1 Adopted: March 1, 2024
Revised: January 22, 2024
DRAFT
UNTIL FEBRUARY 16, 2024
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PROMULGATION STATEMENT
This Emergency Operations Plan (EOP) is adopted as the official emergency plan of the City of Rialto by Resolution No. 2024-XXX of the City Counc il of the City of Rialto, California, dated March 1, 2024. This version supersedes all previous versions.
____________________________________
DEBORAH ROBERTSON, MAYOR
Rialto City Council
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TABLE OF CONTENTS
INTRODUCTORY MATERIAL ................................................................................................ 3 PROMULGATION STATEMENT ................................................................................................................ 3 TABLE OF CONTENTS ............................................................................................................................. 5 FOREWORD ............................................................................................................................................. 9 PREFACE ............................................................................................................................................... 11 RECORD OF CHANGES .......................................................................................................................... 13 PLAN DISTRIBUTION ............................................................................................................................ 15 CONCURRENCE SIGNATURES TO THE EMERGENCY OPERATIONS PLAN ............................................... 17 PLAN ORGANIZATION ........................................................................................................................... 18 PLAN ACTIVATION ................................................................................................................................ 18 TRIGGERING EVENTS ............................................................................................................................ 19 PREEMPTIVE RESPONSE ACTIONS ......................................................................................................... 19
1.0 PURPOSE AND SCOPE ................................................................................................. 23
1.1.1. PURPOSE ..................................................................................................................................... 23
1.1.2. SCOPE ......................................................................................................................................... 23
1.1.3. BASIS FOR PLANNING.................................................................................................................. 24
1.1.4. OBJECTIVES ................................................................................................................................. 24
2.0. SITUATION AND ASSUMPTIONS ................................................................................ 25
2.1.1. SITUATION .................................................................................................................................. 25
2.1.2. HAZARDS SUMMARY .................................................................................................................. 25
2.1.3. PLANNING ASSUMPTIONS .......................................................................................................... 27
3.0. CONCEPT OF OPERATIONS ........................................................................................ 29
3.1.1. GENERAL OVERVIEW ................................................................................................................... 29
3.1.2. PHASES OF EMERGENCY MANAGEMENT ................................................................................... 29
3.1.3. PLAN IMPLEMENTATION AND ACTIVATION ................................................................................ 33
3.1.4. EOC ACTIVATION AND DEACTIVATION ....................................................................................... 34
3.1.5. EOC ACTIVATION LEVELS............................................................................................................. 35
3.1.6. EOC ACTIVATION GUIDE BY LEVEL .............................................................................................. 35
3.1.7. EOC STAFFING MATRIX FOR DEPARTMENTS .............................................................................. 39
3.1.8. CALIFORNIA STANDARDIZED EMERGENCY MANAGEMENT SYSTEM ........................................... 41
3.1.9. NATIONAL INCIDENT MANAGEMENT SYSTEM ............................................................................ 44
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3.1.10. INCIDENT COMMAND SYSTEM ................................................................................................. 44
3.1.11. EOC COORDINATION ................................................................................................................. 46
3.1.12. EOC ACTION PLANS ................................................................................................................... 46
3.1.13. EMERGENCY OPERATING CONDITIONS ..................................................................................... 48
3.1.14. NOTIFICATION AND MOBILIZATION OF FORCES ....................................................................... 50
3.1.15. INFORMATION COLLECTION, ANALYSIS AND DISSEMINATION ................................................. 51
3.1.16. COMMUNICATIONS .................................................................................................................. 53
3.1.17. EMERGENCY SITUATION TERMINOLOGY .................................................................................. 68
3.1.18. SPECIAL NEEDS POPULATIONS .................................................................................................. 71
3.1.19. ADA/AFN/CULTURAL COMPETENCE ......................................................................................... 72
3.1.20. DISASTER ANIMAL CARE CONSIDERATIONS .............................................................................. 79
3.1.21. RECOVERY OPERATIONS ........................................................................................................... 79
3.1.22. CITY DEPARTMENT PARTICIPATION .......................................................................................... 88
4.0. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ......................................... 89
4.1.1. GENERAL OVERVIEW OF EMERGENCY RESPONSIBILITIES ........................................................... 89
4.1.2. DIRECTOR OF EMERGENCY SERVICES ......................................................................................... 89
4.1.3. CITY COUNCIL .............................................................................................................................. 89
4.1.4. CITY EMERGENCY ORGANIZATION .............................................................................................. 89
4.1.5. DISASTER SERVICE WORKER ....................................................................................................... 90
4.1.6. FIRST RESPONSE DEPARTMENTS................................................................................................. 90
4.1.7. LEAD DEPARTMENTS................................................................................................................... 90
4.1.8. SUPPORT DEPARTMENTS ............................................................................................................ 91
4.1.9. COORDINATING DEPARTMENTS ................................................................................................. 91
4.1.10. DEPARTMENT OPERATIONS CENTER ........................................................................................ 92
4.1.11. EMERGENCY OPERATIONS CENTER ........................................................................................... 92
4.1.12. DEPARTMENT RESPONSIBILITIES .............................................................................................. 92
4.1.13. EMERGENCY SUPPORT FUNCTION OVERVIEW ......................................................................... 92
4.1.14. EMERGENCY SUPPORT FUNCTION CROSSWALK ....................................................................... 93
4.1.15. EMERGENCY SUPPORT FUNCTION DESCRIPTIONS .................................................................... 95
4.1.16. EMERGENCY SUPPORT FUNCTION RESPONSIBILITIES ............................................................. 100
4.1.17. EMERGENCY SUPPORT FUNCTION COORDINATORS ............................................................... 102
4.1.18. CONSOLIDATED EMERGENCY ACTIVITIES ................................................................................ 102
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4.1.19. EMERGENCY SUPPORT FUNCTION MATRIX OVERVIEW .......................................................... 102
4.1.20. EMERGENCY SUPPORT MATRIX .............................................................................................. 104
4.1.21. SAN BERNARDINO COUNTY OPERATIONAL AREA ................................................................... 105
4.1.22. CITY VOLUNTEER GROUPS ...................................................................................................... 105
4.1.23. COMMUNITY INVOLVEMENT .................................................................................................. 105
4.1.24. NON-GOVERNMENTAL ORGANIZATIONS ................................................................................ 106
4.1.25. BUSINESS AND INDUSTRY ....................................................................................................... 107
4.1.26. SCHOOLS, COLLEGES AND UNIVERSITIES ................................................................................ 108
4.1.27. FAITH-BASED ORGANIZATIONS ............................................................................................... 109
5.0. DIRECTION AND CONTROL ...................................................................................... 111
5.1.1. DIRECTOR OF EMERGENCY SERVICES / ASST. DIR.OF EMERGENCY SERVICES ........................... 113
5.1.2. CITY EMERGENCY OPERATIONS CENTER ................................................................................... 111
5.1.3. DEPARTMENT DIRECTION ......................................................................................................... 111
5.1.4. LOCAL CONTROL ....................................................................................................................... 112
5.1.5. EOC RESPONSE .......................................................................................................................... 112
5.1.6. CITY MANAGER AUTHORITY ...................................................................................................... 112
5.1.7. ON-SCENE CONTROL ................................................................................................................. 112
5.1.8. EOC COORDINATION ................................................................................................................. 112
5.1.9. DOC COORDINATION ................................................................................................................ 113
5.1.10. EOC ORGANIZATION ............................................................................................................... 113
5.1.11. FIELD / EOC DIRECTION AND CONTROL INTERFACE ................................................................ 115
5.1.12. FIELD COORDINATION WITH DOCS AND EOCS ........................................................................ 115
6.0. CONTINUITY OF GOVERNMENT ............................................................................... 117
6.1.1. CONTINUITY OF GOVERNMENT ................................................................................................ 117
6.1.2. DIRECTOR OF EMERGENCY SERVICES ....................................................................................... 117
6.1.3. SUCCESSION OF OFFICERS ........................................................................................................ 117
6.1.4. LINES OF SUCCESSION ............................................................................................................... 118
6.1.5. RECONSTITUTING GOVERNMENT ............................................................................................. 119
6.1.6. PRESERVATION OF VITAL RECORDS .......................................................................................... 119
6.1.7. SUCCESSION OF COMMAND AND CITY COUNCIL ..................................................................... 120
6.1.8. ALTERNATE SEAT OF GOVERNMENT ......................................................................................... 120
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7.0. ADMINISTRATION AND LOGISTICS .......................................................................... 121
7.1.1. ADMINISTRATION ..................................................................................................................... 121
7.1.2. FINANCE DURING DISASTER ...................................................................................................... 121
7.1.3. LOGISTICS.................................................................................................................................. 122
7.1.4. EMERGENCY FACILITIES ............................................................................................................ 123
7.1.5. MUTUAL AID ............................................................................................................................. 127
7.1.6. EMERGENCY MANAGEMENT ASSISTANCE COMPACT ............................................................... 133
7.1.7. EMERGENCY PROMULGATIONS ................................................................................................ 134
7.1.8. TRAINING AND EXERCISES ........................................................................................................ 141
8.0. PLAN DEVELOPMENT AND MAINTENANCE .............................................................. 145
8.1.1. PLAN DEVELOPMENT ................................................................................................................ 145
8.1.2. PLAN MAINTENANCE ................................................................................................................ 145
8.1.3. PLAN REVISIONS ....................................................................................................................... 147
8.1.4. COORDINATION WITH OTHER PLANS ....................................................................................... 147
9.0. AUTHORITIES AND REFERENCES .............................................................................. 149
10.0. GLOSSARY OF ABBREVIATIONS AND DEFINITIONS OF TERMS ................................ 157
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FOREWORD
EOP OVERVIEW
The City of Rialto Emergency Operations Plan (EOP) provides strategic guidance for response and recovery to a full range of natural, technological, human -caused, a nd terrorism-related emerg encies and d isasters. The EOP is both a prep aredness and a response document. It is designed to be read, understood, and exercis ed before an emergency. It has been developed consistent with the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
EOP DEVELOPMENT
In developing the EOP, steps have been taken to ensure it is consistent with the Federal Emergency Management Agency and California Office of Emergency Services standards.
The EOP is writte n consistent with the Sta te of California Emerge ncy Plan, National Response Framework, and FEMA’s Comprehensive Preparedness Guide 101 - Developing and Maintaining Emergency Operations Plans.
The Rialto Disaster Council is respon sible for developing the emergency pla n (MC
2.28.080). Respons ibility fo r d eveloping the EOP and related emergency plans, procedures, policies, and agreements has been dele gated to the Rialto Fire Department and that of the Fire Chief, who coordinates the day-to-day responsibilities of the Director of Emergency Services. The City Manager serves as t he Director of Eme rgency Services and is ultimately responsible for directing disaster readiness, planning, and operations.
This plan provid es the f ramework within which City of Rialto departments, a llied agencies, non -governmental o rganizations, vol unteer groups, and private organizations can develop detailed response procedures, continuity of government /continuity of operations plans, res ource ar rangements, and aid agr eements. These departmen ts, agencies, and organ izations collectively comprise the City of Rialto Emergency Organization (MC 2.28).
EOP SUPPORTING PROCEDURES
Recipients of this EOP are expected to develop detailed plans, proced ures, arrangements, and agreements for their respective departments or agencies, train their personnel t o implement them, and make changes and adjust ments when n ecessary.
Each department or agency assigned in a lead o r support role should ha ve required emergency resources identi fied in plans and the means for obtaining those resou rces during an emergency or disaster.
EOP UPDATES
Emergency planning involves a continuou s and cyclic proc ess. As such, the EOP will continually und ergo cha nges, revisions, and up dates. Updates and ch anges to the EOP will be issued as necessary based on lessons learned fr om disasters and emergen cy exercises, new technology, and changes in statutory requirements. Supplements to this
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plan that addresses unique emergency functions or specific hazards and with regional or seasonal planning implications will be issued periodically and as necessary by the City.
Regular and routine updates may be made without further promulgation or legislat ive action.
SUMMARY
While n o p lan can fully prevent lo ss of life and destruction of property, good plans carried out by well -trained and knowledgeable personnel ca n and will minimize losses.
City depart ments, allied age ncies, non -governmental organizations , vol unteer g roups, and private organizations are enco uraged to ta ke all necessary preparedn ess actions to enable them to fulfill their role in the Emergency Operations Plan.
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PREFACE
This comprehensive Emer gency Ope rations Plan (EOP) outlines the concepts and strategies to prevent, mitigate, prepare, pr otect, respond, and recover from natural, technological, human-caused, and terrorism -related hazards aff ecting the City of Rialto.
All actions undertaken by emergency ma nagement forces focus on protecting lives, property, and the environment, maintaining critical gov ernmental operations, and ensuring a timely trans ition to recovery. Emergency respon se activi ties must be undertaken according to a prescribed plan to ensure that disaster response and recovery resources are appl ied effectively. The EOP is developed w ith this coordinatio n, collaboration, and cooperation in mind.
By the ve ry nature of a dis aster, the City of Rialto recognizes that successful response and recovery depends on prepared and ready city departments, city staff, other levels of government, non-governmental organizations, businesses, and citizens. To t his end, the City of Rialto encourages education and tra ining to prep are city emergency operations staff, oth er governmental organizations, non -governmental o rganizations, businesses, and th e citiz ens of Rialto to be prepared and ready to re spond effective ly to disasters impacting our community.
The EOP is organized in part s focusing on spe cific areas, including b asic concepts of operations, emergency operations center management, emergency fu nctions, an d hazard-specific response plans. City departments wil l develop and mai ntain spe cific standard operating procedures (SOPs) to support their lead or support role in the EOP.
The EOP consists of five individual, th ough interconnected, parts. These indiv idual elements are referred to as “parts.” This Base Plan (Part I), Emergency Operations Center Guidelines and Procedures (Part II) , Emergency Function Annexes (Part III), Hazard Specific Annexes (Part IV), and Supporting Attachments (Part V) collectively make up the City of Rialto Emergency Operations Plan (EOP). While some parts of the EOP have been completed, others may be under development, revision, or planned for deve lopment in subsequent planning efforts.
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EMERGENCY OPERATIONS PLAN
RECORD OF CHANGES
DATE CHANGE
NO.
PART, ANNEX, OR ATTACHMENT
CHANGED
PERSON
UPDATING PLAN
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PLAN DISTRIBUTION
DEPARTMENT / AGENCY / ORGANIZATION
City of Rialto City Manager’s Office City of Rialto Primary EOC City of Rialto City Attorney’s Office City of Rialto Alternate EOC City of Rialto City Treasurer City of Rialto Police Department Dispatch Center
City of Rialto City Clerk/Management Services City of Rialto Library (SBCO) City of Rialto Community Development
Department
City of Rialto Engineering Services
Department
City of Rialto Maintenance and Facilities
Department
City of Rialto Police Department
City of Rialto Fire Department
City of Rialto Human Resources and Risk
Management Department
City of Rialto Finance Department
City of Rialto Community Services
Department
City of Rialto Information Technology
Department
Distribution Methodology:
• All planning documents will be distributed digitally. • The Sa n Bernardino County Library-Rialto Br anch(s) will receive one (1) printed copy.
• Timing of distribution:
o Part 1-Base Plan will be distributed as it is promulgated. o All other EOP parts, including attachm ents and appendices, will be distributed as they are developed, updated, or revised.
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CONCURRENCE SIGNATURES TO THE
EMERGENCY OPERATIONS PLAN
City Manager Assistant City Manager
City Clerk/Management Services City Attorney
Community Development Director Engineering Services Director
Finance Director Fire Chief
Human Resources & Risk
Management Director
Information Technology Director
Maintenance & Facilities Director Parks, Recreation, and Communit y Services Director
Police Chief
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PLAN ORGANIZATION AND ACTIVATION
PLAN ORGANIZATION
The EOP is organized into five distinct “Parts” to provide the greatest functionality and flexibility in its application by emergency organization personnel and key city officials.
PART I: BASE PLAN
Authorities, concept of operations, and assignment of responsibilities.
PART II: EOC OPERATIONS
EOC activation procedures, organization, and functional position descriptions.
PART III: EMERGENCY FUNCTION ANNEXES
Standard operating concepts and procedures for commonly required EOC emergency response and support functions.
PART IV: HAZARD ANNEXES
Standard operating concepts and procedures that are unique to specific hazards and threats.
PART V: SUPPORTING ATTACHMENTS
Reserved for supporting documents and references essential to the execution of the jurisdictional EOP and not fitting into Parts I through IV.
While some part s of the E OP have been completed, other par ts may be unde r development, under revision, or planned for deve lopment i n subsequent planning efforts.
PLAN ACTIVATION
The plan will become activated:
1. On order of the City Manager as Director of the Emergency Services, or Assistant City Manager as the Assistant Director of the Emergency Se rvices, Fire Chief, Police Chief, or
2. At the proclamation of a local emergency or upon the existence of ci rcumstances where a proclamation is likely to occu r in accordance with th e City’s Emergency Management Ordinance, or
3. When the Gove rnor has p roclaimed a State of E mergency in an area , including the City of Rialto, or
4. At the proclamation of a State of Wa r Emergency, as defined by the California Emergency Services Act, or
5. Upon a Triggering Event identified within this section.
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In the eve nt of a threatened emergency, the City of Rialto Emergency Organization, or any portion of it , may be mobilize d before activation of this plan by order of the City Manager, Assistant City Manager , Department Head, or design ated City E mergency Services Coordinator.
TRIGGERING EVENTS
The following events may trigger the activation of the EOP and EOC. • Damaging earthquake
• Severe weather warnings
• Significant city resource commitment or draw-down
• Regular emergency exercises
• City special events of significance
• Any event that inhibits the city’s ability to deliver essential services
PREEMPTIVE RESPONSE ACTIONS
Actions taken before a potential, impending, or threatened e mergency will be taken to prevent, mitigate, or p repare for such an event . Actions may include, though n ot be limited to, obtaining and ma intaining situati on a nd res ource status infor mation; pre- alerting re sponse departments and organ izations; deve loping incident -specific contingency plans and staffing patterns; p re-positioning of respon se a ssets and emergency resources; and establishing and mai ntaining co mmunications with Department Heads, Department Opera tions Centers, Assisting and Coop erating Agencies, and the City of Rialto Emergency Organization.
Preemptive resp onse acti ons may be orde red by the City Mana ger, Assistant City Manager, Department Head, or designated City Emergency Services Coordinator.
HOW TO USE THIS PLAN
1. Refer to the EOC Emergency Organization chart in Section 5.0.
2. Determine the function for which your department is responsible and respond to and staff the function(s) in the City’s EOC.
3. Turn to the appropriate Part II Annex / Position Checklist(s) to this plan where the function and tasks are described.
4. At th e direction of the D irector of Emergency Ser vices / EOC Director and in coordination with the other City EOC Sections, carry out tasks as identified in Part II Annex / Position Checklist(s).
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BASE PLAN
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1.0. PURPOSE AND SCOPE
1.1.1. PURPOSE
This plan de termines the actions to be taken by st aff members o f the City of Rialto Emergency Organization to prevent disasters where possible, to reduce the vulnerability of residents to any disasters that cannot be prevented, to establish capabilities for protecting citizens from the effec ts of disasters, to respond e ffectively to the actual occurrence of disasters, and to prov ide f or recovery in the aftermath of a ny emerg ency in volving extensive damage or other debilitating influence on the normal pattern of life wi thin the community.
1.1 .2. SCOPE
The City of Rialto Emergency Operations Plan (EOP) addresses the city’s planned response t o extraordinar y emergencies and disa sters associated with natural, technological, national security emergencies, and human-caused incidents.
The EOP does not address normal day-to-day or more routine emergencies. I nstead, the operational concepts reflected in t his plan f ocus on extraordinary emergenci es, la rge- scale disaster s, and catastrophic incidents , which can g enerate unique situations requiring an exceptional or extraordinary response.
This Base Plan establ ishes the authority and identifies the general concept of operations on which further plans, proc edures, guidelines, arrangements, and agreements can and should be elaborated upon.
The s tructure outl ined in the EOP is responsive to the full range of tasks that could accompany any ext raordinary emerg ency or disast er affecting t he C ity of Rialto. It is designed to focus initial response eff orts on s aving lives, protecti ng proper ty, and meeting basic human needs in th e hours and day s following an emergency or d isaster.
Additionally, the EOP is structured to guide the process to restoring emergency-affected areas to normalcy and reduce further harm or damage through a disaster’s recovery and mitigation phases.
The EOP a pplies to all City of Rialto departments and independent organiz ations that may be tasked to assist in an extraordinary emergency or disaster. For purposes of the EOP, an y reference to City d epartments generally me ans departments, divisions , and organizational units. A dditionally, non -governmental or qua si-governmental organizations such as school districts, telecommunications providers, chartered organizations, un iversities, and volunteer organizations may ser ve a support role i n response and recovery efforts to an extraordinary emergency or disaster.
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The plan is st ructured so departments can respond under individua l department authorities and capabilities or as part of a more robust city-wide effort. The EOP takes an all-hazards appr oach to disaster response. The re sponse conce pts within the EOP ar e designed to be applied to the full range of all-hazards and all-risks emergencies that may impact the City.
Because the EOP is designed as an overarching strategy, additional policies, procedures, and guides may be developed to support the plan.
1.1.3. B ASIS FOR P LAN NING
The California Emergency Services Ac t ( Chapter 7 of Division 1 o f Ti tle 2 of the Government Code) in Article 3, Section 8568, states: "The State Emergency Pl an shall be in effect in each political subdivi sion of the sta te, and the govern ing body o f e ach political subdivision shal l take such ac tion as may be necessary t o carry out the provisions thereof."
United S tates Homeland Security P residential Dir ective-5 (HSPD -5) dire cts the development and implementation of the N ational Incident Management System (NIMS).
NIMS requires developing and maintaining various p lanning elem ents a t th e local government level, including the Emergency Operations Plan (EOP).
The Emergency Operations Plan for the City of Rialto is established per Chapter 2.28.080, Emergency Plan, of the Rialto Municipal Code.
1.1.4. OB JECTIVES
The following objectives guide the planning and the conduct of response and rec overy efforts for the City of Rialto during an emergency:
1. Save lives.
2. Provide for the continuity of government.
3. Safeguard property, the environment, and the economy.
4. Repair and restore essential systems, services, and lifelines.
5. Provide a basis for direction and control of emergency operations.
6. Provide for the protection, use, and distribution of emergency resources.
7. Coordinate emergency operations with other jurisdictions and emergency service organizations.
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2.0. SITUATION & ASSUMPTIONS
2.1.1. SITUATION
Rialto is exposed to many hazards, all of which have the potential to disrupt the community, cause damage, and create casualties. Natural hazards include earthquakes, floods, storms, and wildland fires. Other disasters could develop from hazardous materials releases, major transportation accidents, terrorism, civil disorder, and health pandemics. There is also the possibility of national security threats such as conventional war, nuclear attacks, cyber- attacks, and disruption caused by economic or financial crises.
Rialto is a city in the West Valley region of San Bernardin o County, approximately 5.4 miles from downtown San Bernardino to the east and 23 miles from the San Bernardino County-Los Angeles County line to the west. Located in the urbanized West Valley, Rialto is widely developed and surrounded mainly by other similarly developed urban areas.
Rialto has an estimated p opulation of 104,026 (U.S. Censu s, April 2020), making it t he sixth-most populous City in San Bernardino County. Rialto is bord ered by t he City of Fontana to the west, Riverside and Grand Terrace to t he south, San Bernardino and Colton to th e east, and the Cajo n Pass and the Sa n Bernardin o National For est to the north.
Rialto’s economy primarily comprise s sales, light and medium manufact uring, and storage facilities. Rialto is home to the most extensive rail yard classification facility in the western Unit ed States and a large petroleum storage and distribution center. Rialto has a diversified manufacturing, distribution, service, and retail mix.
The City provides its 104,026 residents with a broad spectrum of municipal services. Fire service, law enforcement, public works, and water-sewer services are internally provided and managed. Emerg ency Management is coordinated internally by the Ri alto Fir e Department.
