least 30 minutes prior to each Action Planning meeting
In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on charts
Ensure the meeting room is set up with appropriate equipment and materials (easels, markers, situation analysis reports, etc.)
Following the meeting, ensure that the Documentation Unit publishes and distributes the EOC Action Plan prior to the beginning of the next operational period
Ensure that adequate staff are assigned to maintain all maps, status boards and other displays
Shift Change:
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 188
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 189
7.3.18 Documentation Unit / Message Center
Responsible for maintaining complete documentation of the emergency. This includes damage assessment reports, EOC action reports, after -action and corrective -action reports, Unit Logs and meeting agendas and notes.
ELEMENTS INCLUDE:
• Supervise the Documentation Unit
• Collect, organize and file all completed emergency related forms, to include: all EOC position logs, situation analysis reports, EOC Action Plans and any other related information, just prior to the end of each operational period • Provide document reproduction services to EOC staff
• Distribute the EOC situation analysis reports, EOC Action Plan, and other documents, as required
• Maintain a permanent electronic archive of all situational reports and Action Plans associated with the emergency
• Assist the EOC Coordinator in the preparation and distribution of the after -action report
Reports To:
• Planning Section Chief
Plans and Reports:
• EOC ACTION PLAN / SUPPORT DEVELOPMENT AND DISTRIBUTION • OPERATION SECTION REPORTS / SUPPORTS COMPILATION AND
DISTRIBUTION
Forms and Guides:
• Position Job Aid
• FORM ICS-201
• FORM ICS-202
• FORM ICS-205
• FORM ICS-207
• FORM ICS-208
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 190
• FORM ICS-211
• FORM ICS-213
• FORM ICS-215
• FORM ICS-215A
• FORM ICS-230
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
Response:
Establish and maintain a position log and other necessary files Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official records
Meet with the Recovery Unit Leader to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes
Initiate and maintain a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to this position at the end of each shift
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 191
FORM ICS-207
FORM ICS-205
Reproduce and distribute the Situation Reports and Action Plans. Ensure distribution is made to the Operational Area EOC
FORM ICS-209
REPORT - SITUATION STATUS
FORM ICS-201
FORM ICS-202
FORM ICS-205A
FORM ICS-207
FORM ICS-208
FORM ICS-211
FORM ICS-213
FORM ICS-215
FORM ICS-215A
FORM ICS-230
PLAN – EOC ACTION PLAN
Keep extra copies of reports and plans available for special distribution as required
Set up and maintain document reproduction services for the EOC Ensure distribution and use of message center forms to capture a written record of actions requiring application of resources, requests for resources or other directions/information requiring use of the message center form Ensure the development of a filing system to collect, log and compile copies of message center forms according to procedures approved by the Planning/Intelligence Section Chief
Identify and establish a “runner” support system for collecting and duplicating journals, logs and message center forms throughout the EOC Operate the EOC Message Center
Deliver messages throughout the EOC and retain copies for documentation Ensure all messages are composed on a hard copy message form
Shift Change:
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 192
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM POSITION JOB AID
FORM CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.19 Media Monitoring Unit
Responsible for a diverse group of tasks, including gathering photos/videos, monitoring print, electronic and social media and conducting rumor control functions. Provides intelligence from all media sources.
ELEMENTS INCLUDE:
• Monitor media and social media
• Identify and manage rumors
• Gather intelligence
Reports To:
• Planning Section Chief
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 193
Plans and Reports:
• EOC ACTION PLAN
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
Response:
Monitor all media sources for incident information
Identify and manage rumors
Gather and share intelligence from media platforms
Take pictures and videos
If approved by Section Chief, assist PIO with information dissemination
Shift Change:
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 194
Provide turnover briefing to position replacement
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
FORM - POSITION JOB AID
FORM - CURRENT ICS-214
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean -up and forwarding phone number where you can be reached
FORM ICS-211
FORM ICS-205
Demobilization and Termination:
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
Complete all required forms, reports, and other documentation Provide all completed documentation to the Documentation Unit, prior to your departure
Turn over financial information to Finance/Administration Section Chief Clean up your work area before you leave
Provide a forwarding phone number where you can be reached Be prepared to provide input to the after-action report
7.3.20 GIS Unit
Responsible for managing and displaying geo-spatial data to provide incident situational awareness. develops mapping products. creates, acquires, uses and maintains relational databases to support EOC operations.
ELEMENTS INCLUDE:
• Determine and establish GIS production priorities in conjunction with the Planning Section Chief and Situation Unit
• Convert spatial data requests into GIS products quickly and effectively • Anticipate requirements and needs, and assemble or prepare supporting referential data
• Locate and secure needed database information to support production goals
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 195
• Operate specialized GIS production systems
Reports to:
• Planning Section Chief
Plans and Reports:
• EOC ACTION PLAN
• INFORMATION COLLECTION PLAN APPENDIX B
Forms and Guides:
• POSITION JOB AID
• ICS-205 COMMUNICATION LIST
• ICS-211 CHECK-IN LIST
• ICS-214 ACTIVITY LOG
Technology:
• LAPTOP
• ARCGIS, GOOGLE EARTH
• GEOSPATIAL DATA BASES
Tools:
• WORKSTATION
• POSITION BINDER (CAN BE ELECTRONIC)
• VEST
Activation:
Check in at the EOC
FORM ICS-211
FORM ICS-205
Check workstation to ensure readiness
Wear identification vest and read over Job Aid
CITY OF PITTSBURG
Emergency Operations Plan
FOR OFFICIAL USE ONLY 196
Receive situation, section and position briefing from available and appropriate personnel
Ensure readiness to maintain concise records of position activities FORM ICS-214
Response:
Develop a system to post to the significant events log casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.
Develop sources of information and assist the Planning/Intelligence Section Chief in collecting, organizing and analyzing data from the other EOC sections Provide for an authentication process in case of conflicting status reports Meet with the Planning/Intelligence Section Chief and the EOC Director (Director of Emergency Services) to determine needs for planning meetings and briefings
Determine if there are any special information needs
PLAN - INFORMATION COLLECTION PLAN APPENDIX B
Work with the Situation Analysis Unit to create maps, displays, and reports Map specific zones or areas that detail damage surveys in conjunction with state and federal agencies
Prepare, set up, and maintain EOC displays
Keep data current concerning availability of personnel, equipment and supplies; equipment or personnel out of service
Continually obtain information from Logistics, other Planning/Intelligence functions, the EOC Manager, Operations and the Finance/Administration Section
Submit verbal and written reports to Planning/Intelligence Section Chief as appropriate or as directed
Participate in Planning/Intelligence Section meetings and participates in EOC Action Plan development
Provide information to be included in the Situation Report (i.e., mapping) Obtain data on all impacts to include:
Utilities and infrastructure (i.e., roads, bridges, electric lines, pipelines, buildings, etc.)