2.1.2. HAZARDS SUMMARY
Rialto’s climate features a somewhat cooler ve rsion of a Mediterranea n cl imate, characterized a s a Continental Mediterranean c limate, known for wet, cool to chilly winters with hot, dry summers . Relative to other areas in Southern Cal ifornia, winte rs are colder , with f rost and chilly morning tem peratures comm on. Also, the particularl y arid climate during t he summer prevents tropospheric clouds from form ing, meaning temperatures rise to what is considered Class San Bernardino by the scientists at NOAA.
The seasonal Santa Ana winds are felt particularly strong, not only in Rialto, but also in
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the greater San Bernardino area as warm a nd dry air is channeled through nearby Cajon Pass during the autumn months. This phenomenon markedly in creases the wildfire danger in the foothill, canyon, and mountain communities.
Through a 2023 Rialto Hazard Mitigation Plan update, the City identified the following as their top hazards.
Hazard Risk Score - Present Risk Score - Future Total Score Drought 3 4 7
Extreme Heat 3 4 7
Hazardous
Materials 3 3 6
Power
Outages 3 3 6
Wildfire 2 3 5
Pandemic 2 2 4
Cyberattack 2 2 4
Terrorism 2 2 4
Earthquake 2 2 4
Flood 1 2 3
Heavy Rain 1 1 2
Severe Wind 1 1 2
Risk scores were assigned based on present risk as well as f uture risk. Hazards were then ranked by the combined score. A numerical scoring of 0-4 was used, with 4 representing the highest risk.
San Bernardino County consi dered 15 hazards in their 20 17 hazard a ssessment and subsequent Multi-Jurisdictional Hazard Mitigation Plan update. Of these 15 hazard s, the planning team deeme d three of them as "High Probability" a nd "Hig h Impact ," which would require focused hazard planning and mitigation efforts. These 15 hazards were prioritized as follows.
High Probability/High Impact
• Wildfire
• Flood
• Earthquake / Geologic Hazards
High Probability/Medium Impact
• Drought
Medium Probability/High Impact
• Terrorism
Medium Probability/Medium Impact
• Climate Change (Extreme Heat and
Other)
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The following hazards were considered as either low probability or low impact:
Dam Inundation
Hail
Infestation
Tornado
High Winds
Winter Storm
Lightening
Extreme Cold
The County of San Bernard ino has experie nced 27 Federal Major Disaster Declarations since 1965. These 27 major disasters include six fires, 20 severe weather events, and one earthquake (County of San Bernardino Multi-Jurisdictional Hazard Mitigation Plan, 2017).
2.1.3. PLANNING ASSUMPT IONS
Rialto is a full-service municipality responsible for the actions of its emergency organization.
The City will commit all available resources to save live s, minimize injury to persons, and minimize property damage. As a full-service municipality, it maintains adequate resources to deal with those day-to-day and more routine emerge ncies impacting the City. During extraordinary emergencies and disasters, the City of Rialto may have to reach out to outside agencies and organizations through mutual aid a nd other agreements to obtai n tactical assets to deal with certain emergencies and large-scale incidents.
While it is li kely that outside assistance would be available in most large -scale disasters affecting the City, and while plans have been developed to facilitate coordination of this assistance, it is necessary for the City to plan for and to be prepared to carry out disaster response and short-term recovery operations independently from outside assistance.
Planning As sumptions: Certain overa rching planning assumptions guide disaster response and recovery. These planning assumptions include the following concepts:
1. During an extraordinary emergency or disaster , the City o f Rialto will take immediate action to determine, direct, mobilize, and coordinate resource needs.
Normal operations may be interrupted, and resources may be redirected to save lives, r elieve human s uffering, sus tain survivors, protect p roperty, and repair essential facilities.
2. The City of Rialto maintains an Emergency Operations Center (EOC) to manage all emergency activities.
3. The City of Rialto has designated emergency management staff and has identified key officials tasked with coor dinating response and recovery activ ities from the EOC.
4. Certain planning assump tions are ma de and relied upon in a disaster ’s preparedness, response, and r ecovery phases . These assum ptions shoul d guide planning ac tivities at the ci ty, special district, non -governmental, and business level.
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These planning assumptions include, though are not limited to:
▪ Responsibility for emergency preparedness rests with all levels of government. ▪ Warning time used effectively decreases life and property loss. ▪ Personnel pre paredness and trainin g are essential t o effective emerg ency operations.
▪ The nature and e xtent of an emergency will inform which elements of the emergency organization will be mobilized.
▪ The City of Rialto will coordinate all availa ble resources to save liv es, minimize injury to persons, and limit property damage.
▪ The City of Rialto City Manager’s Office, as the Director of Emerg ency Services, is the lead in coordinating disaster prevention, mitigation, pr eparedness, protection, response, and recovery a ctivities. The day-to-day emergency preparedness and readiness tasks have been delegated to the Rialto Fire Chief. ▪ As Di rector of Emergency Serv ices, the City Manager will coordinate the City ’s disaster response in conformance w ith City of Rialto Municipal Code, Chapter
2.28 Emergency Organization.
▪ All the resources of th e City of Rialto, including technical, pers onnel, mobi le equipment, facilities, heavy equipment, and sup plies, will be broug ht to bear to prevent, mitigate, prepare, protect, respond, or recover from a disaster. ▪ Mutual aid assistanc e will be requested when disaster relief r equirements exceed, or are anticipated to exceed, the City of Rialto’s capacity to meet them. ▪ Mutual aid a ssistance, critical equipment, e ssential supplies, a nd technic al expertise may be limited or unavailable during regional or national disasters.
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3.0. CONCEPT OF OPERATIONS
3.1.1. GENERAL OVERVIEW
General: The Emergency Operations Plan i s based on the premise that the Emer gency Support Functions (ESF) performed by the various departments and organizations during emergency operations generally parallel, or are oper ationally aligned, with their normal day-to-day functions. The same personn el and material resources will be emp loyed in both cases. Everyday tasks and operations that do n ot contri bute directly to the emergency may be suspended or redirected during an emergency or disaster, and efforts that would normally be assigned to those tasks will be channeled toward emergency and disaster relief efforts.
Local, State, and Federal Roles: The City of Rialto is responsible for protecting life and property from the effects of hazardous events. The City and its contrac t agencies have the responsibility for emergency management a ctivities. When the emergency exceeds the City 's capability to resp ond, assistance may be reque sted from the County of San Bernardino and the S tate of California. The Federal Government provides assis tance to the State as necessitated by the nature and scale of the emergency.
Relationship Between Emergency and Normal Funct ions: This plan re cognizes that t he emergency functions to be accomplished by C ity staff members will generally parallel their normal day-to-day functions. The same personnel and materials will be employed in both cases to the extent possible . It is ge nerally true , however, that the customary way of d oing things may not be effective during disasters . Therefore, maintaining organizational continuity by assigning familiar tasks to personnel is desirable and always attempted. In large-scale disasters, howe ver, drawing on peoples' unique capabilities and talents and using them i n areas of greatest need may be necessary . Day -to-day functions that do not contribute directly to emergency operations may be suspend ed during an emergency. E fforts normally devoted to those functions will be re directed to emergency operations and tasks.
3.1.2. PHASES OF EMERGENCY MANAGEMENT
Phases of emergency management: Four primary phas es of emergency management have been outlined, which relate to the City's activitie s be fore, du ring, and after an emergency or disaster.
Mitigation: Mitigation activi ties are those that either prevent th e occur rence of an emergency or reduce the community's vulnerability in ways that minimize the adverse impact of a disaster or other emergency.
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Preparedness: Preparedness activities, programs, a nd systems exist before an emergency and are used to support and enhance respons e to an emergency or disaster.
Planning, training, and exercises are among the activities conducted during this phase.
City Departments with emergency res ponsibilities w ill develop standard operating procedures or guidelines (SOPs or SOGs) and checklists describing how resources will be used during an emer gency. Such SOPs or SOGs will provide for coordination and communications among agencies and or ganizations of other ju risdictions. Elements to be addressed in these SOPs or SOGs include:
▪ Provision of direction and control within the department or agency. ▪ Specific authorities that are assumed by a designated emergency interim successor during emergencies.
▪ Circumstances under which emergency interim successor emergency authorities become effective and when they terminate.
▪ Internal personnel notification/recall rosters and a means to implement them. This should includ e a communic ation system t o implem ent cal l-down rosters for personnel assigned to the Emergency Operations Center (EOC), organization/agency work, control/dispatch center(s), and other response personnel teams. ▪ Designation and estab lishment of a work/contro l/dispatch center to manage organizational resources and response personnel and maintain contact with the EOC during emergencies.
▪ Designation of a representative to report to the EOC during an emergency to advise decision-makers and coordinate its service's response effort with other responding entities.
▪ Reporting appropriate i nformation ( casualties, dama ge observations, evacu ation status, status of essential services and functions, and chemical exposure) to the EOC during an emergency.
▪ Support of cleanup, restoration, and recovery operations during disasters. ▪ Training of response staff a nd volunteer augmen tees to per form emergency functions.
City Departments should consider increasing their readiness for an emergency upon the receipt of a hazardous event warning, or notification of an actual or impending event.
Actions during this phase include, but are not limited to:
▪ Reviewing and updating emergency plans, procedures, checklists, and rosters. ▪ Dissemination of accurate, timely, emergency public information. ▪ Accelerated training of permanent and auxiliary staff. ▪ Inspection of critical and essential facilities.
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▪ Recruitment of additional staff and Disaster Service Workers. ▪ Mobilization of emergency resources.
Response: Response involves activities and efforts that address the immediate and short- term effects of an emergency or disaster. It helps to reduce casualties and damage and to speed recovery. Response activities include direction and control, warning, evacuation, and other emergency functions. The nature of the City's emergency operations will depend on the characteristics and requirements of the situation. The City's Emergency Organization will be a ctivated to cope wi th the specific si tuation, and ea ch e lement will operate according to the provisions of this plan and associated policies and procedures.
Priority will be given to the following operations:
▪ Disseminating information, warning, emer gency public informat ion, an d other advice and action instructions to the public.
▪ Surveying and evaluating the emergency.
▪ Marshaling, allocating, and positioning personnel, equipment, and supplies. ▪ Conducting evacuation and or rescue operations.
▪ Providing for the care and treatment of casualties.
▪ Collecting and identifying fatalities.
▪ Providing for the mass care (food and shelter) needs of displaced persons. ▪ Enforcing police powers in controlling the locations and movement of pe ople, establishing access controls, and managing vehicular traffic. ▪ Implementing health and safety measures.
▪ Protecting, controlling, and allocating scarce resources. ▪ Advising industry, schools, and businesses of shutdowns, access, and evacuations. ▪ Restoring or activating essential facilities and systems.
When loc al resou rces are com mitted to the maxi mum and additional supplies and personnel are required to resp ond to the emer gency, re quests for mutual aid will be initiated. Fire, law enforcement, public works, utilities, and emergency management will request or render mutual aid through established mutual aid systems, programs, and plans.
Any action that involves a financial commitment by the City, mutual aid deployment, or a request for military assistance must be authorized by the Director of Emergency Services unless already established in policy.
If the situation so warrants, a LOCAL EMERGENCY will be proclaimed, and a formal request will be submitted through the Governor's Office of Emer gency Services (OES) requesting that the Governor proclaim a STATE of EMERGENCY.
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The California Emergency Services Act Chapter 7, Division 1, Title 2, California Government Code (hereinafter referred to as the Ac t) provides the b asic authorities for co nducting emergency response and recovery operations provided a d eclaration LOCAL EMERGENCY, STATE OF EMERGENCY or STATE OF WAR EMERGENCY is made, consistent wit h the provisions of the Act. The provisions of the Act are further reflected and expanded on by appropriate local emergency ordinances.
The Governor is empowered to proclaim a S TATE OF EMERGENCY in any portion of the State when emergency conditions exist in any single county, city and county, or city. When a STATE OF EMERGENCY is declared, Mutual Aid is mandatory.
The California Emergency Services Act, Section 8558, defines a LOCAL EMERGENCY as the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within territorial limits. It further defines a STATE OF EMERGENCY or STATE OF WAR EMERGENCY as inci dents of su ch magnitude as to re quire or appear to require the combined resources of a Mutual Aid region(s) to manage the emergency.
Section 8617 of the California Emergency Services Act provides that mutual aid m ay be provided in emergency situations that do not require or res ult in an emergency proclamation. Under this section, the Statewide Fire a nd Law Enforcement Mutual Aid plans are utilized daily.
The California Emergency Services Act, Section 8630, states that a LOCAL EMERGENCY may be proclaimed only by the governing body or an official so designated by ordinance.
If the Governor requests and receives a Presidential d eclaration of an EMERGENCY or a MAJOR DISASTER under Public Law 93 -288 (Federal Disaster Relief Act of 1974), he wil l appoint a State Coordinating Officer (SCO). A duly appointed Federal Coordinating Officer (FCO) and the SCO will coordinate and control state and federal efforts in support of City and County operations.
Recovery: Recovery is the phase that involves restoring communities to normal. Short - term r ecovery actions assess damage and re turn vital life -support systems to minimum operating standards. Long-term recovery actions may continue for many years.
As soon as p ossible, the State OES Director, o perating through the de signated SCO, will bring together state agency representatives and appropriate local, federal, and American Red Cros s officials to c oordinate the implementa tion o f state and federal assi stance programs and estab lish support priorities. The CA State Disast er Relief Guide provides details, policies, and procedures for restoration and recovery activities.
The Po st-Emergency Period has seven primary objectives that may overlap. These objectives are:
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1. Reinstatement of family autonomy.
2. Provision of essential public services.
3. Restoration of community lifelines.
4. Permanent restoration of public and private infrastructure.
5. Identification of residual and secondary hazards.
6. Plans to mitigate known hazards and risks.
7. Recovery of costs associated with response and recovery efforts.
3.1.3. PLAN IMPLEMEN TATION AND A CTI VATIO N
Implementation: The C ity Ma nager serves as the Director of Emergency Services. The Assistant City M anager serves as the Assist ant Director of Emergen cy Services. The Director of Emergency Services and Assistant Director of Emergency Services are responsible for implementing this plan. Implementation involves training and exercising to the plan, develo ping emergency policies and proced ures, and carrying out other readiness activities supportive to the EOP.
Activation: Activation involves invoking emerg ency policies and procedures, mo bilizing and deploying emergen cy resourc es, and carrying out other response and recove ry activities supportive to the EOP. The EOP will become activated:
1. On order of the City Manager as Director of the Emergency Services, or Assistant City Manager as the Assistant Director of the Emerg ency Se rvices, Fire Chi ef, Police Chief, or
2. At the proclamation of a local emergency or upon the existence of circumstances where a proclamation is likely to occur in accordance with the City’s Emergency Management Ordinance, or
3. When the Governor has p roclaimed a Stat e o f Emerge ncy in an are a, including the City of Rialto, or
4. At the proclama tion of a State of War Emergency, as defined b y the California Emergency Services Act, or
5. Upon a Triggering Event identified on page 19 of this plan.
In the event of a threatened emergency, the City of Rialto Emergency Organization, or any portion of i t may be mo bilized before the activation of this p lan by order of the City Manager, Assistant City Manager, Department Head, or d esignated Ci ty E mergency Services Coordinator.
The City’s EOC will automatically activate upon activation of the EOP.
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3.1.4 . EOC ACTIVAT ION AND DEAC TIVATI ON
ACTIVATION OF CITY EOC
The EOC will become activated:
1. On order of the City Manager as Director of the Eme rgency Services, or Assistant City Manager as the Assistant Director of the Emergency Services, or
2. At the proclamation of a local emergency or upon the existence of circumstances where a proclamation is likely to occur i n accordance with the City’s Emergency Management Ordinance, or
3. When the Gove rnor has p roclaimed a State of Emergency in an ar ea, including the City of Rialto, or
4. At the proclama tion of a State of War Emergency, as defined by the California Emergency Services Act, or
5. Upon a Triggering Event identified on page 19 of this plan.
The City’s EOP will automatically activate upon activation of the EOC.
RIALTO EMERGENCY ORGANIZATION
In the eve nt of a thre atened emergency, the Ci ty of Rialto Emergency Organization, or any portion of it, may be mobilized before the activation of this plan by order of the City Manager, Assistant City Manager, Department Head, or designated City E mergency Services Coordinator.
EOC SET UP AND STAFFING
EOC Activation notification will be made to the City’s Emergency Services Coordinator (or alternate), who will cause for and coordinate the physical activation, set up, and staffing.
NOTIFICATION OF OPERATIONAL AREA
As soon as practical, the Operational Area/S.B. County Office of Emergency Services will be notified of the City’s EOC activation.
ALTERNATE EOC ACTIVATION
The City’s Alternate EOC will b e activated anytime the Primary EOC is uninhabitable, not serviceable, or in a hazard zone due to an emergency.
DEACTIVATION OF CITY EOC
The City’s EOC will be deactivated on order of the Director of Emergency Services upon the conclusion or de -scalation of the criteria or trigger for the original activation. The City’s Emergency Services Coordinator (or alternate) will cause for and coordinate the physical de- activation and de-staffing of the EOC.
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As soon as practical, the Operational Area/S.B. County Office of Emergency Services will be notified of the City’s EOC deactivation.
3. 1. 5. EOC ACT IVATION LEVELS
There are three levels of EOC activation.
LEVEL III: MINIMUM STAFFING
Impending or a ctual emergencies have pr ompted an increase in activity at th e EOC. Key EOC functions are activated, commensurate to the impending or actual emergency.
Level III staffing includ es, with few exceptions, the Management Section, Section Chiefs, and any required support personnel. Other EOC Team members m ay be required to be readily available by phone.
LEVEL II: PARTIAL STAFFING
Impending or actual emergencies have prompted an increase i n activity at the EOC. Key EOC functions are activated, commensurate to the impending or actual emergency.
Level II staffing includes, w ith few excepti ons, the Management Section, Secti on Chiefs, Branch Directors, and any re quired support personnel. O ther EOC Team members may be required to be readily available by phone.
LEVEL I: FULL STAFFING
Impending or actual emergencies have prompted an increase in act ivity at the EOC. Key EOC functions are activated commensurate to the impending or actual emergency.
Level I staffing includes, with few exceptions, the Management Section, Section Chiefs, Branch Directors, Unit Leaders , and any required support perso nnel. Level I staffing will generally include all EOC f unctions and positions. Other EOC Team mem bers may be required to be readily available by phone.
MANAGEMENT WATCH
There may be times when departments or management staff must monitor an evolving or impending emergency incident remote from the EOC. This is referred to as a Management Watch and generally involves the close monitoring of an event outside of or absent from an EOC activation. Management Watch is not considered an EOC “activation level.”
3.1. 6. EOC ACTIVATION GUIDE BY LEVEL
Each EOC activation and assoc iated EOC organizational structure depends on the emergency incident’s needs and the emerge ncy support functions required. The EOC organization should be constantly assessed and modified to meet the needs of the incident.
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The following may be used as a starting point for staffing the EOC by Activation Level.
LEVEL III: MINIMUM STAFFING
Starting point: A. Command and General Staff
Note: Not all positions will be required for each EOC activation.
Level II – Next Page
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LEVEL II: PARTIAL STAFFING
Starting point: A. Command and General Staff
B. Branches & Select Units
Note: Not all positions will be required for each EOC activation.
Level I – Next Page
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LEVEL I: FULL STAFFING
Starting point: A. Command and General Staff
B. Branches
C. All Units
Note: Not all positions will be required for each EOC activation.
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3.1. 7. EO C S TAFFING M AT RIX FO R DEPARTMENTS
Each EOC functi on is assigned to one or more City departments. The following are the primary department assignments for the major EOC functions.
MANAGEMENT SECTION
POSITION FILLED BY
EOC Director City Manager’s Office
EOC Coordinator Fire Department
Public Information Officer Fire Department / Police Department (Incident Driven) Liaison Officer City Manager’s Office / EOC Coordinator Safety Officer Fire Department / Police Department (Incident Driven) Security Officer Police Department
Legal Advisor City Attorney’s Officer
OPERATIONS SECTION
POSITION FILLED BY
Operations Section Chief Incident Driven
• Fire Department
• Police Department
• Maintenance & Facilities Department
Fire and Rescue Branch
Director
Fire Department
Law Enforcement Branch
Director
Police Department
Public Works Branch
Director
Maintenance & Facilities Department
Building & Safety Branch
Director
Community Development Department
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Care and Shelter Branch
Director
Community Services Department
Medical & Health Branch
Director
Fire Department
PLANNING AND INTELLIGENCE SECTION
POSITION FILLED BY
Planning and Intelligence
Section Chief
Community Development Department
Situation Unit Leader Community Development Department
Resource Unit Leader TBD
Advance Planning Unit Community Development Department
Recovery Planning Unit Community Development Department GIS Mapping Unit Information Technology Department
Documentation Unit City Clerk’s Office
Damage Assessment Unit Community Development Department
LOGISTICS SECTION
POSITION FILLED BY
Logistics Section Chief Finance Department
Supply and Procurement
Unit Leader
Procurement Department
Facilities Unit Leader Maintenance and Facilities Department IT Unit Leader Information Technology Department
Personnel Unit Leader Human Resources Department
Transportation Unit Leader Community Services Department Communications Unit Fire Department / Police Department
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FINANCE AND ADMINISTRATION SECTION
POSITION FILLED BY
Finance and
Administration Section
Chief
Finance Department
Time Unit Leader Human Resources Department
Cost Accounting Unit
Leader
Finance Department
Compensation & Claims
Unit Leader
Human Resources Department
Purchasing Unit Leader Finance Department
Cost Recovery Unit Leader Finance Department
3.1.8. STANDARD IZED EMERGEN CY MANAGEM ENT SYSTEM
The City of Rialto has fully adopted the California Standardized Emergency Management System (SEMS ) (California Government Code, Section 8607, Emergency Services Act (Chapter 7, Division 1, Title 2)) and is committed to complying with all applicable elements.
In times of emergency or disaster, the City of Rialto will coordinate with other cities, the County of San Bernardino, the State of California, and the Federal Government to manage the emergency. In 1 993, the State ad opted regulations establishing the Standardized Emergency Management System (SEMS) to enhance this coordinated effort. SEMS is based upon the Incident Command System (ICS) adapted from the system originally developed by FIRESCOPE (Firefighting Resource of California Organized for Potential Emergencies). SEMS is further base d upon the Multi-Interagency Coordination System, Mutual Aid, and the Operational Concept.
The City of Rialto is part of the Sa n Bernardino County Operational Area, and as such, coordinates disaster preparedness and response with the San Bernardino Office of Emergency Services and the San Bernardino County Operational Area EOC.
SEMS i s intended to standardize the response to emergencies involving m ultiple jurisdictions or agencies. SEMS is also meant to be flexible and adaptable to the needs of all emergencies and emergency responders in California. Local government must use SEMS to be e ligible for st ate funding of response -related per sonnel costs pursuant to activi ties identified in the California Code of Regulations, Title 19, Section 2920, 2925, and 2930.
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These regulations do not supersede individual agencies' roles and responsibilities contained in existing laws or the state emergency plan.
SEMS Organizational Levels: All California emergency response agencies must use SEMS when responding to, managing, and coordinating multiple agencies or multiple jurisdiction incidents, whether single or multiple disciplines.
There are five organizational levels in the SEMS:
1. Field Response Level
2. Local Government Level
3. Operational Area Level
4. Regional Level
5. State Level
Field Response Level: This level commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat.
Local Government Level: This level manages an d coor dinates a jurisdiction’s overall emergency response and recovery activities.
Operational Area Level: This level manages and coordinates information, resources, and priorities among local governments within the operational area and serv es as the coordination and communications link between the local and regional level.
Regional Level: This l evel manages and coordinate s information and re sources among operational areas w ithin a mutual aid or administrative region designated pursuant to Government Code Section 8600 and between the ope rational areas and the state. The region and the state level coordinate overall state support for emergency response and recovery activities.
State Level: This level manages state resources in response to the emergency needs of the other levels, m anages an d coordinates mutual aid among th e mutual aid regions and between the regional and state levels, and serves as the coordination and communication link with the federal disaster support system.
SEMS Organizational Functions: Local government, operational area, regional, and state levels will provide the following functions within SEMS:
▪ Management
▪ Operations
▪ Planning and Intelligence
▪ Logistics
▪ Finance and Administration
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Management function: This function is responsible for overall emergency pol icy and coordination through joint efforts of governmental agencies and private organizations.
Operations function: This function is responsible for coordinating jurisdictional operations to support the emergency by implementing the organization’s action plan.
Planning and intelligence function: This function is responsible for collecting, evaluating, and disseminating information; developing the organization’s action plan in coordi nation with other functions; and maintaining incident records and documentation.
Logistics function: This function is responsible for providing facilities, services, personnel, equipment, and materials to support incident response.
Finance and administration function: This function is responsible for all incident financial activities and administrative aspects not assigned to the other functions.
When to implement SEMS: SEMS will be used when the City Emergency Operations Center (EOC) is activated and when a LOCAL EMERGENCY, as defined in Government Code Section 8558(c), is d eclared or proclai med. When the EO C i s activated , communications and coordination will be established between the Incident Commander(s) and the Department Operations Center(s) to the EOC or between the Incident Commander(s) and the EOC. Fire, law enforcement, and public works resources will be coordinated through their respective mutual aid systems and associated dispatch centers.
Communications and coordination will be established between the City EOC and any state or local response age ncy having jurisd iction at a n incident oc curring within the local government's boundaries. As defined in Government Code Section 8607(a), the City shall use multi-agency coordination to facil itate decisions for overall lo cal g overnment-level emergency response activities.
Mutual aid: The City of Rialto must be prepared to respond promptly and effectively to emergencies and have provision for m utual aid if th e response effort requires resources beyond those available within the City.
Mutual aid is a c oncept that enhances th e response capabilities of governmental jurisdictions in t imes of l arge e mergencies or disaste rs. Economics and operational capacities make it impossible for one jurisdiction to have all the resources necessary to adequately handle the occasional large-scale emergency or disaster. For this reason, most public sa fety and emergency support agencies have mutual aid agreem ents with neighboring jurisdictions and l arger gove rnmental entities to use and deploy additional emergency resources. The City is a part of sev eral m utual aid pro grams, including fire- rescue, law enforcement, public works, and emergency management mutual aid.
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As a city in Sa n B ernardino County, any m utual a id r equests will be th rough the San Bernardino County Operational Area to specific mutual aid coordinators (Fire, Sheriff, Public Health). If County resources are insufficient or unavailable for r esponse, the County will invoke mutual aid from other counties and the State. If the situation warrants, the State will request Federal assistance. Most local governments are signatories to the California Master Mutual Aid Agreement.
3.1.9. NATIONAL INCIDEN T MANAG EMENT SYSTE M
The Ci ty of Rialto has fully adopted the National Incident Management System ( NIMS) (Homeland Security Presidential Directive (HSPD) - 5) and is committed to complying with all applicable elements.
National Incident Management System ( NIMS): The Federal Government adopted the National Incident Management System (NIMS) in 2003 to manage emer gency incidents and disasters from the first responder le vel to t he highest levels of the F ederal Government. It is based at least in part on SEMS and inclu des the use of the Incident Command System and t he Unified Command Struct ure (ICS/UC) and is flexi ble and appropriate for all typ es of incidents. The City of Rialto uses this flexible st ructure to manage a ll types of incidents, p articularly those that require the establishment of Incident Command Posts at or near an incident site and the use of Emergency Operations Centers and Department Operations Centers. NIMS is the result of p ost 9/11 Homeland Security Presidential Directive ( HSPD) - 5, whic h directed developing and adopting a national system of managing incidents of national significance.
NIMS integrates several emergency response components, including:
▪ Command and Management
▪ Preparedness
▪ Resource Management
▪ Communications and Information Management
▪ Supporting Technologies
▪ Ongoing Management and Maintenance
3.1.10 . INCIDENT COMMAND SY STEM ( ICS)
The Incident C ommand System ( ICS) is based on several ma nagement concepts that provide the foundation for effective response operations, including:
Unified command structure: All involv ed agencies cont ribute to developing ov erall incident object ives, selec ting strategie s, j oint pl anning of tactical activities, and integrating tactical operations.
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Common terminology: Common titles are established and us ed for organizational functions, resou rces, and facilities, allo wing different organizati ons or de partments to communicate using common terminology and operating procedures.
Modular organization: The emergency response structure can be established, expanded, and contracted depending on the type, size, and complexity of the incident.
Integrated communications: Incident communications are managed through a common communications plan, and a communications center is established to support tactical operations and the resources assigned to the response.
Consolidated action plans: All participating organizations or departments are involved in developing the overall inc ident objectives, selection of strategies, planning , and performance of tactical activities that are crafted into an Incident Action Plan or an EOC Action Plan.
Manageable span of control: Each incident supervisor’s span of responsibility is limited in size. The span of contro l typically ranges from supervising three to seven people (or resources), depending on the incident type, complexity, nature, and size.
Comprehensive resour ce management : This concept maximizes resource efficiency, consolidates control of l arge numbers of single re sources, and reduces the communication load.
The resulting ICS organizational structure consists of five primary functions:
Command: Responsible for directing response activities, including:
▪ Developing strategies
▪ Managing resources
▪ Planning of overall operations
Operations: Responsible for coordinating the incident’s tactical response, resources, and for accomplishing incident-specific objectives.
Planning and intelligence: Responsible for:
▪ Ongoing situation assessment
▪ Collection, evaluation, dissemination, and use of incident or event information ▪ Managing incident intelligence to assist in the development of contingency plans, including the status of response efforts and incident resources Logistics: Responsible for providing facilities, ser vices, and materials, including transportation and fue l, shelter, personal hygiene, f ood, po table water, tools, medical attention and supplies, communications, and relief personnel.
Finance and Administration: Responsible for tracking incident costs and evaluating the financial considerations of the incident.
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3.1.11. EO C COORDINATION
The EOC has a coordination role in all phases of emergency management.
In the pre -emergency phase, the EOC prepares for a wide range of hazards, threats, and contingencies. The EOC is used for emergency management planning, orientation, training, and exercising. It constantly monitors and gathers information on potential incidents and emergencies that could affect the jurisdiction. It continually tests and evaluates systems, equipment, tools, and technologies.
In the emergency respon se phase, EO Cs and DOCs serve as t he central poin t for jurisdictional or agency coordination and overall management of the emergency.
The primary Incident Command Post (ICP) to Emergency Operations Center interface will be from the Incident Commander to EOC Manager. As the incident expands into su stained operations, the interface may occur between Sections and Units in the field to like Sections and Units in the EOC. This coordination is critical to exchanging real-time situation status information and for deploying and managing emergency resources.
In the post-emergency or recovery phase, the EOC structure and organization can be used to facilitate and direct the recovery operation.
Communication between DOCs, ICPs, and field un its will primarily be through traditional voice an d data sys tems. Once acti vated, the EOC will utilize th e EOC Information Management System to communicate situation and resource status information to DOCs, ICPs, and field units. In certain situations, the EOC may deploy an EOC Liaison to the ICP to further facilitate ICP-to-EOC interface. Primary communication between the City of Rialto EOC and the Bernardino County Operational Area EOC will be through traditional voice and data syste ms. O nce a ctivated, the EO C wil l use the WebEOC system to communicate situation and resource status information and request resources from the San Bernardino Operational Area EOC.
3.1.12. EO C ACTION PLANS
The primary focus of the EOC action plan should be on jurisdictional issues. The plan sets overall objectives for the jurisdiction and may establish the priorities as determined by the jurisdictional authority. It can also include mission assignments to d epartments, provide policy and cost constraints, and inter-agency considerations. Properly prepared, the EOC action plan becomes an essential input to developing departmental action plans.
Action planning at all EOC levels, like that of the field length o f the operational period for the incident, is determined by first establishing a set of objectives and priority actions that need to be performed. Then, establishing a reasonable time frame for accomplishing those
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actions. Generally, the actions requiring the longest time period will define the length of the operational period.
Typically, operational periods at the beginning of an emergency are short, sometimes only a few hours. As the emergency progresses, operational periods may be longer but should not exceed twenty -four hours. Operational period s should not be confused with staffing patterns or shift change periods. They may be the same, but they need not be.
The initial EOC action plan may be a verbal plan in the first hour after EOC activation. The EOC Director, in consultation with the General Staff, usually develops the first one. Once the EOC is fully activated, EOC action plans should be written.
EOC action plans should not be complex or create a time-consuming process. The format may vary somewhat within the sev eral EOC SEMS levels, but the EOC action plan should generally cover the following elements:
1. Summary of the emergency.
2. Listing of management and control or operational objectives to be accomplishe d (should be measurable).
3. Statement of current priorities related to objectives.
4. Statement of strategy to achieve the objectives. (Identify if there is more than one way to accomplish the objective and which way is preferred).
5. Assignments and actions necessary to implement the strategy.
6. Operational period designa tion - The time frame nec essary to accomplish the actions.
7. Organizational elements to be activated to support the assi gnments. (Later action plans may list organizational elements that will be deactivated during or at the end of the operational period).
8. Logistical or other technical support required
The EOC Action Plan should be coordinated with any field Incident Action Plans that have been developed.
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3.1.13. EMER GENCY OPERATING C OND ITIO NS (OP CON)
3.1.10.1. EMERGENCY OPERATING CONDITIONS OVERVIEW
3.1.13.1. EMERGENCY OPERATING CONDITIONS OVERVIEW
Operating Conditions (OPCON) have been esta blished to provide a gener al indicator of the l evel of s eriousness of an inci dent, impending incide nt, and current or anticipated emergency conditions. OPCONs and related guidance for Lead and Support departments will be use d to guide r eadiness and respons e actio ns necessary to handle a ctual or impending emergencies. OPCONs do not reflect EOC activation levels covered on page 35 of this plan.
OPCON
Level Description
Green Normal Operations
Blue Increased Readiness
Yellow Emergency Operations
Orange Disaster Operations
Red Catastrophic Incident Operations
City Emergency Operating Conditions
3.1.13.2. EM ERGENCY OPERATING COND ITION S
NORMAL OPERATING CONDITION [GREEN ▲]
Normal operations are u nderway. Lead and Support departments and agencies are conducting planning, training, and exercise activities in support of their role in the EOP.
First Response Departments are staffed and operate per normal business operations.
Lead and Support departments and agencies should be leaning toward and preparing for the next highest operating condition.
The Normal Operating Condition is not associated with any EOC Activation Level.
INCREASED READINESS OPERATING CONDITION [BLUE▲]
Events or conditions involving an actual or potential threat to the safety of people, critical infrastructure, key resources, or property in a threatened area(s) are underway.
Lead and Support departments and agencies are responding to emer gency event s o r taking appropriate increased readiness activities in advance of an impending or potential
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emergency event. The EOC Situation Unit and Resource Unit may be activated and operational with minimum staffing. The EOC or DOCs (Department Oper ations Centers) may be activated with selected Emergency Support Functions (ESFs) activated by functional branch.
Lead and Support departments and agencies should be leaning toward and preparing for the next highest operating condition.
The Increased Readiness Operating Co ndition is associated with either no EOC Activation Level or a Level 3, the lowest EOC activation level.
EMERGENCY OPERATING CONDITION [YELLOW▲]
Events are in progress or have already occurred that involve an imminent or actual significant impact on the safety of people, critical infrastructure, key resources, or property in the impacted area (s). The Emergency Operations Center (EOC) is activat ed and staffed by the City of Rialto Emergency Organization and other tasked departments and agencies. Department Operations Centers (DOCs) are activated as needed. Lead and Support departments and agencies are taking all appropriate response actions , including the curtailment of non -essential operations and implement ing special staffing patterns.
This operating status will be maintained until conditions escalate or de-escalate.
Lead and Support departments and agencies should be leaning toward and prepari ng for the next highest operating condition.
The Emergency Operating Condition is associated with either an EOC Activation Level 3, the lowest EOC activation level, or a Level 2, the middle-level EOC activation.
DISASTER OPERATING CONDITION [ORANGE▲]
Events that continue previously declared operating condition levels are in progress or have occurred and require extraordinary response activities. The EOC is fully activated.
Tasked departments, cooperating agencies, non -governmental organizations, an d volunteer agencies report to the EOC for 24 -hour operations. Lead and Support departments and agencies will curtail non -essential operations and implement special staffing patterns. Support departments will make available resources necessary to support Lead departments. This operating condition status will be maintained until the threat is over and the emergency is terminated. As imminent danger is reduced, operations will be initiated to return the impacted area(s) to pre -disaster status. All departments should be prepared to implement their Continuity of Government – Continuity of Operations Plans.
Lead and Support departments and agencies should be leaning toward and preparing for long-term recovery operations.
The Disaster Operating Condition is associated with either an EOC Activation Level 2, the middle level EOC activation, or Level 1, the highest level of EOC activation.
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CATASTROPHIC OPERATING CONDITION [RED▲]
Events are in progress or have occurred that generate a full and immediate response by all City departments and response organizations. The nature of a catastrophic event will cause a complete or near-complete disruption of City services and operations. Continuity of Government – Continuity of Operations Plans will be fully implemented. Disruption or loss of customary means of emergency communication systems will cause departments and response organizations to operate under communication failure protoco ls and procedures. Communication failure protocols include initiating pre-determined response activities directed at force protection, saving lives, and continuity of critical and essential government functions. The EOC is fully activated, and extensive state and national mutual aid resources will be required to respond and recover from the event(s).
City staff should report to pre -determined disaster assignments . A ll City departments and functions will be involved in disaster response and recovery activities. Long-term and extensive community recovery will be required.
The Catastrophic Operating Condi tion is associated with an EOC Activation Level 1, the highest level EOC activation.
3.1.14. NOT IFICATION AND MOBILIZATION OF FORCES
The following is the process for notifying and mobilizing response forces:
• City of Rialto EOC Team
o By th e Rialto Emergency Ser vices Coor dinator, Rialto Police Department Dispatch Center, or des ignated alternate . Notification will be made through Rialto Alert Center/Civic Engage or email to text. • City of Rialto Police Department
o By the Rialto Police Department Dispatch Center.
• City of Rialto Fire Department
o By the CONFIRE Communications Center or via the on-duty Battalion Chief.
• City of Rialto Departments
o By each Department Operati ons Center, on-call staff person, or department administrative center.
• Mutual Aid
o By the respective City Department or Operational Area Mutual Aid Coordinator.
The Rialto Fire Department is the 24 -hour point of contact for initiating warnings and emergency notification of c ity staff. However, initial contac t may come through TeleStaff, Police Dispatch, Fire Chief, Chief of Police, Police Watch Commander, or City Manager. Trained city staff will be notified to fill the EOC Sections and assist with the EOC activation.
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3.1.15. INFORMATION COLLECTION, A NALYSIS A ND
DISSEMI NA TION
Purpose: To enhance the capa bility of the C ity to respond to emergency incidents by collecting, evaluating, displaying, and disseminating event information and intelligence.
Overview: The City of Rialto provides the single point of cont act for information s haring to City departments, t he Operational Area, neighboring juris dictions, and supporting agencies.
Before EOC activation, the City can receive alert and warning notifications from several sources, such as the CONFIRE Communications Center, County of San Bernardino - Sheriff’s Department, the State Wa rning Center, C ity Department s, neighboring cit ies, and the National Weather Service.
Upon EOC activation, t he EOC Planning & Intelligence Section's prima ry responsibility is to collect, evaluate, display, and disseminate inciden t information , including situation and resource status. This EOC Section serves as the primary source for decision-making information and provides overall intelligen ce sup port to the other EOC Sections. Th is Section a nticipates and develops plans to add ress changing situations and events, develops situation forecasts, and gathers and distributes incident information.
Objectives: This Section is responsible for gathering and displaying accurate and current situation status and resource status information. The EOC Planning & Intelligence Section ensures t hat safety and damage assessment information is compiled, assembled, and reported expeditiously to the EOC sections, County EOC, and the Cal OES Regional EOC (REOC). This Section prepares the EOC Action Plan with input from Ma nagement Section Staff and Section C hiefs. The Planning & Intelligence Section is also responsible for the detailed recordin g (Documentation Unit) of t he response effort and preserving these records.
The EOC Planning & Intelligence Section will acc omplish the foll owing objectives during an EOC activation:
• Collect initial situation and safety and damage assessment information. • Display incident information in the EOC using maps and visual aids. • Prepare and maintain charts and lists that reflect the incident and resource status (personnel, teams, equipment, and vehicles).
• Disseminate intelligence information to the EOC Director, Management Staff, and General Staff.
• Coordinate Geographic Information Systems (GIS) mapping and documentation of the incident.
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• Compile summary safety and damage assessment reports for dissemination to other sections, County EOC, Cal OES, and FEMA.
• Document damage and estimate financial losses.
• Provide Planning & Intelligence support to other EOC S ections and Department Operations Centers.
• Prepare the City’s EOC Action Plan.
• Prepare the City’s After-Action/Corrective Action Report after EOC demobilization.
• Initiate post-disaster recovery plan ning and assist with the transition to a Recovery Organization.
• Maintain complete and accurate documentation of all actions taken , ensure that records are preser ved, and submit any close out reports to the O p Area, Cal OES, or FEMA.
• Acquire t echnical experts for special interest topics or special technical knowledge subjects.
• Provide technical support to the EOC Director for any City Council or Policy Group presentations, community or town hall meetings, or media briefings.
Collection: Information collection is the responsibility of all EOC Sections and EOC Team Responders, though the EOC Planning & Intelligence Section is responsible f or coordinating these efforts.
Emergency Incident information collection w ill primarily occur or originate from these sources:
• Operations Section Branches
o Collecting information from thei r field forces, dep artment operations centers (DOCs), cooperators and assisting agencies, and dispatch centers. • Media (TV, radio, print).
• Social Media.
• Field Observers (when assigned by the EOC).
• Damage Assessment and Damage Inspection Teams.
• County, State, and Federal Situation Reports.
• Agency Representatives assigned to the EOC.
• Community-based a nd neighbor-based grou ps, such as CERT , Neighborhood Watch, and Neighborhood Associations.
• Partners in preparedness such as Schools, Hospitals, and NGOs.
Tools that aid in collecting incident information include telephone, TV, fax, email, radio, WebEOC, open-source computer-aided dispatch sites , intranet-based radio broadcast sites, and social media platforms.
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PulsePoint: PulsePoint provides real-time Rialto F ire Department ca lls for service information. PulsePoint can be viewed at: https://www.yourrialto.com/264/Real-Time- Incident-Information-PulsePoin
Dissemination: Once validated, vetted, refined, and organized, emergency incident information will be disseminated by the EOC Planning & Intelligence Section in several ways and formats, not limited to the following:
• EOC Operations Briefings.
• EOC Situation Briefings.
• EOC Action Plans.
• EOC Situation Reports.
• To the public via the PIO.
• To Assisting and Cooperating Agencies via the EOC Liaison Officer and Agency Representatives.
• To elected officials via the Director or Emergency Services, Liaison Officer, or Legislative Liaison.
• To the Operational Area / County of San Bernardino via Situation Reports, Operational Area Reporting Forms, sharing of City EOC Action Plans, and through County emergency management staff assigned to the City or the City EOC. • To CalOES and FEMA via WebEOC, CalEOC, or specific agency or incident forms.
WebEOC: San Bernardino County util izes Web EOC as the County’s communications platform for sharing elements of the crisis. This allows the County t o have a common operating pict ure, situational awareness, and information coordination throughout the Operational Area (OA) during an emergency. OA EOC responders can share real -time information with other agencies wi thin the County a nd cities/towns, allowing for a coordinated deployment of resources available to emergency managers.
3.1.16. COMMUNICAT IONS
Coordinated with and sourced from the 2018 San Bernardino County Emergency Operations Plan.
3.1.1 6.1. ALERT AND WA RNING
Alert and warni ng is the process b y which government organizations and t he public are notified of the threat of imminent or extraordinary danger. Depending on the nature of
the threat and the population at risk, warni ng can originate at any level of government.
Protection of life and prop erty depends on the timely d issemination of w arning and emergency information to the populations in threatened areas.
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The City is responsible for alert and warning within city boundaries. That said, the City’s alert and warning activities should be coordinated with the County of San Bernardino via the County EOC if act ivated or with th e San Bernardino County Sheriff’s De partment Dispatch Center if the EOC is not activated. The County of San Bernardino is responsible for alerting and warning the unincorporated County areas and County departments. As the Operational A rea, i t assis ts the OA jurisdiction s with alert and wa rning of their populations. The San Bernardino County OA warning point is the San Bernardino County Sheriff’s Department Dispatch Center, collocated at the County/OA EOC. The 24-hour-a- day personnel at the Dispatch Center are responsible for notifying coun ty departments, jurisdiction warning points, and the County and OA emergency management staff.
There are various means and methods whereby an alert or warning may originate and be disseminated to the City. They include the following:
GOVERNMENT NOTIFICATIONS AND ALERTS
The City, County, and OA may receive and send notifications of emergenc ies or conditions via the following methods, systems, or technologies:
CALIFORNIA STATE WARNING CENTER (CSWC)
The Cali fornia Sta te Warnin g Center is the official state -level point of contact for emergency notifications. The CSWC maintains contact with Operational Area Warning
Points, sta te agencies, federal agencies, and the National Warning Center. (Source:
California Warning Plan ver. 2017)
Notifications received by the CSWC
• Local governments and Operational Areas notify the CSWC of emergencies that affect their community in accordanc e with existing laws and protocols or when state assistance is requested or anticipated. Not ifications may occur direc tly or via the CalEMA Regiona l Offices. Local Emergency proclamations should be sent to the CSWC to keep the Governor and key state agencies informed of emergency conditions or when state assistance is requested.
• Earthquake Notifications: The CSW C receives notification of ea rthquakes from the California Inte grated Seismic Network (CISN), National Earthquake Information Center (NEIC) , and the United States Geological Surv ey (USGS). CISN is a statewide network that provides the basic information fo r California earthquakes shown on the CISN Display. The CISN Display is an Internet -based rapid earthquake notification system that receives earthquake information from networks world-wide.
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• Tsunami Notifications: The CSWC receives tsunami notifications f rom the Alaska Tsunami Warning Center via the National Weather Service (NWS) and the National Warning Center.
• Weather Notifications: Notification of severe weather is received from the NWS.
• Energy Notifications: The California Independent Systems Opera tor (California ISO) monitors the California power grid, which consists of a network of long - distance, high -voltage transmis sion lines and su bstations that carr y bulk electricity to local utilities for distribution to their cust omers. When the grid is unable to meet electrical demands, the California ISO will direct utilities to reduce their load and issue emergency notices of energy interrup tions. The CSWC will be contacted by the California ISO wh en the operating reserves reach these critical levels.
• Hazardous Materials / Oil Spill Release Notifications: In accordance with state law, handlers, any employees, authorized representatives, agents, or designees of handlers shall, u pon discovery, immediately report any release or thr eatened release of hazardous materials to the CSWC.
• Nuclear Power Plant Notifications: The CSWC receives notifications of nuclear power plant events directly from Di ablo Canyon, San Onofre , and Rancho S eco power plants. Seco ndary notifications may be rece ived from the affected cou nty sheriff departments via the California Law Enforcement Telecommunications System (CLETS), California Law Enforcement Radi o System (CLERS) , and Operational Area Satellite Information System (OASIS).
• Communications, Alert and Warni ng Systems: The CSWC is re sponsible for informing, communicating, alerting, and notifying local governments, Operational Areas and state officials and the Federal Government of natural or human-caused emergencies. To meet this responsibility, the Warning C enter is equipped with a number of telephone, data, and radio systems, including the California Warning System (CALWAS), CLETS, NWS Weather Wire, CSWC message switch ing computer, Emergency Digital I nformation Service (EDIS), CISN and Dialogic Automated Notification System, all of w hich are described in more de tail later in this document. Most of these systems are used daily while o thers are available for use in an emergency.
• NAWAS and CALWAS: The C SWC maintains the Califo rnia Warning System (CALWAS) to communicate with CalEMA Regional Offices and County Warning Points during an emergency. CALWAS is part of the National Warning Syst em (NAWAS).
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• OASIS, CLETS, CLERS, and EAS: The Operational Area S atellite Information System (OASIS), California Law Enforcement Telecommunications System (CLETS) , and the Califor nia Law Enforcement Radio System (CLERS) are utilized to alert and notify sher iff and police departments and key Emergency A lert System (EAS) stations.
• Radios and Mic rowave Systems: The State A gencies Radio / Microwave System communicates information to State Agencies and Emergency Operations Centers (EOC).
Alerting and Warning State and Local Agencies
Multiple communication channels will be used to maintain constant communication with local, state, and federal communications centers and ensure the Sta te can quickly respond to developing emerge ncies. T he Warning Center provides local and state agencies with a broad range of information, including, but not limited to:
• Local emergencies.
• Earthquakes.
• Tsunamis (seismic sea waves).
• Floods.
• Dam and levee failures.
• Major fires.
• Hazardous material spills.
• Radiological and nuclear incidents.
• Radioactive fallout wind data.
• Energy emergencies.
• Foreign animal disease.
• Missing and overdue aircraft or runaway trains.
• Terrorism threat.
• Precipitation forecasts.
• Winter road information.
• Major road closures.
• Weather watches and warnings.
• Severe weather emergencies.
• Search and rescue incidents.
CSWC Dissemination of Alerts and Warnings
The CSWC is responsible for informing, communicating, alerting, and notifying local government, OAs, state of ficials, and the federal government of emergen cies. CSWC is equipped with a number of telephone, data, and radio systems, including C ALWAS, CLETS, NWS Weather W ire; most of these sy stems are used daily while others are available for use in an emergency.
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• CALWAS: The CSWC maintains the California Warning S ystem (CALWAS) to communicate with C al O ES Regional Offices and County W arning Points during emergencies. CALWAS is part of the National Warning System (NAWAS).
• CLETS: The California Law Enforcement Telecommunications System (CLETS) is a high-speed message-switching system that allows law enforcement and criminal justice agencies to obtain information directly from federal, state, and local computerized inform ation files. In addition, the system will provide fast and efficient point-to-point delivery of messages between agencies.
• CLEMARS: The Calif ornia Law Enforcement M utual Aid Radio System pro vides common police radio frequen cies for use statewide by state and local law enforcement agencies during emergencies where inter -agency c oordination i s required. It ope rates under appropriate FCC rules an d regulations and is administered by the State th rough Cal OES. Participation in CLEMARS is op en to all Califor nia law enforcement agencies, which are eligible to operate on radio frequencies authoriz ed by the FC C for P olice Radio Service. CLEMARS use is governed by a system of priorities:
o Priority 1-Disaster and extreme emergency ope rations for mutual aid and interagency communications.
o Priority 2 -Emergency or urgent operations involv ing im minent saf ety of life or protection of property.
o Priority 3-Special event control activi ties, such as a planned event involving the participation of two or more agencies.
o Priority 4-Drills, tests, and exercises.
NATIONAL WEATHER SERVICE (NWS)
The NWS provides warnings for weathe r, hydrologic, and climate needs for the United States, its ter ritories, adjacent waters, and oceans. The City of Rialto and the County of San Bernardino receive its notifications from the San Diego Forecast Office and Las Vegas Forecast Office, which prepare any necessary warning for the San Bernardino County and the Operational Area . Rialto primar ily rece ives weather f orecasts f rom the San Diego NWS Forecast Office. Rialto is in NWS Zone CA 048.
The National Wea ther Se rvice transmits continuous weather information for the San Bernardino County and the Op erational Area on Santa Ana WWG21 162.450 MHz and Victorville WXM66 162.500 Hz. Weather Service severe weather bro adcasts a re preceded with a 1 050 MHz sine wave aud io tone th at activates w eather monitor receivers equipped with dec oders. Th e Weathe r Service ca n also access NAWAS to announce severe weather in formation, which is disseminated to t he count y warning points using the CALWAS system.
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The types of notifications that the NWS issues include the following:
• Watches
o A watch is used when the risk of a hazardous weather or hydrologic event has increased significantly, but its occurrence, location , or timing is still uncertain. It is intended to provide enough lea d time so those who n eed to set their plans in motion can do so. A watch means that hazardous weather is possible. Peop le should have a plan of action in case a storm threatens, and listen for follow-on information and possible warnings , especially when planning travel or outdoor activities.
• Warnings
o A warning is issued when a hazardous weat her or hy drologic event i s occurring, imminent or likely. A warning means wea ther conditions pose a threat to life or property. People in the path of the storm ne ed to take protective action.
• Advisories
o An advisory is issued when a hazardo us weather or h ydrologic event is occurring, imminent , or likely. Advisories are for less serious condit ions than warnings, events that cause significant inconvenience and , if caution is not exercised, could lead to situations th at may threaten life or property.
• Statements
o Statements also explain why watches, advisories, or warnings have been issued. Four special types of statements include: Special Weather Statements - If strong or severe thunderstorms are expected, a statement is issued discussing this outlook (or potential)
NOAA National Tsunami Warning Center:
Tsunami warnings for California are issued by the National Oceanic and Atmospheric Administration’s National T sunami Warning Center (NTWC) located in Palmer, Alaska.
The NTWC monitors a network of seismic and sea level stations, providing the basis for
tsunami warnings, advisories, watches, and information statements to the State Warning Center and local coastal communities.
PUBLIC MEDIA
The City’s EOC Responders, City Departm ents, and Dispatch Centers have access to and monitor news media outlets . If a news media reports on incidents underway or threats of pending incidents, the City will become aware of th ose events. Monitoring of public media outlets may be via live TV broadcasts, soc ial media feeds, RSS feeds, text or email alerts, and the City’s PIO staff.
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PUBLIC NOTIFICATIONS AND ALERTS
Emergency informatio n warnings, advice , and prot ective acti on instructions may be broadcast to the public by one or more means or methods, including:
• Rialto Alert Center/Civic Engage
• SBCO Telephone Emergency Notification System (TENS)
• Emergency Alert System (EAS)
• Wireless Emergency Alerts (WEA)
• Sig-Alerts issued by CHP or local law enforcement
• News media releases
• Social Media posts
All public emergency alerts and notifications issued by th e C ity should be coordinated with the County/Operational Area.
RIALTO ALERT CENTER/CIVIC ENGAGE
The City of Rial to maintains a proprietary opt-in mass notification system. Locally called “Alert Center”, the public alerting system is an opt subscription service the general public can sign up for to receive emergency alerts by the City. The City also uses the system for the subscription to non-emergency notifications such as public works information, road information, and general city notices. Options to receive notices include email or by text to cell phone. Subscribers may sign up on the City’s website at https://www.yourrialto.com/List.aspx.
(TELEPHONE EMERGENCY NOTIFICATION SYSTEM (TENS)
The County of S an Be rnardino acquired th e TENS to provide rapid emergency notifications to residents of the County. TENS, also referred to as a Reverse 9 -1-1 Public Warning System, is a publi c warning system that ma y be used to warn or advise County residents of the pote ntial for fire, flo od, or other emergency circumst ances in the County.
An emergency may require varied responses, depending on the type of incident, whether it is an act of nature, human-caused, or a technical event. The primary purpose of TENS is to improve notification o f people within a geographic area in the event of a life- threatening incident or threat. This may inc lude evacuation notices, shelter -in-place orders, and special instructions for an imminent threat.
The TENS system us es a database of phone numbers and addresses, geocoded with the County’s street network to identi fy phone numbers in a specific area. The notification system can complete both small and large-scale notifications. The system is a notification option for public safety officials to make timely emergency.
Reference: San Bernardino County Operational Area Telephone Emergency Notification System (TENS) ConOps.
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The use of any Mass Notifi cation System for emergency activity cont ains two components:
1. The need to disseminate crit ical safety-related information to individuals about emergency events occurring now, follow-up information regarding the event, and termination of the emergency.
2. Communicating with public safety , responder staff, and volunteers about an emergency event.
As a general rule, a Mass Notification System is to be used when the public is being asked to take some protective action (e.g., evacuate, prepare to evacuate, shelter in place, boil tap water before drinking ) or being provided information about local disaster assistance centers, other follow-up information, food and water distribution, re-entry to areas after evacuation orders have been lifted, or termination of the emergency because the risk has passed.
Emergency Public Notifications should be limited to:
• Imminent or perceived threat to life or property.
• Evacuation notices.
• Shelter-in-place notices.
• Lockdown situations.
• Public health emergencies.
• Public safety emergencies.
• Amber, silver, blue, and yellow alerts by CHP.
Emergency Responder Notifications should be limited to:
• Contacting first responders to advise of an emergency. • Contacting first responders to report for duty due to an emergency. • Contacting key staff regarding an emergency or crisis. • Contacting agency employees to report at a different time or location (or provide an update) due to an emergency.
• Emergency exercises and training events.
NIXLE
The City uses NIXLE to distribute emergency alerts through emails, texts, or phone calls.
Rialto NIXLE: https://local.nixle.com/rialto-police-department/
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INTEGRATED PUBLIC ALERT AND WARNING SYSTEM (IPAWS)
In San Bernardino County, the components of IPAWS are accessed thr ough the TENS to launch me ssages using its com ponent techn ologies. IPAWS is an internet-based alert and warning capability operated by FEMA.
EMERGENCY ALERT SYSTEM (EAS)
The Emergency Alert System (EAS) is used by alerting aut horities to send warnings via broadcast, cable, sat ellite, and wireline communications pathways. EAS participa nts, which consist of broadcast , cable, satellite, and wireless providers , are the s tewards of this important public servi ce in close partnership with a lerting officials at all leve ls of government. The EAS is also use d when all ot her m eans of alerting the public are unavailable, provid ing an added laye r of resiliency to the su ite o f avai lable emergency communication tools.
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: Operational (Local) Area Programming
• Priority Three: State Programming
• Priority Four: National Programming and News
Presidential messages, national programming, and ne ws will be routed over established network facilities of the broadcast industry. State pro gramming will originate from the state operations center an d be transm itted through the st ate using the California Law Enforcement Radio System ( CLERS). Local progra mming will be transmitted by the Local Primary (LP-1) and (LP-2) stations.
Examples of emergencies that may warrant EAS activation by the broadc ast i ndustry include earthquakes, serio us fires, heavy rains and flooding, 9 -1-1 system ou tages, severe indust rial a ccidents, a nd h azardous material accident s. The context of any emergency broadcast transmitted on EAS should be of concern to a significant segment
of the po pulation in the warned area . The message must be a voice message, it m ay be prerecorded, and it must not be longer than two (2) minutes in length.
EAS activation can be authorized by any one of the following parties for the County:
• San Bernardino County Sheriff’s Department
• San Bernardino County Fire Protection District
• County of San Bernardino Office of Emergency Services
San Bernardino County relies on the below-listed stations as its LP-1 EAS station. The LP- 2 backup is loca ted at t he San Be rnardino Cou nty Emerge ncy Operations Center, Miro Way facility.
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This syst em u ses the facilit ies and personnel of the broadcast industry o n a volunteer basis. EAS is operat ed by the broadcast industry according to e stablished and approv ed EAS p lans, sta ndard operating guides , and the rules and reg ulations of the Federal Communications Commission ( FCC). FCC rules and regulations require all participating stations with a n EAS operati ng area to br oadcast a commo n program. The local EA S stations for San Bernardino County are:
• 93.3 FM KBHR Big Bear Valley
• 95.1 FM KFRG High Desert/Valley
• 98.9 FM KHWY High Desert
• 102.3 FM KZXY Victor Valley
• 107.7 FM KCDZ Yucca Valley/Joshua Tree
WIRELESS EMERGENCY ALERTS (WEA)
With the implementation of IPAWS, the abili ty to launch Wireless Emergency Alerts (WEA) beca me available to the Opera tional Area. WEA messages allow brief alert messages (90 characters or less) t o be sent to compatible cellular telephones in a n impacted area.
These messages ale rt the user to th e type of haz ard and give brief instru ctions. WE A messages can alert those in an impacted area to ta ke immediate action and seek o ut additional information. WEA messages are enabled by defau lt on compatible wireless devices and do not require users to sub scribe or opt -in to receive mes sages. When a WEA alert message is sent via IPAWS, it is transmitted to cellphone carriers , who then broadcast the alert from towers in the alert area.
Because these messages are broa dcast from cellphone towers it, is impossible to know precisely how many people will be alerted.
Other considerations when assessing the efficacy of launching a WEA include:
• The geography of the area potentially impacts the reception. • Populations within buildings may have limited or no reception. • Potential that devices have been turned off or lost power. • Potential that smaller towers may not have power backup during outages. • Whether a tower has a directional or omnidirectional antennae that impacts its ability to broadcast a s ignal across a geography, as well as t he signal strength of the tower.
The public alerting authority for WEA is governed by FEMA and CalOES with consultation of the local Operational Area.
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ROUTE ALERTING AND DOOR-TO-DOOR CANVASSING
Route Ale rting is a form of alert and notification used frequently in small -scale emergencies or d uring rapi dly evolving situat ions in a de fined area. In route alerting, emergency officials dri ve or walk through an affected or pote ntially af fected area , alerting residents of the emergency and actions they need to take. Route Alerting can be conducted door to door or via a public address system on a po lice ca r or fire engine .
Although route alerting is effectiv e when o ther systems are unavailable, it depends on resource availability , and can be a slow process. Route Ale rting is traditionally used in smaller areas such as neighborhoods, apartment complexes, mobile home parks, hotel complexes, and college campuses . Route alerting can be used t o supplement other means of alert and warning.
3.1.1 6.2. COMMUNICAT IONS WITH TH E PU BLIC
During all pha ses of an emerg ency, considerable effort should be made to keep residents, businesses, and government em ployees informed of the emergency. Inf ormation may include what they can expect from the City, where and how they ca n access emergency information, actions they should be taking , and how to access the resourc es needed to be self-reliant and advance their own recovery.
Public i nformation channel s such as so cial medi a, hotlines, or in -person visits and meetings may need to be quickly establi shed to field q uestions, dispel rumors, and provide urgent information. Communication with employees, resi dents, and businesses that may have been temporarily displaced outside the city will need to be addressed.
The City has a multitud e of t ools available to as sist in the dis semination of public information. These include the city’s website, social media, NIXLE, media releases, press conferences, community meetings, Alert Center, Spectrum Channel 3, U -Verse Channel 99, Granicus Live Channel Stream, and Y ouTube Rialto Channel. The Rialto PIO or Rialto EOC PIO will coordinate the u se of communication mediums to reach the intended audiences during response and recovery. The tools listed belo w are intended to complement each other in di stributing public information. The same message should be distributed across all channels to minimize missed information and reduce confusion due to conflicting information.
MEDIA OUTLETS
A list of news media outlets for the area is maintained by the City and City EOC. PIO team members should attempt to cont act as many news me dia outlets as p ossible when disseminating informatio n, paying particular attention t o incl ude non -English speaking outlets and any other information delivery vehicles to ensure the gr eatest number of affected people is informed. Additionally, news media o utlets should be en couraged to provide a television craw ler and sign l anguage interpreters du ring press conferences or news media releases so people with disabilities and those with access and functional needs have every opportunity to receive the broadcasted message.
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CITY BROADCAST
The City of Rialto maintains the ability to provide broadcast. Systems and tools to broadcast include:
• Spectrum Channel 3
• U-Verse Channel 99
• Granicus Live Channel Stream
• YouTube Rialto Channel
Rialto Network is a Public Edu cation and Government Access station (PEG channel). In addition to air ing the public meetings of the Rialto City Co uncil an d the Rialto Unified School Board of Education meetings, the station also produces local programming for the City of Rialto, such as:
• City events.
• Community events or programming produced by area residents. • Environmental and educational issues.
• Local news briefs.
• Police and Fire information.
• Public service announcements.
EMERGENCY PREPAREDNESS WEBSITES
The Rialto Emergency Preparedness website
https://www.yourrialto.com/472/Emergency-Management is an informational site for the public and city employees. This site serves well during the preparedness phase of an emergency.
The San Bernardino County Fire Department – Office of Emergency Services website https://sbcfire.org/oes/ is an informational site for the public and city employees.
During an activation of the Operational EOC, this site ser ves as a place for news media releases and information to be publicly posted online.
FEMA and Cal OES maintain websites that provide informatio n and resources available to assist businesses and individuals; their addresses are as follows:
• FEMA: http: /www.fema.gov and http://www.DisasterAssistance.gov • Cal OES: http://www.caloes.ca.gov
NEWS CONFERENCES, PUBLIC FORUMS, AND COMMUNITY MEETINGS News conferences are an i ntegral part of the p ublic information function before (when possible), during, and after an e mergency. A well -crafted news c onference should identify essential facts to share, such as public resources (e.g., Local Assistance Center(s),
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2-1-1, volunteer servi ces, donations). The news conference should present a focused theme and a synchronized message from participating agencies.
Multiple spokespersons may participate during a n ews conference, public f orum, or community meeting. Sometimes, one spokesperson for all aspects of the incident may be enough, but i n most cas es of a complex incid ent, a unified approach with mult iple spokespersons is preferre d. Con sequently, pre-planning meetings before a press conference are of vital importance.
For public meetings, consideration must be given to e nsure all resources are available to accommodate the audience being addressed, s uch as sign-language interpreters, large- print handouts and d isplays, non-English translation services, maps, visual displays, and news media using in-frame captioning at press conferences held by public officials.
The public looks to its e lected officials as sour ces of in formation and strength during a n emergency and recovery. Officials need to advise people on the stat us of the response and recovery efforts, the resources available to them, and what the public needs to do to assist in their recovery. The City EOC will work to give these officials the cri tical information needed to guide t he public. EOC PIOs can provide tools or guidance to help elected officials, including the following:
• Preparing talking points and key messages for elected o fficials to deliver during interviews.
• Anticipating questions e lected officials may be asked and prepare appropriate answers (particularly for difficult questions).
• Highlighting public response efforts and recovery resources.
SOCIAL MEDIA
The City of Rialto maintains Twitter https://twitter.com/cityofrialto and Facebook https://www.facebook.com/CityofRialto accounts, which keep the public informed o n city business and activitie s. D uring t imes o f emergencies, both social media platforms will be an important source of emergency information for people.
Social media can also be a power ful tool in information disseminati on; however, messages released by the City and City EOC to social media sites should be approved by the City Manager / Dire ctor of Emergency Services. Social media platforms the City uses should only contain information approved for news media release, validated and vetted, and posted by authorized social media managers or PIO staff.
RIALTO PUBLIC INFORMATION LINE
The City of Rialto maintains a n emergency public information phone line to be used during times o f emergency and when the EOC has been activated. Rialto Public Information Line: (909) 820-2525. This phone number i s not s taffed during steady state times and provides a recorded message.
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2-1-1 SAN BERNARDINO COUNTY
2-1-1 San Bernardino County (Inland SoCal 211+) is a telephone -based service set aside by the Federal Communications Commission for the public’s use in accessi ng community services 24 hours a day, seven days a week. This need becomes even more significant during and following a disaster. 2-1-1 works closely with the County and OA to provide essential informatio n to San Bernardino County residents during an emerg ency and maintains close working relationships with the County, San Bernardino County Red Cross, San Bernardino County Human Services, and San Bernardino County Department of
Public Health. 2-1-1 is kept informed with the most up-to-date information from County authorities to ensure it ca n relay and support accurate information to any calls received. 2-1-1 also forwards calls to the Co unty and OA if there are specific requests beyond the scope of services, such as people with disabilities and those with access and functional needs reque sts and vol unteer and donation offers. 2-1-1 San Bernardino County is supported by the Inland SoCal Un ited Way. 2 -1-1 San Bernardino County may al so be reached at 833-372-2372.
NON-GOVERNMENTAL, NON-PROFIT, VOLUNTARY ORGANIZATIONS
Non‐government, non‐profit, and voluntary organizations have a significant role in public information within the City and the OA. Organizations will be looking for up -to-date information, and citizens will be turning to their familiar community orga nizations as a source of infor mation. Acc urate, tim ely, and approved informa tion developed by the PIOs will need to be disseminated to local organizations and residents. PIOs will work with all information personnel, including organization li aisons, to ensure the communication of th e most acc urate and up‐to‐date inf ormation. The City of Rialto and the County of San Bernardino work closely with the San Bernardino County Volunteers Active in Disasters (VOAD) organization.
3.1.1 6.3. COMMUNICATING WITH CITY DEPART MENTS AND
OPERATIONAL AR EA JURIS DICTIONS
A variety of voice, data , and combined voice and data systems are available in the City EOC to ensure uninterrupte d communi cations amo ngst City Departments , OA jurisdictions, and supporting organizations.
TELEPHONES
The City maintains a land -based te lephone system used dai ly for regular City business and emergencies.
CELLULAR PHONES
The City maintains a cellular-based telephone system used dai ly for regular city business and emergencies.
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RADIOS
The City maintains radio systems that support the Police Department, Fire Department, and Maintenance and Facilities Department. The Police Department maintains their own dispatch center and they also maintain and service their own 800 MHz radio system elements. The Fire Department is dispatched by C ONFIRE. The Fire Departments radios are serviced and maintained by CONFIRE.
SATELLITE PHONE
The City maintains five (5) hand -held satellite teleph ones. They are assigned to Fire Department Chief Officers and the City’s Emergency Operations Center (EOC).
RADIO AMATEUR CIVIL EMERGENCY SERVICE (RACES)
RACES may be accessed through the San Bernardino County Office of Emergency Services as the Emergency Communications Services (ECS).
RACES consists of volu nteer amateur radio (ham rad io) operators who assist with emergency commun ications during disasters and other emergencies. This group provides auxiliary communication for all response agencies and ot her departments. The County maintains a cadre of RACES volunteers and ra dio base stations to ensure communication between the EOC and various loc ations. Individual operators may have their own base stations that can also be dispatched at the discretion of the County/OA EOC. Emergency information can be communicated through R ACES operators to any location where an opera tor is dispatched (e.g., loca l EOCs, Incident Com mand Posts, shelters, staging areas, etc.). Emergency information of any sort may be com municated through a h am radio operator. While operating in a RACES capaci ty, RACES stations and amateurs reg istered in the local RACES organization may no t communicate with amateurs not operating in a RACES capacity.
WEBEOC®
San Bernardino County Office of Emergency Services and the San Bernardino County Operational Area use WebEOC® as its crisis information management system for real - time information sharing and primary EOC-to-EOC communication during a disaster.
WebEOC® is a softwar e program for electronically sharing disaster information within the County/OA EOC, County Departments, OA juri sdictions, and supporting agencies.
WebEOC® is accessed through the internet by authorized users.
The system is used for, but not limited to:
• Maintaining individual activity logs by each position in the EOC. • Monitoring and posting significant events taking place in the OA. • Providing and s haring situational s tatus info rmation from County departments, OA jurisdictions, and supporting agencies involve d in the response, with display capabilities within the EOC.
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• Monitoring who is supporting the response.
• Providing s tatus info rmation on operatio nal shelters (e.g., location, capacity, accessibility, significant events, and other special considerations). • Coordinating resource requests using WebEOC® Resource Manager.
EMAIL
Email is the redundant method of communication b etween the City and City Departments, County/OA EOC , and OA jurisdictions and supporting . Like cellu lar telephones, if other primary means of data or voice com munications fail, then e -mail should be considered as a back up. Before using e -mail, ho wever, personnel shou ld confirm that the intended recipient(s) can access and check their email. C onfidential information should never be sent over e -mail un less confirmation exists that the intended recipient is receiving the messages.
The Co unty has e mail accou nts for use specifically duri ng County/OA EOC activ ations.
These accounts are on file in the Rialto EOC.
REDDINET®
ReddiNet is an emergency medical co mmunications system that uses radio , telephone, and the internet to transmit messages between ho spitals, dispatch centers, EOCs, and public health offic ials. ReddiNet is used in the following California counties: Alameda, Contra Costa, El Dorado, Imperial, Inyo, Kern, Los Angeles, Marin , Mono, Monterey, Napa, Orange, Riverside, San Benito, San Bernardino, San Francisco, San Luis Obispo, San Mateo, Santa Barbara, Santa Cruz, Solano, Ventura, and Yolo.
ReddiNet provides capabilities for managing mass casualty in cidents, assessing available healthcare system resources, participating in syndromic survei llance, communicat ing hospital diversion status, and for sending secure messages to multiple network facilitie s.
It is used to produce Div ersion Histo ry Reports, Assessm ent History Reports , MCI Reports, Bed Availability Reports, and Bed Census Reports in near real-time (depending on the frequency of census requests).
ReddiNet service is available at the San Bernardino County Sheriff’s Department Dispatch Center and the CONFIRE Emergency Communications Center . The dat a component i s viewable from any authorized Dispatch Center.
3.1.17. EMERGENCY SITUATION TERMI NOLOGY
Emergency Situation Terminology:
For the purpo se of emergency management, the City will use the same emergency situation terminology used by state and federal agencies and consistent with NIMS.
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3.1.1 7.1. NATIONA L WEATHER SERVICE WEATHER WARNING SYSTEM
WEATHER (NATIONAL WEATHER SERVICE)
(1) Advisory
(2) Watch
(3) Warning
Definitions
Advisory - Issued for weather hazards not meeting Warning criteria w ithin a designated advisory area. Advis ories are generally issue d for large geographical areas over an extended period of time.
An advisory is issued when se rious conditions exist that cause s ignificant inconvenience but do not meet warning criteria and, i f cau tion is not exercised, could lead to lif e- threatening situations. Advisories are issued for significa nt events that are occurring, are imminent, or have a very high proba bility of occurrence. Advisories may lead to a watch or warning.
Watch - Severe w eather is possible within a designated watch area. A watch is is sued well in advance when conditions are favorable for a weather event t o occur that can threaten life and property in the watch area. A watch is a recommendation for planning, preparation, and increased awareness (i .e., to be alert for changing weather , listen for further information, and think about what to do if the danger materializes).
Warning - Severe weather has been reported or is imminent within a designated warning area. Warnings a re ge nerally issued for sma ller geographical areas over a shorte r and more definite period of time.
A wa rning is issued wh en a weather e vent that can threate n life and property is imminent or already occurring in the warned area. A warning indicates the need to take immediate action to protect life and property. The type of hazard is reflected in the type of warning (e.g., to rnado warni ng, excessive heat wa rning). Emergency Alert System (EAS) is activated for short-fused warnings, such as a Severe Thunderstorm Warning.
3.1.17.2. DEPARTMENT OF ENERGY NUCLEAR WARNING SYSTEM
FIXED NUCLEAR FACILITY (DEPARTMENT OF ENERGY)
(1) Unusual Event
(2) Alert
(3) Site Area Emergency
(4) General Emergency
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Nuclear power plant emergencies are classified into four classifications described below.
The nearest nuclear po wer plant to the City Rialto is the San Onofre Nuclear Generating Station (SONGS), which is decommissioned.
Unusual Event is an event that is in proc ess or has occurred and indicates a pote ntial degradation o f the level of safe ty of the p lant or indi cates a security threat to facility protection. No releases of radioactive material requiring offsite response or monitoring are expected unless further degradation of safety systems occurs.
The Alert classification is characterized by an event that is in proces s or has occurred which involves an actual or potential substantial degra dation of the level of safety of the plant or a security event that involves probable life-threatening risk to site personnel or damage to site equipment because of intentional malicious dedicated efforts of a hos tile act. Any releases are expected to be limite d to small fractions of the Environmental Protection Agency (EPA) Protective Action Guideline exposure levels.
A Site Area Emergen cy is characterized by an even t that is in proce ss or has occurred which involves actual or likely major failures of plan t functions needed for protection of the public or a security event that res ults in in tentional damage or malicious act: (1) toward sit e personnel or equi pment that could lead t o the likely failure of or , (2) that prevents effective access to equipment needed f or the protection of the public. Any releases are not expected to result in exposure levels that exceed EPA Protective Action Guideline exposure levels beyond the site boundary.
A General Emergency classification is characterized by an event that is in process or has occurred which involves actual or imminent substantial core degradation or melting with potential for loss of containment integrity or a security event that results in an actual loss of physical control of the facility. Releases can be reasonab ly expected to exceed EPA Protective Acti on Guideline exposure lev els offsite fo r more tha n th e immediate site area.
3.1.17.3. NATIONAL TERRORISM ADVISORY SYSTEM (NTAS)
In 2011, the Department of Homeland Security (DHS) replaced the color -coded alerts of the Homeland Security Advis ory System (HS AS) with the National Terrori sm Advisor y System ( NTAS), designed to communicate informat ion m ore effectivel y about ter rorist threats by providing timely, detailed information to the American public.
National Terrorism Advisories (Bulletins and Alerts) contain actionable information about an incident involving, or a threat t argeting, critical national networks, infrastructures, or key assets.
Types of Advisories:
• Homeland Security Information Bulletins describe current developments or general trends regarding threats of terrorism.
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• Elevated Alert warns of a credible terrorism threat against the United States. • Imminent Ale rt warns of a credible, specific, and impending terrorism threat against the United States.
3.1.18. SPECIAL NEEDS POPULA TIONS
3.1.18.1. ACCESS AND FUNCTIONAL NEEDS POPULATIONS
According to the U.S. Censu s of 20 20, there are 6,345 people in Rialto under the age of 65 who id entify as having a disability . This represents 6.1% of the total population of Rialto based on the 20 20 ce nsus. The number of individuals with di sabilities wi ll likely increase as the City’s overall popula tion grows. The City’s population of older ad ults is also increasing. According to the U.S. Census of 20 20, there are 9,882 people 65 years and older in the City of Rialto. This represents 9.5% of the total population o f Rialto, based on the 2020 census.
Populations with access and functio nal needs includ e th ose community members who may have additional requirements before, during, and after an emergency incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, language, and medical care.
Individuals that may need additional response assistance include those who:
▪ Have disabilities.
▪ Live in institutionalized settings.
▪ Are elderly.
▪ Are children.
▪ Are from diverse cultures.
▪ Have limited English proficiency or are non-English speaking. ▪ Are transportation disadvantaged.
Lessons learned from past emergencies concerni ng people with disabilities and older adults have shown that the existing parad igm of emergency planning, implementation, and response must change to meet the n eeds of these groups during an emergency.
These lessons show four areas that are often identified as most important to people with disabilities and older adults:
Communications and Publi c Information - Emergency not ification systems mus t be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind.
Evacuation and Tra nsportation - Evacuation planning must incorpor ate disability a nd older adult t ransportation providers to identify and m ove people with mobility impairments and those with transportation disadvantages.
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Sheltering - Care and she lter planning must address the access and functional need s of people with dis abilities and o lder adults to allow for sheltering i n general po pulation shelters.
Americans with D isabilities Act - When shelter facilities are activated, the City of Rialto will work with emergency offic ials to ensure they accommodat e the provisions of the Americans with Disabilities Act (ADA).
EOP PROVISIONS
The various parts of the Emergency Operations (EOP) h ave provisions to ensure that emergency no tification systems, evacu ation, and tran sportation procedures and sheltering operat ions allow for accommodating persons wi th access and functiona l needs.
3.1.18.2. AT-RISK POPULATIONS
Another perspect ive is to consider the needs of people not in contact with traditional emergency service providers. These people may feel they ca nnot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery.
These include, but are not limited to, individuals who are:
▪ Homeless.
▪ Without radio or television to know they need to take action. ▪ Without access to telephones.
▪ Visiting or temporarily residing in an impacted area. ▪ Not familiar with available emergency response and recovery resources. ▪ Geographically or culturally isolated.
The Rialto Emergency Operations Plan (EOP), Part s I-V collectively, includes provisions in its guidelines and procedures that address the specific needs of these individuals during response and recovery.
3.1.19. ADA/DAFN/CULTURAL COMPETENCE
3.1.19.1. AMERICANS WITH DISABILITIES ACT COMPLIANCE
The City of Rialto, valuing its d iverse population and attendi ng to all community needs, strives to comply with the Americans with Disabilit ies Act (ADA). Thi s need became evident after significant challenge s surfaced following the Lom a Prieta earthquake in 1989 and the Northridge earthquake in 1994. The City will ensure that disaster planning, response, and re covery consider the populations highlighted i n the Americ ans with Disability Act.
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After disaster strikes, a response to populations in need will be initiated without prejudice. H owever, ample opp ortunities for exclusio n may surface when pr oviding disabled persons with critical needs such as shelter and important recovery information.
The Cit y of Rialto will rely on and coor dinate with the American Red Cross to assist in these situations. According to the 1996 Statement of Operational Relationship between the CA Department of Social Servic es and the American Red Cross, the Red Cross w ill make ev ery eff ort p ossible to select shel ter sites th at are accessible for citizens with disabilities and work to include comp ensatory equipment in their shelter design.
Furthermore, the American Red Cross will provide dis abled shelter residents with appropriate literature, and through the use of their human relations liaisons , they will ensure the ne eds of their clients are being met in accordance with the ADA. The City of Rialto will continue to work closely with the American Red Cross, San Bernardino County Human Services, and the San Bernardino County Office of Emergency Services to ensure that ot her res ponse and re covery needs , such as food, transportation, and communication, are appropriately addressed.
Activities under this section will be overseen by the Director of Emergency Serv ices and coordinated by the appropriate EOC S ection a nd Branch, depending upon the activity. (I.E., Evacuation, Mass Care & S heltering, Logistics-Facilities Management). The City will appoint an ADA Coordinator to provide ex pertise and guid ance on ADA matters if needed.
3.1.19.2. DISABILITIES AND ACCESS AND FUNCTIONAL NEEDS
Emergency preparedness and response programs must be made accessible t o people with dis abilities and access and func tional needs (DAFN) and are required by the Americans wi th Disabilities Act of 1 990 (ADA). Disabilities wou ld include but not be limited t o mobility, vision, hearing, cognitive disorders, mental illnesses, and la nguage barriers.
Included in the City’s perpetual planning efforts for those with disabilities are:
• Notification and warning procedures.
• Evacuation considerations.
• Emergency transportation issues.
• Sheltering requirements.
• Accessibility to medications, refrigeration, and backup power. • Accessibility to mobility devices or service animals while in transit or at shelter. • Accessibility to information and translation services.
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ADA/DAFN CONCEPT OF OPERATIONS
PRE-RESPONSE ACTIONS
The following is a list of items that should be completed by the City’s DAFN Coordinator before a disaster occurs. These items represent ongoing roles and responsibilities:
• Develop a gene ral unde rstanding of the Rialto DAFN populations, their distribution throughout the City, and their general needs. • Work with City PIO to ensure met hods used for alert and war ning are accessible to persons with hearing, speech, and vision disabilities, and non‐English speaking persons.
• Work with the EOC Logistics Section (Transportation) to ensure plans are i n place with public and pri vate p roviders of acc essible transportation to a ssist with the evacuation of persons with disabilities, access, and fun ctional needs, including identification of a mechanism to track medical equipment when life safety requires separation of the equipment from the owner during evacuation. • Assist the PIO in developing preparedness and pre‐scripted emergency messages and associate d comm unication methods appropriate for the access and functional needs community.
• In co ordination with the Care and Shelter Branch and the American Red Cross (ARC), review potential shelter sites for compliance with ADA requirements such as access and signage.
• Identify shelters with backup power or emergency generato rs for those with disabilities who will need electricity for battery‐powered wheelchairs, respirators, and other medical devices.
• Identify emergency sources for durable medical equipment (i.e., wheelchairs, walkers, and canes), personal hygiene supplies, and skilled staff (such as translators, health aids, and medical personnel).
• Develop procedures for assessing persons and facilities for medications, durable medical equipment, and health care (including equipment repair) needs. Nursing organizations such as home nursing associations and the CalOES FAST (Functional Assessment Service Team) may be able to help with this. • Develop procedures for accommodating service and companion animals in shelters.
RESPONSE ACTIONS
The DAFN Coordinator leads the DAFN activities in the Care and Shelter Branch of the Operations Section in the City EOC. Since DAFN considerations are included in s o many aspects of emergency response, the DAFN Coordinator may coordinate with many of the City EOC representatives and external support agencies . The DAFN Coordinator is responsible for ensuring that DAFN are planned for and have the sa me services as the rest of the impacted community. In working with City EOC functions, City department,
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and San Bernardino County agencies, coordination will take place on a variety of city and county levels including, but not limited to:
• Human Ser vices - Work to address the needs of DAFN in all asp ects of the emergency response.
• Public Health - Work to address the needs of DAFN throughout emergency operations, especially those involving public health threats. • Public Information Officer - Work to provide approved messages accessible to all sectors within the DAFN population, including those persons who are hearing and sight impaired and those who require messages in a different language. • Mass Care and S helter - Work to accommodate DAFN in the shelter locations, ensuring that medical and he alth serv ices are available, including access to medications, medical supplies, counseling, and translation services. • Behavioral Health - To ident ify and address the needs of t hose with specific mental health issues and who are part of the Disabilities, Access, and Functional Needs population.
• Animal Services - Work to address the needs of service animals serving the DAFN population’s evacuees . (Servic e an imals are allowed in general populati on shelters and will be accommodated through coordinat ion with the Care a nd Shelter Branch.)
• Logistics Section ‐ Transportation - Work to address the transportation needs of the DAFN community, including the use of pa ratransit companies, vehicles, and equipment. The T ransportation Coordinator and th e DAFN Coor dinator will work closely during evacuation operations.
• Logistics Section ‐ Supply and Acquisition - Work to coordinate the procurement and purchasing o f DAFN equipme nt and su pplies. Much effort may need ed on DAFN transportation and care and shelter operations.
• Volunteer and NGO Service Repr esentatives ‐ Work with volunteer and NGO representatives and their organizations to address the needs of the impacted DAFN community.
Note: The San Bernardino Offic e of Emergency Services m aintains a Mass Care and Sheltering Plan that includes DAFN guidance. The California Office of Emergency Services maintains a FAST (Functional Assessment Service Team), that serves as technical advisors and operations-based support for DAFN considerat ions. The Functional Assessment Service Team (FAST) assists individ uals with disabilities and others with access and functional needs (AFN) in general population shelter settings. FAST members are deployed when a requ est is made to the Emergency Operation Center (EOC) and stay until services are no longer needed.
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POST-RESPONSE ACTIONS
Post‐response actions w ill include in itial damage assessment and continuing of services for the disab ilities, access, and functiona l n eeds population impacted by the disaster.
Many of the services provided in the response phase will need to continue into the recovery p hase. Organizations that provided DAFN services during the response ph ase may need to implement continuity plans to continue services into the recovery phase.
City recovery planning, post-disaster planning, and public information efforts should consider the following:
• Households with children should understand the school’s emergency plan and how the school will keep children safe if adults from the household need shelter in other locations.
• Individuals who are deaf or hard of hearing should ensure they can receive emergency alerts and warnings in an accessible form.
• Individuals who require accessible transportation should work with their local paratransit and disability service providers to make an emergency plan. • People who speak languages other than English may need to identify sources of alerts and warnings and information about community plans in other languages. • People without vehicles should know local public transportation plans and arrange for emergency transportation from transit agencies, service organizations, family, friends, neighbors, or others.
• Households with infants should plan for food and supplies for infants and nursing mothers.
• People with special dietary needs should have adequate emergency food supply to meet their needs.
• People who take medications should maintain an adequate supply and copies of their prescriptions.
• People with service animals should understand community care and shelter plans to ensure their service animals will be admitted to general population shelters with them during emergencies (as required by law). They should ensure their emergency kit supplies include food and other items for their service animal. • People who require power for medical or other assistive devices should consider how they will maintain the use of these devices if there is a loss of power. Keep extra batteries for small devices (hearing aids, cell phones, for example) and consider obtaining and learning how to use a generator for home use and carrying a charger when away from home, especially when loss of power may jeopardize health or safety.
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ACTIVITIES COORDINATION
Activities under this section will be overseen by the Director of Emergency Services / EOC Director and coordinated by the appropriat e EOC Section and Branch, depending on the activity (I.E. Evacuation, Mass Care & Sheltering, or Logistics-Facilities Management).
AB 2311 AND AB 477
California Assembly Bill 2311 and Assem bly Bill 477, Access and Functional Needs, have been considered in crafting the EOP and subsequent updates and revisions.
Specifically, considerations on how the population with AFN is served by the following:
1. “Emergency communications, including the i ntegration of interpreter s, translators, and assistive technology.
2. Emergency evacuation, including the identification of transportation res ources and resources that are compliant with the federal Americans with Disabili ties Act of 1990 (42 U.S.C. Sec. 12101 et seq.) for individuals who are dependent on public transportation.
3. Emergency sheltering, including ensuring that de signated shelters ar e compliant with the fed eral Americans with Disabilities Act of 1990 (42 U.S.C. S ec. 12101 et seq.) or can be made compliant through modific ation and that showers and bathrooms are fully accessible to all occupants (Gov. Code, § 8593.3, subd. (a)(1), (2) & (3)).”
3.1.19.3. CULTURAL COMPETENCE
CLTURAL COMPETENCE
Cultural Co mpetence is generally considered the ability of an individual or ent ity to understand and respect va lues, attitudes, beliefs, and mores that differ ac ross cultures and to co nsider and respond appropriately to t hese differences. This general definition applies to a jurisdiction or community preparedness, response , and recov ery from a disaster.
When di saster s trikes a co mmunity, it affects people of various cultural backg rounds- sometimes dispro portionately. Cultural competence will help emergen cy planners , responders, and leadership reduce this disparity.
During the preparedness phase a nd response activities coordinat ed by the Rialto EOC, cultural considerations to be addressed include, though are not limited to:
• Race
• Ethnicity
• Age
• Sex
• Sexual orientation
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• Educational background
• Financial standing
• Professional standing
• Disabilities
• Health
• Religious background or affiliation
• Primary language spoken
EOC resp onders and emergency support organizations should maintain a continuous compendium of respect, communication, understanding, and engagement in caring for those diverse populations affected by an emergency or disa ster. These same considerations apply to th e various individuals and organizations responding to or supporting emergency response operations.
Being and remaining culturally competent as responders and as an organization will cross over in all preventi on, prep aredness, p lanning, response, recov ery, and mitigation activities and efforts.
SB 160
California Senate Bill 160, Cultural Competence, has been considered in crafting the EOP and subsequent updates and revisions.
Specifically, considerations on how the culturally diverse communities in the City will be served by the following:
1. Emergency communications, including the integration of interpreters and translators.
2. Emergency evacuation and sheltering.
3. Emergency mitigation and prevention.
4. Emergency planning, including drawing on community-based values and custo ms and incorporating qualified representatives from diverse population groups in the community during the preparedness process.
5. Emergency prep aredness, including the use of c ulturally appro priate r esources and outreach tec hniques to educate and prepare commu nity members for emergencies or disasters (Gov. Code, § 8593.3.5, subd. (a)(1), (2), (3), (4) & (5)).” .
ACTIVITIES COORDINATION
Activities under this section will be overseen by the Director of Emergency Services / EOC Director and coordinated by the ap propriate EOC Section and Branch, depending on the activity (I.E., Evacuation, Mass Care & Sheltering, or Logistics-Facilities Management).
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3.1.20 . DISAS TER ANIMAL CARE CONSIDERATIONS
The PETS Act ( Pets Evacuation and Transportation Standards Act of 2006) directs state and local emergency preparedness plans to address the needs of people with pe ts and service animals after a major disaster, including the rescue, care , and sheltering o f animals. T he needs of a nimals during a disaster have been incorporated into this base plan and will be considered as additional “parts” are developed or revised, especially in emergency transportation and care and shelter activities.
The City of Rialto EOC will work clos ely with the Rialto Police Department – Humane Services Unit and the San Bernardino County Animal Care Division - Department of Public Health in the preparedness and pre-event planning phase and the response phase during EOC activations.
3.1.21 . RECOV ERY OPERATIONS
The City of Rialto maintains a separate Disaster Recovery Plan (DRP) as an Annex to this Emergency Operations Plan (EOP).
3.1.21.1. RECOVERY OVERVIEW
Recovery overview : The recovery phase of an emergency o r disaste r is focused on restoring a community to its pre-disaster condition and establishing a state o f normalcy.
The specific approach to recovery operations f ollowing a disaster will be determined by the incident’s location, type, magnitude, and effects.
Transition to recovery: While the immediate lifesaving act ivities are occurring, emergency managers are simultaneously a ssessing how soon the response ph ase can transition to recovery. Response phase operations will gradually shift t o assis ting individuals, househo lds, businesses, and non -governmental organizatio ns in meeting basic human needs and returning impacted people to self-sufficiency.
Short-term recovery: Short-term recovery operations begin concurrently with or shortly after the commencement of response operations. Although referred to as “sh ort-term” recovery, these activities may last for w eeks. Short -term recovery includes actions required to:
▪ Stabilize the situation.
▪ Restore services.
▪ Implement crit ical infrastructure recovery plans to mai ntain operations during emergencies and the recovery phase.
▪ Commence the planning for the restorat ion of the community, including economic functions.
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Mid-term recovery: In the days and weeks following a disaster event, recovery activities will focus on restoring community lifelines and services, access to food and fuel, and the transitioning of mass care opera tions into transitio nal assistance activities. Mid-term recovery activities focus on the following priorities.
▪ Survivor care, including housing, medical, emotional, behavioral, legal, an d financial support.
▪ Survivor reunification to reunite displaced persons with family networks. ▪ Restoring c ommunity lifelines, including safety and security; f ood, water, and shelter; health and medical; energy (power & fuel); communication, transportation, and hazardous materials.
▪ Debris management on public and private property.
▪ Damage and safety inspection of homes, businesses, schools, and infrastructure.
Long-term recovery : Long-term reco very continues the mid-term recovery actions but focuses on communit y resto ration. Long -term recovery may continue for months or years, depending on the sev erity and extent of the damage s ustained. These acti vities include t hose nece ssary to r estore a community to normalcy, g iven the inevitable changes resulting from a major disaster. Long-term recovery activities require significant planning to maximize opportunities and mitig ate risks after a major incid ent and may include the following:
▪ Reconstruction of f acilities and i nfrastructure, including t he tech nology systems and services necessary to restore all operations functions. ▪ Community planning, including the development of long-term housing plans. ▪ Implementation of wa ivers, zoning c hanges, and ot her land use le gislation to promote recovery.
▪ Assistance to dis placed families including financial support , social, and h ealth services.
▪ Restoration of the local economic system.
▪ Integration of mitigation strategies into recovery efforts. ▪ Documentation of eligible disaster -related costs for reimbu rsement through federal grant programs.
3.1.21.2. RECOVERY ORGANIZATION
Individuals and households : Individuals and households will try to sta bilize t heir circumstances by seeking adequate shelter, assessi ng damage to their propert y, resuming work and other regular activities, applying for federal assistance, and obtaining insurance proceeds.
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The private sector: The private sector engages in ac tivities necessary to resume business operations, including ass essing damage, implementin g conti nuity of busine ss plans, caring for employees, shifting operat ions to temporary facilities or other locations, applying for federal assistance, and obtaining in surance proceeds. In coordination with the City and Non-Governmental Organizations (NGO s), businesses may also p lay a key role in donating goods and services for community recovery.
Non-government organizations: NGOs and community-based organizations, such as the American Red Cross and the Salvation Arm y, will support individuals and households displaced by a disast er and work with governmental organizations to support th e transition from care and shelter operations to in terim housing arra ngements.
Community organizations active before a disaster may expand their servic es to m eet increased needs. Such groups include churches, neighborhood health clinics, and food distribution agencies. NGO s and community -based organizations may provide a wide range of services such as donations management, emergency food, clothing, shelter, and housing reconstruction support. They may provide these services independently or in coordination with federal, state, and local efforts.
Local g overnment actions: Local governments, in cluding cou nties a nd cit ies, organize recovery operations ac cording to th eir priorities and business mechanisms. These organizations may w ork with neighboring jurisdictions to share resources or addres s common probl ems. Regional e ntities may also play a role in setting p riorities and obtaining resources for recovery within their respective areas of authority.
These organizations, particularly the City of Rialto, will undertake the following actions to stimulate recovery within their respective communities:
▪ Conduct damage and safety assessment.
▪ Assess the housing situation, identify potential solutions, and request support. ▪ Assess damage to public facilities and initiate repairs. ▪ Assess damage to private property and issue permits for repairs and demolition. ▪ Remove debris.
▪ Open transportation routes.
▪ Restore services such as power, water, sewer, and transportation. ▪ Activate Local Assistance Centers to assist individuals and households. ▪ Document dis aster-related costs f or re imbursement th rough state and federal grant programs.
▪ Work wit h states and federal o fficials to assess damage, identify needs, and secure financial assistance.
▪ Resume governmental functions. Begin planning for sustained long-term community recovery.
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▪ Enact ap propriate zoning va riances to accomm odate business and com mercial repairs.
▪ Assist with the identification of temporary housing and business space.
Rialto EOC: Both short-term and long-term recovery activities wil l be coo rdinated from the City EOC. Certain recovery efforts and functions may be carried out in other facilities, including Department Operations Centers and Local Assist ance Centers. The recovery organization will include functions added to the existing EOC response organization.
State government actions : When a State of Emergenc y is proclaimed i n the imp acted counties, th e California Office of Emergency Services (CalOES ) will lead California’s recovery operations and coordinate assistance provided by ot her state agencies and the federal government. When federal assistance is requir ed, CalOES will work with the Federal Emer gency Management Agency (FEMA) and other federal agencies to ensure effective delivery of services.
State Coordinating Officer: The Governor appoints a State Coordinating Officer (SCO) to coordinate the state’s requests for federal assistance.
Federal Coordinating Officer: In accordance with the Stafford Act, the President appoints a Federal Coordi nating Of ficer (FCO) to manag e federa l operations and coordi nate recovery programs.
Local Assistance Centers: A Local Assistance Center (LAC), which provides social services and financial support to individuals, businesse s, and non -governmental organization s, may be established where services for disaster survivors can be centralized. LACs are staffed with representat ives of l ocal, state, and non-governmental agencies (NGOs) and provide a convenient “one -stop shop” for di saster survivors who can access recovery assistance and referrals to other programs and assistance that ma y not b e represented.
LACs may also host rep resentatives of organizations that prov ide other services, such as the U.S. Postal Service, building offici als, utilities, non -governmental or ganizations, school districts, and prope rty tax offi cials who can hel p survivors begin the process of recovery. Fed eral agenc ies may also assign representatives to provide information regarding federal disa ster assistance programs. A LAC will be established as close to th e affected neighborhood or community as is safe and practical.
FEMA Disaster Recovery Centers: FEMA may establish Disaster Recovery Centers (DRCs) to centralize public outreach operations fo r federal agencies and their respective assistance programs and to supplement LAC ope rations. California Office of Emergency Services (CalOES), Federal Emergency Management Agency (FEMA), and the local jurisdiction(s) coordinate the locations of LACs an d DRCs to best meet the needs of the communities affected by the disaster.
FEMA-State transition to the Joint Field Office: As resources and conditions allow, CalOES a nd FEMA may establish a Joint Field O ffice (JFO) to manage and coordinate recovery opera tions. Generally, all Emergency Support Funct ions (ESFs) that suppo rt federal response and recovery efforts operate from the JFO once it is activated. CalOES
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and other state agencies deploy staff to the JF O to ensure effective coordination with federal counterparts as part of the joint state-federal operation.
FEMA-State JFO operations: State and federal officials will coordinate directly with other state agencies, other states, and FEMA to provide recover y resources requested by local governments. Under the directi on of the SCO, CalOES will implemen t Stafford Act assistance prog rams with F EMA and coor dinate the implementation o f long-term recovery operations.
CalOES is responsible for:
▪ Requesting federal assistance.
▪ Setting priorities for federal assi stance in con junction with local government requirements.
▪ Ensuring effective implementation of assistance programs. ▪ Managing grants under the Public Assistance Program.
▪ Coordinating with state agencies t hat have responsibility for managing grant programs.
State agency assistance: Other state agencies may provide support to local governments under their respective authorit ies or other state or federal recovery programs. These state age ncies coordinate their activitie s with CalOES but may direct operations from their Department Operations Centers.
3.1.21.3. RECOVERY DAMAGE ASSESSMENT
Recovery Damage Assessment serves several disti nct, though interdependent purposes.
As such, the damage assessment process occurs in steps that run concurrently.
The first step involves a rapid damage assessment, often referred to as a window survey, conducted by e mergency re sponders, critical facility operators, utility providers, and essential service providers. This c omponent of the overall damage assessment process focuses on gaining situational awaren ess to apply scarce resources to saving lives, protecting property, and limiting harm to the environment.
The second step involves conductin g a rapid needs assessment of the affected community. The needs assessment focuses on identifying critical needs of the Community, such as water, food, electricity, mutual aid resources, c are and sh elter requirements, specialized equipment, and sanitation.
The third step is to conduct a preliminary damage estimate , which focuses on placing monetary estimates for debris management, emergency protective actions (firefighting, policing.), road repair, repair to water control infrastructure, government buil dings and facilities, public utilities, private dwellings, and businesses.
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3.1.21.4. RECOVERY DOCUMENTATION
Recovery Documentation focuses on documenting damage, response cost s, and identifying mitigation or preventative opportunities.
Sequential steps to achieve recovery documentation include:
1. Identification of immediate needs such as feeding, sheltering, etc.
2. Identification of housing needs both short-term and long-term.
3. Safety Assessment of both residential and commercial structures
4. Assessment of critical infrastructure such as hospitals and fire stations.
5. Assessment of essential services and s ystems such a s power grids and cellular systems.
6. Assessment of public infrastructure such as municipal buildings and utilities.
7. Costs will be documented a nd generally identified as “Response Costs ” or ‘Damage Costs.”
8. Response costs and damage estimates will be documented using San Bernardino County, CalOES, FEMA format and forms, or ot her appropriate state or federal agencies.
9. The EOC Planning and Intelligence S ection, in coor dination with the Operation s Section and Finance and Administration Section, calculates and organizes damage reporting.
10. The EOC Finance and Administration Section calculates and organiz es cost and cost-recovery reporting.
3.1.21.5. RECOVERY AFTER-ACTION REPORTS
Recovery After-Action reporting focuses on documenting lessons learned and potential corrective actions. EOC activation s often require an A fter-Action / Corrective -Action Report (AAR/CAR). The AAR/CAR is an internal controlled documen t. Consistent with Section 2450 (a) of the SEMS Regulations, "Any city, city and county, or county declaring a local emergency for wh ich the governor proclaims a state of emergency, and any state agency responding to that emergency shall compl ete and transmit an after-action report to Cal OES within ninety (90) days of the close of the inci dent period a s specified in the California Code of Regulations, section 2900(j).” The City of Rialto Director of Emergency Services or Assistant Director of Emergency S ervices will cause for the development and transmittal of an After-Action Report to Cal OES that is consistent with California Code of Regulations. After-Action Reports are to be submitted to CalOES via Cal EOC (Web EOC) within 90 days of the close of incident. https://caleoc.caloes.ca.gov/eoc7/default.aspx
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3.1.21.6. RECOVERY DISASTER ASSISTANCE
Recovery Disaster Ass istance is a vailable to assist individuals, busine sses, non - governmental organizations, and governm ents in rebuilding and recover ing following a disaster. Recovery assistance comes from a w ide array of organizatio ns fo r specific purposes. For the Emergency Operations Plan (EOP), disaster assistance is o rganized into Individual Assistance and Public Assistance.
I. INDIVIDUAL ASSISTANCE
Non-governmental organizations assistan ce: Many non-governmental agencies (NGOs), such as t he American Red Cross and t he Salvation Army, provide recovery assistance to individuals, families, and comm unity organization s. This may include shelter, fo od, clothing, or housing reconstruction.
State assistance: The State does not have the authority to offer financi al assistance to private-sector disaster victims u nder the California Di saster A ssistance Act (CDAA ).
However, the California Office of Emergency Ser vices (CalOES) coordinates with federal, state, lo cal, and NGOs to provide o ther types of recovery assi stance to in dividuals, households, businesses, and t he agri cultural comm unity. U nder the Welfare an d Institutions Code, the California Department of Socia l Servi ces (CDSS) is autho rized to assist those wh o receive the ma ximum gra nt under the Federal Indivi duals and Households Program (IHP) and still have el igible losses as ide ntified by t he Federal Emergency Management Agency (FEMA) inspector.
The State al so h as a variety of other programs and services to assist individuals, businesses, and farmers in recovering from a disaster.
FEMA assistance: Under the Stafford Act, FEMA p rovides a wide range of pro grams for individuals and households. This assistance includes:
▪ Housing Assistan ce: The I HP provides fin ancial and direc t assista nce to eligible homeowners and renters displaced from their pre-disaster primary residence. ▪ Other Needs A ssistance: The IHP p rovides financial assistance for uninsured disaster-related necessary expenses an d ser ious needs, includi ng pe rsonal property, medical, dental, and transportation expenses. ▪ Additional Programs: Other Stafford Act P rograms that m ay be m ade available due to a major disaster declaration include crisis coun seling, di saster unemployment assistance, and legal services.
Low-interest loans: The U.S. Small B usiness Admi nistration (SBA) provides low -interest disaster loans to homeowners, renters, businesses, and private non -profit organizations in declared disaster areas. Loans may be made for uninsured physical damage to homes, businesses, and other propertie s or economic los ses. Fol lowing Presidential di saster declarations, SBA implements its program with FEMA’s Individual Assistance (IA) Stafford Act programs. When a Presidential disaster declaration is not viable or warranted or
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does not include IA due to the scope of the disaster, it may be appropr iate for the California O ffice of Emerge ncy S ervices (CalOES) to coordinate requests for SBA assistance since this can b e done independently of a FEMA declaration. To pursue SBA assistance, the da mage incurre d by the community must meet ce rtain minimum thresholds.
Agricultural assistance: The U.S. Department of Agriculture (USDA) provides low-interest loans to farmers, ran chers, and aqua-culturists for physical or crop production loss es in areas designate d a disaster by the Secretary o f Agriculture. This designation may a lso follow a Presidential disaster declaration. As a result, the SBA may also provide economic injury dis aster loans to smal l non-farm businesses, sm all agricu ltural c ooperatives, and most private non-profit organizations of any size.
II. PUBLIC ASSISTANCE
State assistance : The California Disaster Assistance Act (CDAA) authorize s the State to provide f inancial assistance for costs incurred b y loc al g overnments due to a disaster.
CDAA assistance may be implement ed when l ocal resources are ex ceeded, but the President does not declare an emergency or major disaster under the Staffo rd Act. I n general, the State’s share of work eligible unde r CDAA is no more tha n 75 % of total State-eligible costs. However, funding may vary with the type of disaster at the discretion of the Legislature. There are two levels of CDAA assistance:
▪ Secretary’s Concurrence : Under CDAA, th e CalOES Director may concu r with a local govern ment request f or state assistan ce independently of a Gove rnor’s Proclamation o f a S tate of Emergency. A Director’s Concurrence is limited to eligible permanent repair work. Generally, a 75% / 25% cost share between state and local governments applies.
▪ During a State of Emergency: When the Governor proclai ms a S tate of Emergency, emergency and permanent work are eligible for assistance. Again, a 75% / 25% cost share between state and local governments applies.
Federal assistance : Under a de claration of em ergency or majo r disaster, the Presi dent may designate certain counties in the affected areas as eligible for the Public Assistance (PA). FEMA manages the Major Public As sistance programs available under the Stafford Act.
FEMA Public Ass istance Grant P rogram: The Federal Emergency Management Agency (FEMA) p rovides sta te agencies, local governments, and certain private non -profit entities with federal grants to cover eligible disaster recovery work on a cost-share basis.
Per the Stafford Act, the federal cost share is 75%. The Stat e of California shares the remaining cost with the applicant. Costs are categorized into Em ergency W ork and Permanent Work.
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Eligible costs must be associated with:
Emergency Wor k
▪ Debris removal (Category A)
▪ Emergency protective measures. Emerge ncy work is necessary to save lives, protect public health and safety, and protect property. (Category B) Permane nt Work (restor atio n of )
▪ Roads/bridges (Category C)
▪ Water control facilities (Category D)
▪ Buildings/equipment (Category E)
▪ Utilities (Category F)
▪ Parks, recreational, and other facilities (Category G) Non-Stafford Act programs: The federal gov ernment p rovides recover y assistance through auth orities and progra ms outsi de the St afford Act. These programs may be implemented with St afford Act programs under a di saster declaration or separately.
Depending on the program, the agencie s assist recipients directly or through another state agency besides CalOES. Examples include:
▪ Federal H ighway Adm inistration: Under th e Em ergency Relief Program, the Federal Highway Administration (FHWA) prov ides assistance to the Depa rtment of Transportation (Caltrans) and local governments for damage to roads, bridges, and other facilities on the feder al-aid system. Caltrans implements this program on behalf of FHWA.
▪ Natural Resourc es Conservation Service: Under the Emergency Watersh ed Protection Program, the Natural Resources Conservation Service (NRCS) provides assistance to s tate agencies and local gov ernments f or em ergency work necessary to p rotect life, property , and public health and safety in watershe ds damaged by a disaster, such as a wildfire or flood.
▪ U.S. Army Corps of Engi neers: Under the Reha bilitation and Inspection Program, the United St ates Army Corps of Engineers (USACE) provides assistance for flood fighting, emerge ncy repairs, and repairs t o damaged fa cilities. The USACE provides this assistance for levees and other f lood control works th at meet p re- disaster program participation criteria.
▪ U.S. Department of Housing and Urban Development: The United States Department of Housing and Urban Dev elopment’s (HUD) Communi ty Development Block Grants may be requeste d by state and local governments for a wide range of recovery purposes.
▪ Congressional Appropriations: The U.S. Congress may make dis aster-specific appropriations that allow federal agencies to provide assistance beyond existing
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authorities and programs. S tate c oordination of this assi stance depends on the nature of the approp riation and th e federal age ncy charged with its implementation.
3.1.22. CITY DEPARTMENT PARTIC IPATION
City Department participation during all p hases of the emergency managem ent cycle ensures the Emergency Operations Plan (EOP) reflects the curre nt polic ies, organizational structures, and methodologies utilized b y the City of Rialto response and support organizations.
The Rialto City Manager’s Office has delegated the responsibility for coordinating overall planning under the EOP, including review and revis ion of the plan, related annexes, and supporting operational procedures to the Rialto Fire Department. Lead Departments are responsible for taking the lead in preparing input into and supporting the maintenance of their specific Emergency Support Function (ESF) to the EOP.
Lead and Support Departme nts are respon sible for pla nning a nd coordi nating t he delivery of emergency assistance. Lead Departments are re sponsible for leading and managing an Eme rgency Support Function (ESF), while Support Departmen ts are responsible for supp orting a Lead Department in the execution of an ESF . All departments will contribute to developing supporting material to the EOP , including annexes and supplements describing specific p olicies and procedures for emergency operations.
The preparedness of departments, organizations, agencies, and units is demonstrated by the capabilities they possess to deliver emerge ncy respon se assista nce. The F ederal Emergency Management Ag ency (FE MA) measures the deve lopment and maintenance of capability through a concept spanning 32 Core Capabilities across 5 Mission Areas.
More information on the Core Capabilities may be found at https://www.fema.gov/core- capabilities
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4.0 ORGANIZATION AND ASSIGNMENT OF
RESPONSIBILITIES
4.1.1. GENER AL OVERVIEW OF EMERGENCY
RESPONSIBILITIES
All departments and employees ha ve a role during emergenc y response and recovery operations. Addit ionally, all City emplo yees are considered Disaste r Service Workers (DSW), per CA Government Code Title I, Section 3100, and may be pressed into service during proclaimed or declared disasters.
The City of Rialto’s emergency operations, organizational structure, a nd support functions are o rganized according to the Calif ornia Standardized Emergency Management System (SEMS) and National Incident Management Sy stem (NIMS) concepts and principles.
4.1.2. DIRECT OR OF EMERGENCY SERVICES
The City Ma nager serves as the D irector of E mergency Services, having jurisdiction and full authority over the Cit y’s response and recovery to extrao rdinary emer gencies and disasters. The Assistant City Manager serves as the A ssistant Director of Emergency Services. Alternates may be assigned by the Dir ector or the A ssistant Director of Emergency Services.
4.1.3. C ITY C OUNCI L
The Mayor and City Council may promulgate orders and regulations necessary to provide for the protection of life and property, including orders and regulations imposing curfew within designated bou ndaries where necessary to preserve public order and safety, orders against price fixing, and all other ord ers necessary to protec t lives and property.
Members of the City Council also s erve as a lia ison to thei r res pective wards and constituents regarding the City’s response and recovery efforts during and fo llowing a disaster.
4.1.4. CITY EMER GENCY ORGANIZATION
The City Emergency Organization constitutes the operatio nal forces necessary to m eet the conditions of a local emergency. All officers and employees of the City, together with those volunteer forces enrolled to aid them during an e mergency, and a ll groups, organizations, and persons who m ay by agreement or opera tion of law, including persons pressed into service, be charged with duties incident to the protection of life and
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property i n the City during an e mergency, c onstitute the Cit y of Rialto Emergency Organization.
4.1.5 . DISAST ER SERVI CE WORKER
Disaster Serv ice Worker: A Disaster Service W orker is any pers on registered with a disaster council or the California Office of Emergency Services or a state agency granted authority to re gister disaste r service wo rkers for t he p urpose of engagin g in disaster service wo rk pursuant to the C alifornia Emergency S ervices Act with out pay or other consideration. Disaster Service Workers include public employees and any unregistered persons pressed into service during a state of war emergency, a state of emergency, or a local emer gency by a person ha ving au thority to comm and the aid of citizens in the execution of his or he r duties. All City of Rialto employees, full-time and part-time, are Disaster Service Workers consistent with CA Government Code Title I, Section 3100.
4.1.6. FIRST RESPO NSE DEPAR TMENTS
First Response Dep artments: The three operational depa rtments wi th primary jurisdictional authority or responsibility over the response and recovery to extraordinary emergencies and disasters are considered First Response Departments.
First Response Departments include:
▪ Rialto Fire Department
▪ Rialto Police Department
▪ Rialto Maintenance and Facilities Department
First Response Departments are respon sible fo r developing policies, proc edures, guidance, and resources to enable them to execute their responsibilities in the EOP.
4.1.7. LEAD DEPA RTMENTS
Lead Departments: Lead Departments are those designated as th e primary departments responsible for the execution of an Emergency Suppor t Function (ESF) based on its authorities, resources, or capabilities in the functional area. Departments may serve in one or more Lead, Support, or Coordinating roles with respect to ESFs.
Lead Departments (leading one or more ESFs) include:
▪ City Manager’s Office
▪ Community Development Department
▪ Finance Department
▪ Fire Department
▪ Maintenance and Facilities Department
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▪ Parks, Recreation, and Community Services Department
▪ Police Department
Lead Departments are respon sible fo r developing policies, proce dures, guidance, a nd resources to enable them to execute their responsibilities in the EOP.
4.1.8. SUP PORT DEPAR TMENTS
Support Departm ents: Support Dep artments are those de signated as respo nsible for supporting Lead Departments in the execution of a Lead D epartment’s eme rgency support function. Support Departments are design ated bases on their capabilities an d capacities to support a Lead Department’s emergency function mission.
All City departments are consi dered Support Departments in the Emergency Operations Plan (EOP) context.
Support Departments are responsible for developing policies, procedures, guidance, and resources to enable them to execute their responsibilities in the EOP.
4.1.9 . COORDINATING DEPARTMENTS
Coordinating Departments: Coordinating Departments a re t hose responsible for coordinating a n Emergency Support Functio n. Coordinating Depa rtments coordinate emergency supp ort functions for which no specific City dep artment has jurisdictional authority. Coor dination occurs with an o utside organization having jurisdictional or contractual authority over the emergency support function. Public Health is an example of an ESF for which no City dep artment has specific authority or capability. This requires outside coordination with the San Bernardino County Department of Public Health.
Coordinating Departments include:
▪ Fire Department
o Coordinates public health services.
▪ Parks, Recreation, and Community Services Department
o Coordinates mass care and sheltering.
▪ Utilities
o Coordinates energy and utilities.
▪ Police Department
o Coordinates military support.
Coordinating Departments are responsible fo r developing all policies, proce dures, or guidance to enable them to execute their responsibilities in the EOP.
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4.1.10. D EPARTMENT OPERATIONS CENTER ( DOC)
Department Operations Center (DOC): Is the location fr om which centralized departmental em ergency managem ent i s performed. Fir st Res ponse Departmen ts maintain primary and al ternate DOC capabilities. Lead Departments are encouraged to maintain primary and alt ernate DOC capabilities. DOCs ser ve in a supporting role to the City EOC.
The following City departments maintain Department Operations Centers:
▪ Rialto Fire Department
▪ Rialto Police Department
▪ Rialto Maintenance and Facilities Department
4.1.11. EMERGENCY OPERATIONS CENTER (E OC)
Emergency Operations Center (EOC): Is the loca tion from which centralized city emergency managem ent is performed. Th e Ci ty of Rialto maintains prim ary and alternate EOC capabilities.
4.1.12. DEP ARTMENT RESPONSIBILI TIES
Department Responsibilities: All departments, non-governmental org anizations, and volunteer organizations comprising the City Emergency Organization are grouped into 28 Emergency Support F unctions (ESF) to carry o ut the coordination and completi on of assigned missions. These func tions represent specific re sponse and recovery act ivities that are cross -cutting and common to all disasters. Each Emergency Su pport Function comprises one Le ad Department or agency s erving a s th e primary tasked org anization and one or more Support Departments, agencies, or organizations providing operational, logistical, or technical s upport. ESFs , which are not a ty pical ca pability of the C ity of Rialto, are identified as having a Coordinating Department instead of a Lead Department.
An example is the Health and Medical ESF, in which the San Bernardi no County Department of Public Health serves as the Lead agency and the City of Rialto Fire Department as the internal City C oordinating Department. Lead, Support, and Coordinating Depart ments should develop any SOPs, SOGs, polices, or enabling documents re quired to execute Emergency S upport Functions. Lead, Support, and Coordinating Departments should also develop and conduct any training and exercises needed to perform Emergency Support Functions.
4.1.13. EMERGENCY SUPPORT FUNCTI ON (ESF ) OVERVIEW
Emergency Support Function Overview: The ESF concept was developed by the Federal Emergency Management Agency (FEMA) in the late 1980s to address the potential
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management concern s that would be necessary to coordinate a federal respons e to a catastrophic earthquake in California. FEMA subse quently implemented the ESF concept in developing its ori ginal National Response Pl an and subsequent Nat ional Response Framework.
The City of Rialto should be prepared to respond quickly and effectiv ely on a 24 -hour basis to developing emergency events. When a thr eat or potential threat is first detected, the City Emergency Operations Center (EOC) is activated to a level appropriate to the event’s magnitude and complexity. The City's response effort is then ini tiated through the City E mergency Organization, comprised of designated Emergency Support Function (ESF) Coordinators from taske d City depa rtments, n on-governmental organizations, and v olunteer organiz ations. These ESF Coordinators are authorized t o assign resources of their department or organization to carry out response and recovery mission assignments.
4.1.14. EMERGENCY SUPPORT FUNCTI ON CROSSWALK
The Emergency Supp ort Functions for the City of Rialto have been coordinated with those used by the California Office of Eme rgency Services (CalOES) and the Federal Emergency Management Agency (FEMA). In doing so, the ESFs are modified to meet the City of Rialto ’s unique emergency managemen t roles and ca pabilities. Additional ESF s were added to the Rialto ESF Matrix, while others were further broken down into several individual ESFs.
Rialto ESF CA ESF Federal ESF
ESF-1
Transportation
ESF-1
Transportation
ESF-1
Transportation
ESF-2
Communications
ESF-2
Communications
ESF-2
Communications
ESF-3
Public Works & Engineering
ESF-3
Construction and
Engineering
ESF-3
Public Works &
Engineering
ESF-4
Firefighting & Rescue
ESF-4
Fire and Rescue
ESF-4
Firefighting
ESF-5
Emergency Management
ESF-5
Management
ESF-5
Information and Planning
ESF-6
Mass Care and Sheltering
ESF-6
Care and Shelter
ESF-6
Mass Care, Emergency
Assistance, Housing, and
Human Services
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ESF-7
Resource Support
ESF-7
Resources
ESF-7
Logistics Management
and Resource Support
ESF-8
Medical & Health
ESF-8
Public Health and
Medical
ESF-8
Public Health and
Medical Services
ESF-9
Urban Search & Rescue
ESF-9
Search and Rescue
ESF-9
Search and Rescue
ESF-10
Hazardous Materials
ESF-10
Hazardous Materials
ESF-10
Oil and Hazardous
Materials Response
ESF-11
Animal Care & Welfare
ESF-11
Food and Agriculture
ESF-11
Agriculture and Natural
Resources
ESF-12
Energy & Utilities
ESF-12
Utilities
ESF-12
Energy
ESF-13
Law Enforcement & Security
ESF-13
Law Enforcement
ESF-13
Public Safety and
Security
ESF-14
Long Term Community
Recovery
ESF-14
Recovery
ESF-14
Cross-Sector Business
and Infrastructure
ESF-15
Emergency Public Information
and External Affairs
ESF-15
Public Information
ESF-15
External Affairs
ESF-16
Evacuation, Movement, & Re-
Entry
ESF-16
Evacuation
N/A
ESF-17
Volunteer Management
ESF-17
Volunteer and Donations
Management
N/A
ESF-18
Donations Management
ESF-17
Volunteer and Donations
Management
N/A
ESF-19
Alert & Warning
N/A N/A
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ESF-20
Direction & Control
N/A N/A
ESF-21
Damage Assessment &
Inspection
N/A N/A
ESF-22
Food & Water Distribution
N/A N/A
ESF-23
Route Recovery
N/A N/A
ESF-24
Debris Management
N/A N/A
ESF-25
Disaster Cost Recovery
N/A N/A
ESF-26
Information & Planning
N/A N/A
ESF-27
Special Populations
N/A N/A
ESF-28
Military Support
N/A N/A
4.1.15. EMERGENCY FUNCTIO N DESCRIPTIONS
ESF 1-TRANSPORTATION
Lead Department or Agency: Maintenance & Facilities Department Responsible for coordinating transportation sup port to depa rtments, non-governmental organizations, and voluntary org anizations. Transportation support incl udes the following:
(1) Performance and assisting with evacuation and re-entry. (2) Processing transportation assistance requests and tasks received in the EOC. (3) Prioritizing and arranging resources for the transportation of people, materials, and services.
(4) Performing all necessary actions to assist with recovery operations.
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ESF 2-COMMUNICATIONS
Lead Department or Agency: Police Department – radios
Fire Department – - radios
Information Technology Department – network and
telecom
Responsible for coordinating actions to ensure the provision of required communications (2-way radios) a nd telecommunications (computer and t elephone systems) support to disaster response personnel. Actions may include acquiring, deploy ing, act ivating, and maintaining emergency communications systems and equipment.
ESF 3-PUBLIC WORKS AND ENGINEERING
Lead Department or Agency: Maintenance & Facilities Department Engineering Department (S)
Responsible for providing tec hnical a dvice and evaluat ions, engineering systems, construction management and inspection, eme rgency rep air of wastewater and solid waste facilities, assisting wit h removal and handling of debris, and assisting in the opening and maintenance of roadways.
ESF 4-FIREFIGHTING AND RESCUE
Lead Department or Agency: Fire Department
Responsible for firef ighting and rescue activit ies, including hazard control, fire suppression, and technical rescue. Areas of responsibility and activities include suburban, urban, rural, and wildland settings. Emergency medical first responder services, general and technical res cue activities, and other hazard contr ol consistent with the firefighting and rescue emergency support function.
ESF 5-EMERGENCY MANAGEMENT
Lead Department or Agency: Fire Department
Responsible for overall incident management support and coordination, event information and a ction planning a ctivities, resource coordination and allocati on, multi - agency multi-jurisdictional coordination, and mission tasking and tracking activities.
ESF 6-MASS CARE AND SHELTERING
Lead Department or Agency: American Red Cross
Community Services Department (C)
Responsible for coordinating efforts to provide shelter, food, basic human need s, and coordinating the distribution of emergency relief supplies to disaster victims. Also may include activities related to responder and responder family care.
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ESF 7-RESOURCE SUPPORT
Lead Department or Agency: City Manager’s Office
Responsible for pro viding logistical and resource support to entities involved in emergency response efforts for natu ral and technological emer gencies and disasters.
Resource support activities are wide -ranging and include logistics and re sources not coordinated by other ESFs.
ESF 8-MEDICAL AND HEALTH
Lead Department or Agency: San Bernardino County Department of Public Health Fire Department (C)
Responsible for coordinat ing medical and health resources to respond to public heal th and medical care needs before, during, and following a disaster.
ESF 9-URBAN SEARCH AND RESCUE
Lead Department or Agency: Fire Department
Responsibilities include searching for and locating disaster victims in urban environments. Urban environments include confined spaces, damaged or destroyed buildings, slow-rise or swift water environments, and other situations where entrapment has occurred due to a natural, technical, or human-caused disaster.
ESF 10-HAZARDOUS MATERIALS
Lead Department or Agency: Fire Department
Maintenance & Facilities Department (S)
Responsibilities include coordinating the mitigation, response, and recovery to an actual or potential discharge or release of hazardous materials resulting from a natural or technological disaster. The Mainten ance and Facilities Department is responsible for supervising the clean-up of spills on city stree ts, catch basins, storm d rains, and storm channels.
ESF 11-ANIMAL CARE & WELFARE
Lead Department or Agency: Police Department
Responsible for co ordinating anima l response, rescue, and relief activities following a major emergency or disaster.
ESF 12-ENERGY AND UTILITIES
Lead Department or Agency: Utilities Department
Maintenance & Facilities Department (S)
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Responsible for coordinating the provision of e mergency power to support emergency response and recovery efforts and normalized community functi ons. EF 12 coordina tes electric power, power distribution systems, fuel, eme rgency gener ators, and water systems.
ESF 13-LAW ENFORCEMENT AND SECURITY
Lead Department or Agency: Police Department
Responsibilities include establish ing procedure s for the com mand, control, and coordination of law enforcement activities to support disaster response oper ations. EF 13 works with County, State, National Guard, and Fede ral law enforcement agencies to support security missions and other law enforcement activities.
ESF 14-LONG-TERM COMMUNITY RECOVERY
Lead Department or Agency: Community Development
Responsible for the community’s effort to regain normal funct ions like comme rce and employment, public transportation, and use of structures l ike buildings, b ridges, an d roadways. Longer -term r ecovery generally involves rebuilding efforts, post -event mitigation a ctivities, repatriation of communities and neighborhoods, and econo mic assistance and stabilization.
ESF 15-EMERGENCY PUBLIC INFORMATION AND EXTERNAL AFFAIRS Lead Department or Agency: City Manager’s Office
Responsible for emergency public information, media affairs, community relations , and coordination of special and political visits.
ESF 16-EVACUATION, MOVEMENT, AND RE-ENTRY
Lead Department or Agency: Police Department
Responsible for evacuating people, controlling and mov ing of people and vehicles, escorting residents and business representatives into closed disaste r areas when appropriate and safe, and the controlled re -entry or repatriat ion of people to a previously evacuated area.
ESF 17-VOLUNTEER MANAGEMENT
Lead Department or Agency: Community Services Department Responsible fo r coordinating th e eff orts of affiliated, spontaneous -unaffiliated volunteers, and volunteer organizations during emergencies and disasters.
ESF 18-DONATIONS MANAGEMENT
Lead Department or Agency: City Clerk’s Office
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Responsible for the coordination of donated goods and services during times of emergencies and disasters.
ESF 19-ALERT AND WARNING
Lead Department or Agency: Police Department
Responsible for coordinating public alerting and warning. Activating alerting and warning systems and restoring critical alerting and warning systems.
ESF 20-DIRECTION AND CONTROL
Lead Department or Agency: EOC-City Manager’s Office
ICP-Dependent upon hazard and incident type
Responsible for directing and control ling incident resources, personnel, and incident objectives. Direction and Control includes developing strategic incident goals, applying equipment and incid ent resou rces to accomplish tactical objectives, and supervising of incident personnel and resources.
ESF 21-DAMAGE ASSESSMENT AND INSPECTION
Lead Department or Agency: Community Development Department Responsible for collecting and organizing damage data related to critical infrastructure, city facilities, commercial properties, residential and dwelling units, special districts, non- governmental organizations, and agriculture.
ESF 22-FOOD AND WATER DISTRIBUTION
Lead Department or Agency: Community Services Department Responsible for acquiring and distributi ng bulk food, wat er, an d ice at points of distribution sites. Bu lk distri bution involves p roviding sustenance to di saster victims independent of shelter operations, where food is generally offered in a prepared format.
This ESF is critical when roads and transportation modes are disrupted, and food distribution systems are compromised.
ESF 23-ROUTE RECOVERY
Lead Department or Agency: Maintenance & Facilities Department Responsible fo r t he opening and r estoration of transportation routes to aid in the response and recovery efforts of emergency response and support organizations.
ESF 24-DEBRIS MANAGEMENT
Lead Department or Agency: Maintenance & Facilities Department Responsible for identifying, moving, collecting, sorting, re-using, or disposing of disaster- related debris.
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ESF 25-DISASTER COST RECOVERY
Lead Department or Agency: Finance Department
Responsible for identifying, coordinat ing, and recovering emergency resp onse and recovery-related financial expenses and costs.
ESF 26-INFORMATION AND PLANNING
Lead Department or Agency: Fire Department
Responsible for collecting, processing, and disseminating information to facilitate emergency response and recovery efforts . Preparation of special operations plans, pre- event monitoring, situational assessments, determinatio n of operating conditions, hazards and risk assessments, and capability and gap analysis activities.
ESF 27-SPECIAL POPULATIONS
Lead Department or Agency: Community Services Department Responsible for the unique planning considerations for popu lations with s pecial needs and those at particular risk during emergencies and disasters.
ESF 28-MILITARY SUPPORT
Lead Department or Agency: Police Department
Responsible for the overall coordinati on with the United States Department of Defense, California National Guard, and related armed forces and resources du ring emergencies and disasters.
4.1.16 . EMERGENCY SUPPORT FUNCTION RESPONSIBILIT IES
LEAD DEPARTMENTS:
City departments des ignated as the L ead for an Emergency Support Function (EF) serve as the e xecutive agent to carry out the ESF mission. When an ESF is activated, the Lead Department for the ESF has operational responsibility for:
a) Orchestrating the department or organization support within the functional area. b) Providing an appropriate level of staffing for operations at the EOC. c) Activating and tasking Support Departments, Organizations, or Agencies. d) Managing mission assignments and c oordinating tasks with Support Departments, organizations, or agencie s, as well as other necessary organizations, state, and federal agencies.
e) Supporting and kee ping other ESFs and organ izational elements informed of ESF operational priorities and activities.
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f) Following established financial and property accountability procedures. g) Supporting planning for short and long-term emergency operations. h) Reviewing and updat ing plans and procedures associated w ith assigned emergency response target capabilities.
i) Training and exercising with Support Department s, Organizations, or Agenci es to maintain response readiness and capabilities.
SUPPORT DEPARTMENTS:
When an ESF is activated, each Support Department, Organization, or Agency for the ESF has operational responsibility for:
a) Supporting the ESF Lead Department by conducting operations using its authorities, expertise, capabilities, and resources.
b) Supporting the Lead Department mission assignments.
c) Providing status and resource information to the Lead Department. d) Following established financial and property accountability procedures. e) Supporting planning for short and long-term emergency operations. f) Supporting th e review and update of pl ans and procedu res associated with assigned emergency response target capabilities.
g) Participating with the Lead Department in training and exerc ising to maintain response readiness and capabilities.
COORDINATING DEPARTMENTS:
City departments designated as the Coordinating Department for an Emergency Support Function (ESF) serve as the principal point of contact in coordinating the efforts o f external lead departments. When an ESF is activated, the Coord inating Department for the ESF has operational responsibility for:
a) Coordinating emergency support activities with the Lead agency or organization. b) Liaison between the City and external lead agencies or organizations. c) Direct mission tasks to external lead agencies or organizations. d) Request external lead agenc ies and organizations to respo nd to the EOC via the EOC Liaison Officer.
OTHER DEPARTMENTS, ORGANIZATIONS, AND AGENCIES:
Other Cit y of Rialto departments or divisions, non -governmental organizations, or outside agenci es not specifically designated as Le ad or Support may ha ve authorities, expertise, capabilities, or resources required to support emergency operations. Those
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entities may be requested to participate in planning and pre-incident activities or provide support during emergencies.
4.1.17. EMERGENCY SUPPORT FUNCTION COORDINATORS
Emergency Support Function Coordinators: Each Emergency Support Function (ESF) wil l have a desig nated ESF Coo rdinator. ESF Coordinators are assigned by the responsible Department Head. ESFs without a ssigned coordinators or having vacanc ies in an ESF coordinator will default to the responsible Department Head. ESF Coordinators have the same responsibility and authority to allocate department resources as a Branch Director in an EOC setting.
4.1.18. CON SO LIDATED EMER GEN CY ACTIVITIES
Consolidated Emergency Activities: The consolidated emergency ac tivities concept is a mechanism that co nsolidates multiple departments or agencies that perf orm similar o r like act ivities o r func tions i nto a s ingle, cohesive group to allow for more effective management of emergency response functions and resources. This consolidation of l ike activities forms the bas is for the Emergency Support Fu nction (ESF) concept of operations. For ex ample, man y local, state, non-governmental, and volunteer organizations have mass care, sheltering, and human services capabilities. Under the ESF concept, these or ganizations function as one entity under ESF 6, Mass Care, Sheltering, and Human Services.
4.1.19. EMERGENCY S UPP OR T FU NCT IONS MATRIX
OVE RV IEW
Emergency Support Functions Matrix Overview: The Emergency Operations Plan (EOP) identifies 28 areas of functional responsibility called Em ergency Sup port Fun ctions (ESFs). Each ESF is headed by a Lead City Department designated based on its authorities, resources, or capabilities in the particul ar f unctional area. Each Lead Department is supported by various departments (Supporting D epartments) and organizations with functional supporting roles and responsibilities based on their resources or capabilities.
Important ESF Principles:
• Emergency response activities are c arried out using one or more ESFs based on the nature and magnitude of the event.
• ESFs are activated and carried out based on the emergency s upport functions required for the emergency.
• ESFs may be activated with or without the activation of the EOC.
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• ESFs may be carried out by the EOC or a DOC.
• Departments with ESF Lead Dep artment responsibility should assign by job title an ESF Coordinator for each ESF they are leading.
• In the next section, t he 28 Emergency Support Functions are depicted with their assigned L ead, Support, and Coordinating departments or agencies on the Emergency Support Functions Matrix.
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4.1.20. EMERGENCY SUPPORT FUNCTIONS RESPONSIBILITY MATRIX
EMERGENCY SUPPPORT
FUNCTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Transportation
Communications
Public Works and Engineering
Firefighting and Rescue
Emergency Management
Mass Care and Sheltering
Resource Support
Medical and Health Services
Urban Search and Rescue
Hazardous Materials
Animal Care and Welfare
Energy and Utilities
Law Enforcement and Security
Long Term Community
Recovery Emergency Public Information
and External Affairs
Evacuation, Movement, and
Re-Entry
Volunteer Management
Donations Management
Alert and Warning
Direction and Control
Damage Assessment
Food and Water Distribution
Route Recovery
Debris Management
Disaster Cost Recovery
Information and Planning
Special Populations
Military Support
City Manager’s Office L L
Community Development L L
Community Services L C L C L
Finance L S L
Fire L L L C L L L
Information Technology S
Maintenance & Facilities L L L
Police L L L L L C
Utilities C
City Clerk’s Office L
American Red Cross L L
San Bernardino County
Public Health L
Key: L = Lead Lead departments or agencies have jurisdictional authority over the emergency support function or associated capability.
S = Support Support departments or agencies possess a capability supportive to the lead department or agency’s mission.
C = Coordinate Coordinating departments or agencies are responsible for coordinating with outside agencies or organizations that are lead for an emergency support function.
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4.1.21. SAN BERNARDINO COU NTY OPE RATIONAL AREA
The San Bernardino County Fire Department – Office of Emergency Services serves as the Operational Area (OA ) Coordinator . As defined in SEMS, the "O A Level" me ans a n intermediate level of the State emergency services organization, con sisting of a county and a ll poli tical sub divisions within the county area. Ea ch county’s geographic area is designated as an OA. An OA is used by the county, and political subdivisions comprising the OA , for coordinating emergency activities and serving as a link in the syst em of communicating and coordinating between the State's emergency operations center a nd the emergency operation centers of the political subdivisions com prising the OA. The City of Rialto is located within the San Bernardino County Operational Area (SBCO OA).
4.1.22. CITY VOLU NTEER GROU PS
The City of Rialto maintains several affiliated volunteer organizations, including the Rialto Community Emergency Resp onse Tea m (CERT). The Rialto Community Emergency Response T eam (CERT) comprises local community members who have completed the FEMA 20 -hour Basic CE RT training . These members comprise the Rialto CERT Progra m and may be used in the prepar edness and response phase s of a local emergen cy or disaster. The Rialto Fire Department manages the Ria lto CERT Program . CE RT Program training, ma nagement, an d depl oyment proce dures may be fou nd und er separate documentation with the Rialto Fire Department . CERT Pr ograms and Team s are the primary neighborhood-based volunteer disaster response force focused o n a neighbor- helping-neighbor principle.
Additional volunteer forces maintained by the City include:
• Fire Explorer Program
• Police Explorer Program
• Police Citizen Volunteer Program
• Police Neighborhood Watch Program
• Community Services Student Volunteers
• Community Services Adult Volunteers
• Community Compliance Volunteer Program
4.1.23. C OMMUNITY INVO LVEMENT
Resilient communities begi n with prepared communities. I ndividuals, families, and caregivers to those wit h access and functional needs should enhance their awareness of risks an d threats, develop househo ld emergency plans that include care for pet s and service anim als, and prepare emergency supply kits. Individuals can al so voluntee r in their communities.
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Individuals and households play an essential role in the overall emergency management strategy by contributing to community, neighborhood, and family preparedness.
Community members can contribute by:
▪ Reducing ha zards in an d around th eir homes. By taking simple actions, such as making their home earthquake-resistant or taking in unanch ored objects during high winds, people can reduce damage caused by an emergency. ▪ Preparing an emergency supply kit and household emergency plan. By developing a househ old emergency plan a nd asse mbling di saster su pplies before an emergency, people c an take ca re of thems elves until assi stance arrives. T his includes supplies for household pets and service animals. ▪ Monitoring em ergency com munications carefully. Critical information and directions will be released to the public throughout an emergency via vario us media. By carefu lly following the directions provided, residents can reduce their risk of inj ury, keep emergency ro utes open to re sponse personnel, and reduc e landline and cellular communication demands.
▪ Volunteering with an established organization. Organizations and agencies with a role in res ponse and recove ry are always seeking ha rdworking and dedicated volunteers. By volunteering with an established voluntary agency, individuals and households be come a pa rt of the emergency ma nagement system and ensure that their efforts are directed where they are most needed. ▪ Enrolling in em ergency response training courses. Emergency response training, whether basic first aid through the American Red Cross or a more complex course through a local college, will enable reside nts to take init ial response actions required to care for themselves and their households. This allows first responders to focus on higher -priority ta sks tha t a ffect the entire community. Stron g partnerships with ci tizen groups and org anizations provide support for in cident management prevention, preparedness, response, recovery, and mitigation.
4.1.24. NON -GOVE RNME NTAL ORGANIZATIONS (NGO s)
Non-Governmental Organizations (NGOs) play essential roles before, during, and after an emergency.
NGOs provid e shelter , emergency fo od supplies, coun seling services, and other vital services to supp ort response and promo te t he recovery of disaster survivors. These groups offer specialized services that help individuals with special needs, including those with disabi lities. Non -Governmental Orga nizations col laborate with first r esponders, governments at all levels, and other a gencies and org anizations providing relief services to sus tain life, reduce physical and em otional distress, an d promote disaster victims’ recovery when assistance is available from other sources.
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Examples of NGO and voluntary organization contributions include:
▪ Training and managing volunteer resources.
▪ Identifying shelter locations and needed supplies.
▪ Providing critical emer gency services to those in need, such as cl eaning supplies, clothing, food and shelter, or post-emergency clean-up assistance. ▪ Identifying thos e survivors whose nee ds have not been m et and helping coordinate the provision of assistance.
The American Red Cross (ARC) is a Non -Governmental Organization (NGO) that provides relief at the loc al level and assists in c oordinating the Mass C are Emergency Sup port Function. The ARC does not direct other N GOs, but it takes the lead in integrating the efforts of national NGOs that provide mass care services during response operations. The National Vo luntary Organiz ations A ctive in Di saster (NVOAD ) is a consortium of mor e than 50 recognized na tional organizations of volunteers active in d isaster relief. Su ch entities provide significant capabilities to incident management and response efforts at all levels.
San Bernardino Cou nty Voluntary Organiza tions Active in Disasters (SBCOVOAD) is a community network of independent membership organizations that serve as a lifeline to share knowledge throughout a disast er. VOAD Members work t o help communities prepare, be in response, re cover from, and mitigate these tough times . More information: https://sbcountyvoad.org/
4.1.25. B US INESS AND INDUSTRY
City of Rialto Emergency Op erations Plan (E OP) Lead a nd S upport Depa rtments coordinate with the pr ivate sector to share i nformation, form p lans of acti on, and incorporate resources into preparedness and response efforts.
Roles: The roles, responsibilities, and participation of the private sector during incidents of local or regional significance vary based on the nature of the organization and the type and impac t of the incid ent. The roles of private -sector organizations a re summarized below.
Impacted business organizations and infrastructure private sector organizations may be affected by direct or indi rect consequences of th e incident, including privatel y owned critical i nfrastructure, key resources, an d those private sector orga nizations that are significant to local, regional, and national economic recovery from the incident. Examples of privately owned infrastructure may include transportation, te lecommunications, private utilities, financial institutions, and hospitals.
Private sector organizations pr ovide response resources (donated or compensated) during an incident - including specialized teams, essential service p roviders, equipment, and advanced technologies - through local public-private emergency plans, mutual aid
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agreements, or incident-specific requests from governmen t, private sector, or volunteer initiatives.
Regulated and Responsible Party Owners and Operators of certain regulated facilities or hazardous o perations may bear responsibilitie s under the law fo r prepar ing for and preventing incidents from occurring and responding to an incident once it occurs.
Responsibilities: Private sect or organizations suppor t the City ’s EOP - voluntarily or to comply with applicable la ws and regulations - by sharing information wi th the government, ide ntifying risks, performing vulne rability a ssessments, and developing emergency response and business continuity plans. Additionally, they may enhance their overall re adiness, implement app ropriate prevention and protect ion pro grams, a nd donate or otherwise provide goods and services thro ugh cont ractual arrangements or government purchases to assist in response to and recovery from an incident.
Response resources: Unless the res ponse role is inherently governm ental (e.g., law enforcement, fire-rescue, or public works), private secto r organizations are encouraged to develop and ma intain ca pabilities to respond to and manage a complete range of incidents and emergencies. T he City of Rialto maintains ong oing intera ction with the critical infrastructure and key resources industries to coordinate prevention, mitigation, preparedness, response, and rec overy activities. Private sect or repres entatives are included in emergency planning, training, and exercises when appropriate.
Functional coordination: The Lead Department(s) for each Emergency Support Function (ESF) maintains working relations with its associated private sector counterparts through partnerships or oth er m eans. (e. g., E SF #1 – Transportation: transportation personnel and equipment through the region’s transportati on committees, organizations, and relationships)
4.1.26. SCH OOLS, C OLLEGES , AND UNI VERSITIES
In Ca lifornia, schools (K -12) are requi red to have a disaste r plan, hold peri odic drop, cover, and hold drills, and hold educational and training programs for students and staff.
Preparedness activities often include:
▪ Identify hazards likely to affect schools.
▪ Mitigate the likely hazards.
▪ Develop a response plan, including evacuation routes. ▪ Plan for coping and sustaining students and staff after a disaster. ▪ Implement drills and family education programs.
Schools (K-12), colleges, and universities must take action to train st udents and staff o n proper emergency response procedures, educate student families on the schools’ plans
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and procedures during and immediately following an emergency, and plan for sustaining students and staff foll owing a major disaster. Another important c onsideration is the student release procedure followi ng an emergency. This involves co nsidering what circumstances, when, and how to release students back to responsible persons following or during an emergency.
In addition to their preparedness role, schools, colleges, and universities are often used in emergency response by she ltering and housing evacuated persons during a disaster.
To thi s e nd, close coor dination is in plac e between the Ci ty of Rialto and sch ools, colleges, universities, and the San Bernardino County Chapter of the American Red Cross to accomplish this important emergency function.
4.1.27. FAITH -BASED OR GANIZATIONS
Following a disaster, many people and orga nizations often respond immediately . A significant role of faith comm unity response is addre ssing those needs other di saster responders cannot provide. “ Unmet Needs” refers to basic life -sustaining needs for which there is not an imm ediately accessible resource. Th e needs identified in t he early hours or days of a disaster will be much different than those identified in the weeks and months followin g the d isaster. Response and sup port organizatio ns gener ally provide different services in the varied phases of the emergency or disaster, including emergency response, emergency relief, short -term r ecovery, and long -term recovery phases following a disaster.
During the emergency phase, first resp onders provide much of the immediate need ed services. The pr imary tasks are to get people to sa fety, adminis ter eme rgency medical care, and restore order. Other respo nse agencies may include the American Red Cross, the Salvation Army, and other community-based organizations. Services provide d will depend upon the need but may include food, water, shelter, medical supplies, clothing, transportation, security, debris removal, and other specialized services.
As the imme diate e mergency subsides and the communit y moves into the s tabilizing phase of relief and initi al recovery, assistance may be offered in the f orm of materi al goods, volunteers, services such as debris removal or a ssessment, and other assistance programs. When the impact of the di saster is such that i t outstrips the capability of the local community to respond and adequately recover, additional a ssistance may come to the community in the form of state and f ederal governmental programs, other voluntary agencies, and upper levels of faith-based disaster response organizations.
Coordinated and collabora tive recover y efforts lead to the best pos sible recovery outcomes for disaster survivors. These often involve a community-based effort including secular, voluntary, and faith-based participants, or a faith-based recovery program alone.
The s cope o f the disaster , its identified needs, resources, and available or interested participants are lik ely to be the most in fluential forces in de termining the stru cture o f the long-term recovery mechanism. Usually, the most sustainable structure is organically created by residents in the affected community.
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Following a disaster, the rec overy response will often be vas t a nd, at t imes, overwhelming. The response must be coordinated, collaborative, and serve the affected people’s and community’s long-term recovery n eeds. For co mplete recovery fol lowing a disaster, the faith-based comm unity needs to not only to be involved at the onset but committed to its role as a conduit of resources and advocacy for the long-term recovery process. Faith-based community organizations, churches, other religious groups, and other agencies can work to gether to ensure th e most compl ete reco very following a disaster. Within a pre-planned and cohesive community disaster recovery organization, they can most eff ectively ensure that needs a re identified and addressed without wasteful duplication of services. When large numbers of marginalized p eople have been affected by a disaster, the fa ith-based community org anization can make a particularly important contribution to the disaster response and long-term recovery.
THIS SECTION IS INTENTIONALLY LEFT BLANK
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5.0. DIRECTION AND CONTROL
5.1.1. DIR ECTOR OF EMERG ENCY SERVICES/ ASSISTANT
DI REC TO R OF EMERGEN CY SERVIC ES
The responsibility for emergency management in the City rests with the City Manager, who serves as the Director of Emergency Services for the Rialto Emergency Organization. Th e Emergency Organization consists of various functions described in the SEMS regulations and is further described in Part 2 of this plan. The City Manager has delegated the day-to-day emergency management tasks to o ther segments of the C ity’s Emergency Organization including the Rialto Fire Department.
The City Ma nager/Director of Emerge ncy Se rvices is responsible for the coordinated delivery of a ll eme rgency servic es (public, volunteer, and private) during a natu ral, technological, or national secu rity emer gency or disaster situ ation. The Assistant City Manager, who se rves as the Assistan t Directo r of Emergency Services , also has the authority to impl ement this pla n and to coordinate city-level em ergency opera tions through the regularly constituted governmental structure.
5.1.2 . CITY EME RGENCY OPERATIONS CENTER (EOC)
In an emergency or disaster, the emergency management functions of the City of Rialto government wi ll be carried out from the Cit y Emergenc y Op erations Cen ter (EOC) located at Police A nnex Buil ding 429 West Willow A venue. Should the pr imary EOC become inopera tive, isolated, or unus able, the EOC Manager will issue relocation instructions to the City Emergency Organization to prepare and activate an Alternate City EOC to be determined at the time of the incident.
5.1.3. DEP ARTMENT DIRECTION
Each City of Rialto department will be under the general control of its Department Director or Departme nt Head or through their designated emergency representative.
Department or outside agency representatives represent their department or agency as the Lead, Support, or Coordinating Department for an Emergency Support Function (ESF) and as a department or agency representative to the EOC. The emergency representative will be empowered to make decisions and expend res ources (perso nnel, mate rials, supplies, equipment, facilities, and funds) to provide operational or logistical support to City of Rialto departments, County, State , and Special District governments during any extraordinary emergency or disaster.
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5.1.4. LOCAL CONTROL
Local governments are responsible under a ll app licable laws, ex ecutive orders, proclamations, r ules, regulati ons, and ordi nances for eme rgency management with in their jurisdiction. Em ergency incidents and disaster events within the Ci ty of Rialto will be managed by th e Ci ty from initial r esponse to final recov ery activities . Per the California Emergency Services Act, Title 2, Divi sion 1, Ch apter 7, Article 11 -Mutual Aid, Section 8618, the C ity of Rialto shall remain in charge of any incident requiring mutual aid, including the direction of personnel and equipment provided through mutual aid.
5.1.5 . EOC RESPON SE
Upon acti vating the City o f Rialto EOC, C ity de partments will ensure the ne cessary personnel and resources are available for emergen cy resp onse a nd recovery .
Department and agency representatives shou ld br ing or have prep ositioned pla ns, procedures, reso urce inventori es, sup plies, and notification li sts needed to faci litate emergency or disaster operations from the EOC.
5.1.6. CITY MANAGER AU THORIT Y
During a proclaimed local emerge ncy incident or disaster event within the City of Rialto, the City Manager/Director of Emergency Services has complete control and full authority to as sign emergency resources from the C ity of Rialto, Special Districts, N on- Governmental Organizations, Volunteer Entities, and Private parties to save lives, reduce human suffering, protect property, and expedite recovery.
This authority is described in Rialto Municipal Code Chapter 2.28. 60 – Director and Assistant Director of Emergency Services Powers and Duties.
5.1.7. ON -SC ENE CO NTROL
On-scene tactical activities are directed and controlled by an Incident Command structure fr om an Incident Co mmand Post ( ICP). This on -scene control may support single incidents, incident sites as part of a series of city -wide emergency events, complex incidents, or an Area Command structure. The EOC or D OCs do not dire ct on-scene tactical activities.
5.1.8. EOC COO RDINATION
Management and coord ination of resp onse and re covery to city -wide ev ents, extraordinary emergencies, and d isasters will be coordinated from the City Emergency Operations Center (EOC).
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5.1.9 . DOC COORDINA TION
If activated, the m anagement and coordination of departme nt-level re sponse and recovery activities to city-wide events, extraordinary emergencies, and disa sters will be directed from Department Operations Centers (DOCs. The Rialto Fire Department, Police Department, and M aintenance and Facilities Department maintain Depar tment Operations Centers.
5.1.10. EOC ORG ANIZ ATION
The EO C Organization and structure is based upon functional role s and responsibilities key to multi -agency/multi-jurisdictional coordi nation, resource and information management, and operational supp ort to othe r SEMS l evels. The EOC Organization is consistent with local g overnment SEMS org anization and u tilizes the elements common to the Inci dent Command System modified for EO C use. Coll ectively, the Sections, Branches, and Units of the EOC Organization a re r esponsible for execu ting the Emergency Sup port Func tions (ESF) of the Emergency Operations Plan (E OP) based on the EOC Action Plan developed for each unique emergency incident or disaster.
The Rialto EOC is organized using a hybrid of State SEMS, State Em ergency Support Functions, and Federal Emergency Support Functions (ESFS).
The EOC is maintained by the Rialto Fire Department – Emergency Management Section.
The EOC is activated by the City’s Emergency Services Coordinator and City Departments at the direction and concurre nce of the City Manager as the Director of E mergency Services. EOC activation criteria may be found in Section 3.0 of this plan.
City Department roles and responsibilities may be found in the next section of the EOP Base Plan and in EOP Part II EOC Checklists.
The Rialto EOC Organizational Chart is depicted on the next page.
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Rialto EOC Organizational Chart
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5.1.11 . FIELD / EOC DIRECTI ON AND CONTROL INTERFACE
Close coordination and cons tant interface between Field Command an d the EOC is essential for effective and eff icient field emergency response and EOC support to emergency response and operations.
Close coordination and constant interface are required for jurisdictional priority setting, policy decis ions, deploy ment and application of operationa l a ssets, assignment and tracking of logistical resources, operational planning, and the application of and tracking of financial costs.
Field/EOC direction and control interface may be achieved and maintained by using one or all of the following tactics:
• EOC Representative assigned to the ICP.
• EOC Representative attends ICP Operations Briefings.
• ICP Representative attends EOC Operations Briefings.
• EOC Action Plans coordinated and shared with ICP.
• ICP Incident Action Plans coordinated and shared with EOC. • EOC Situation Reports shared with ICP.
• ICP Situation Reports shared with EOC.
5.1.12 . FIELD COO RDINATION WITH DO CS AND EOC S
Close coordination and con stant interface between Field Command and the EOC and DOCs is essential for effective and efficient field emergency response and EOC and DOC support to emergency response and operations.
Close coordination and constant interface are required for jurisdictional priority set ting, policy de cisions, deploy ment and application of operational assets, assignment and tracking of logistical resou rces, operational pla nning, and the us e of a nd tracking of financial costs.
Department Operation Centers ( DOC) should b e directly supporting their field forces.
Operational activities should be coordinated with the EOC Operations Section.
Department Oper ation C enters ( DOC) s hould be supporting the EOC by sharing information and assigning operational forces and logistical resources.
Jurisdictional priority setting remains the responsibility of the EOC.
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In coordination wi th the EOC, department-level prio rity setting is the responsibility of DOCs.
The following City departments maintain Department Operations Centers (DOCs):
▪ Rialto Fire Department
▪ Rialto Police Department
▪ Rialto Maintenance and Facilities Department
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6.0. CONTINUITY OF GOVERNMENT
The City of Rialto maintains a separate Continuity of Operations Plan (COOP) as an Annex to this Emergency Operations Plan (EOP).
6.1.1 . CONT INUIT Y OF GOVE RNMENT
The Continuity of Government concept comprises three elements: 1. Standby Officers for the Governing Body, 2. Temporary Seat of Government, and the 3. Preservation of Vital Records. Continuity of Operations, not the subject of th e Eme rgency Op erations Plan (EOP), consists of many additional operational, logistical, and procedural elements.
A major d isaster could result in the death or injury of key government official s, the partial or complete destruction of e stablished seats of government, and the destruction of public and private records essential to government operations.
Government a t all levels is re sponsible for providing continui ty of effective lead ership and authority, direction of emergen cy operations , and man agement of rec overy operations. To this end, the City of Rialto must continue to function as a governmental entity during and immediately following a critical inc ident or disa ster. The California Government Code and the Constitution of Calif ornia provide t he authority for state and local government to reconstitute itself if key officials are unavailable or unable to serve.
6.1.2. DIRE CTOR O F EMERGE NC Y SERVICE S
The Rialto Municipal Code identifies a successor to the position of Director of Emergency Services. Should the Director of Emergen cy Serv ices be unable to serve, the pos itions defined per Rialto Municipal Code Title 2, Chapter 2.28, Sec tion 2.20.060 (B ) will automatically serve as Alternate Director in the order approved by City Council and serve until a successor has been appointed by the Council and seated. An individual serving as Alternate Director will have all the authority and powers of the Director.
The Director of Emerg ency S ervices has the Assistant City Manag er, who serves as the Assistant Director of Emergency Services.
6.1.3. SUCC ES SION OF OFFI CERS
California Government Code (C GC) Section § 8638, Article 15, Pa rt 7, Division 1, Title 2 allows f or t he appointment of up t o three st andby of ficers for each member of th e governing body. This art icle also pro vides f or the s uccession of officers who h ead departments responsible for mai ntaining law and order or for fur nishing public services relating to health and safety. Addit ionally, Article 15 outlines procedures to ens ure the continued functioning of political subdivisions in the event the governing body, including
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standby officers, are unavailable or unable to serv e. The standby officers shall have the same authority and po wers as th e regular officers or department hea ds. The succession list consistent with CGC Article 15, and as provided for by the City of Rialto, will be on file with the City Clerk.
6.1.4. LINE S OF SUCCESSION
The following staff positions are identified as key to emergency operations and have identified standby officers if the me mber is u navailable or u nable to serve d uring a proclaimed emergency or disaster. Emergency interim l ines of succession a re identified in the City’s Continuity of Operations Plan (COOP) and each department’s Continuity of Operations policies. The succession list co nsistent with t his section, provided for by the City of Rialto, is on file with the City Clerk.
The positions (key positions) identified as necessitating emergency alternate successors include, though may not be limited to:
a) City Manager
b) Assistant City Manager
c) City Clerk
d) City Attorney
e) Community Development Director
f) Maintenance and Facilities Director
g) Parks, Recreation, and Community Services Director
h) Finance Director
i) Information Technology Director
j) Director of Human Resources/Risk Management
k) Fire Chief
l) Police Chief
m) Utilities Manager
n) Fire Marshal
o) Chief Building Official
p) City Engineer
q) Director of Emergency Services (City Manager)
As used in this plan, the word ‘unavailable’ means that a department head or other ke y city official is either killed, missing, so seriously injured, or unavailable as to be unable to attend meetings an d ot herwise perform their duties. Any quest ion as to whether a particular member is unavailable will b e s ettled by the City Mana ger / Director of Emergency Services.
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For the purpose of this plan, each person who will temporarily succeed to each position of of fice as p rovided herei n and as prov ided fo r in c ontinuity plans will temporarily assume all the powers and duties of the o ffice succeeded to immediatel y upon su ch succession.
6.1.5. RECONST ITUTING G OVERNMENT
California Government Code Section § 8635 et se q., Article 15, Part 7, Division 1, Title 2, establishes a method for reconstituting the governing body. It authorizes that, should all members, including all standby officers, be unavailab le, tempo rary offic ers shall be appointed by the Chairman of the Board of the County in which the political subdivisions are l ocated or by t he Chair man of the Board of any other Co unty within 15 0 mil es.
California Governm ent Code Section § 864 2 of Article 15 author izes local governing bodies to convene as soon as possible whenever a state of emergency or local emergency exists an d at a place n ot neces sarily within the political subdivision. Under Article 15, the duties of a governing body durin g emergencies include ascertaining the damage to the jurisdiction and its person nel and pro perty, reconstituting itself and any subdivisions, and performing functions in preserving law and order and furnishi ng local services. The City of Rialto maintains Continuity of Operations policies and procedures.
Each Lead City Department within this EOP should maintain Continuity of Ope rations procedures.
6.1.6. PR ESERVA TION OF VITAL RECORDS
The City of Rialto City Clerk /Management Services is resp onsible for preserving and protecting vital rec ords. Eac h department w ill id entify, maintain, and protect its vita l records. Vital records are those essential t o the rights and interes ts of individuals, governments, corporations, and other entities, inclu ding vital statistic s, land a nd tax records, license re gisters, and hi storical informat ion. Vital records also include those records ess ential for emergency response and recovery operation s, in cluding utility system maps, emerge ncy su pplies, equipment loca tions, emergency operat ional pla ns, emergency procedures, and personnel rosters.
These vital records are essential to re-establishing normal City government functions and serve to protect the rights a nd interests of government. These rights and interests m ay include the const itutions, charters, statut es, ordinances, court rec ords, o fficial proceedings, and financial records of the City of Rialto.
The City wil l ide ntify and make arrangements to pro tect records deemed e ssential for continuing government functions, condu cting emergency operations, and reco nstituting government. The City Clerk/Management Services maintain official City do cuments and records. These records are archived or vaulted in accordance with a schedule administered by th e City Clerk. The City Clerk /Management Services coordinates with other City departments to maintain a records retention program.
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6.1.7. SUCCESSION OF C OMM AND AND CITY COUN CIL
Succession of Command. The emergency interim line o f succession for the Dir ector of Emergency Services is the As sistant City Ma nager and those as allowed for in Rialto Municipal Code Chapter 2.20.060 (B ). The emergency interim line of suc cession to each department head is according to the operating procedures established by each department and is identified in the City’s Continuity of Operations Plan.
Succession of City Council. The emergency interim succession of the City Council is Permitted by California Government Code Section § 8638 et seq., Article 15, Part 7, Division 1, Title 2 that states:
To provide for the continuance of the legislative and executive departments of the political subdivision during a state of war emergency or a state of emergency or a local emergency the governing body thereof shall have the power to appoint the following standby officers:
(a) Three for each member of the governing body.
(b) Three for the chief executive if he is not a member of the governing body.
In case a standby office becomes vacant because of removal, death, resignation, or other cause the governing body shall have the power to appoint another person to fill said office.
Standby officers shall be designated Nos. 1, 2, and 3, as the case may be.
6.1.8. ALTERNA TE SEA T OF GOVER NMENT
The City’s primary seat of government is located at Civic Center - City Hall 150 South Palm Avenue.
If the City Hall building cannot be occupied due to an emergency, the alternate location is the City Clerk/Passport Services building at 290 West Rialto Avenue.
If the Civic Center campus cannot be occupied due to an emergency, the City administration will utilize the Carl Johnson Center at 214 North Palm Avenue as its second alternate seat of government.
The City of Rialto maintains department-level alternate and remote work locations. These locations may be found in the City’s Continuity of Operations Plan and are no t identified here.
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7.0. ADMINISTRATION AND LOGISTICS
7.1.1 ADMINISTRAT ION
During an emerge ncy or disaster, lo cal government will determine what, if any, routine administrative procedur es will be suspended , relaxed, or made op tional to prevent unnecessary impe diments to emergency operations and reco very act ivities. S uch an action should be care fully considered, and the conse quences projected. Any departure from usual business methods will typically be st ated in t he Di rector of Emergency Services Proclamati on of Local Em ergency or as spe cified in the EOC Action Plan. T he Rialto Continuity of Operations Plans should be consulted in deciding what if any, routine administrative procedures will be suspended, relaxed, or made optional.
7.1.2. FINANCE DU RING DISASTER
A major emergency or disaster may require the expenditure of large sums of local funds.
Financial op erations may b e c arried out under compressed schedules and inten se political p ressures, requiring expeditious actions t hat still meet soun d financial management and accountability requirements.
7.1.2.1. EMERGENCY FUNDS
Financial support for emergency response and recovery operations will generally be from funds regularly appro priated to the City of Rialto departments. If the dem ands exceed available funds, the C ity Manager may make additional funds a vailable from Reserve Emergency Funds. In that case, the City Manager has the au thority under a Local Proclamation of Local Emergency to transfer and exp end money appropriated for other purposes. Emergenc y expendi tures will be made in accordance wi th the City of Rialto Municipal Code Chapter 2.20.090 – Emergency Expenditures unless otherwise authorized by other City policy or emergency actions.
7.1.2.2. DISASTER COST ACCOUNTING
The Rialto Finance Department identifies and oversees the disaster cost accounting system and associated procedures.
Departments designated as Lead Dep artments for Emergency Support Functions (ESF) conducting e mergency support activities will be responsible for organ izing the ir functional activities to provide financial support for their operations. E ach department is responsible f or maintaining adequate documentation t o support request s for reimbursement, submitting bills in a timely fashion, tracking emergency personnel time, equipment rates and charges , monitoring contractor costs , and closing o ut personnel and equipment assignments.
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Departments are responsible for do cumenting all emerg ency or disaster-related expenditures using generally accepted accounting practices and procedures. Care mus t be taken to maint ain detailed logs, records, rec eipts, invoi ces, purchas e order s, rental agreements, and other financial records. Particularly important is documenting the justification for each expenditure. These documents will be necessary to support claims, purchases, reimbursements, and disbursements. Detailed and accurate record-keeping is essential to facilitating closeouts and supporting post-recovery audits.
7.1.3. LOG IST IC S
The City Man ager’s Offi ce, in coordination wit h the City of Rialto departments and external organi zations, will facilitate log istical su pport for city -wide emerge ncy operations (i.e., provide supplies and e quipment) and, if required, sleeping and feeding facilities for the Emergency Operations Center (EOC) staff.
The EOC maintains the following logistics and resource databases:
• Roster of typed resources maintained by departments.
• Roster of vendor-provided emergency equipment and supplies. • Roster of emergency management credentialed personnel. • Roster of city emergency facilities.
• Roster of city personnel.
• Expendable emergency supplies.
• Emergency sustenance for EOC staff.
In Emergency O perations Center (EOC) act ivations, a Log istics Section may be established. The E OC Logistics Section will coordinat e re sources, facilities, equipment, supplies, and services to support the emergency response. The EOC Logistics Section will work closely with any DOC and ICP Logistics Sections that have been established. During emergencies and disasters, departments will implement resource control procedures and determine resource availability of essential equipment and supplies . Resource lists and databases maintained by departments should be kept current and maint ained at the EOC. Emergency Operations staff and the Director of Emergency Services will be advised of any anticipated shortfalls in resources during an emergency or disaster.
Departments should maintain current lists and databases of locally available resources, their locations, and procurement processes. Departments should also maintain current lists and databases of out-of-area available resources should the local area resources not be available during an emergency or disaster. The database s hould incl ude public and private equipment, personnel with special ized technical sk ills, faci lities, emergency supplies, and services that may be needed during an emergency.
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In advance of or upon the impending onset of an emergency event, departments should conduct just-in-time updates of resource lists and databases and move them to the EOC before the impact or arrival of the event.
7.1.4. EMERGENCY FACI LITIES
The City of Rialto maintains several facilities that support emerge ncy and dis aster operations. These facilities each serve a unique and independent critical function, though depend on each other to fulfill a broad spectrum of emergency respons e and recovery activities.
7.1.4.1. PUBLIC SAFETY COMMUNICATIONS CENTERS
Police Department, or law enforcement services, and City Code Enforcement and Animal Care are dispatched from the Rialto Police Department’s Dispatch Center at:
RIALTO POLICE DEPARTMENT DISPATCH CENTER
128 North Willow Avenue
Rialto, CA 92376
Fire Department or fire-rescue/EMS services are dispatched fro m the CONFIRE Communications Center (Comm Center) at:
CONFIRE COMMUNICATIONS CENTER
1743 Miro Way
Rialto, CA 92376
7.1.4.2. DEPARTMENT OPERATIONS CENTERS
A Department Operations Cente r (DOC) is a coordination ce nter utilized by a distinc t discipline, such as fire, p olice, public w orks, or public utilit ies, to coordinate a department’s field -level response to an eme rgency and to support th e Emergency Operations Center (EOC). The First Response Departments (Fire, Police, Maintenance and Facilities) maintain DOCs and suitable alte rnate DOCs. A DOC is organized a nd staffed following the Standardized Emergency Management System (SEMS ) and the National Incident Managemen t System (N IMS). DOCs may be activated based on individual departmental needs or when the EOC requests. DOCs coordinate the department-level operational response to single-discipline incidents (police, f ire, p ublic works) and coordinate with the City EOC during more complex emergencies.
Department Operations Centers are located at:
RIALTO POLICE DEPARTMENT
128 North Willow Avenue
Rialto, CA 92376
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RIALTO FIRE DEPARTMENT
131 North Willow Avenue
Rialto, CA 92376
RIALTO MAINTENANCE AND FACILITIES DEPARTMENT
335 West Rialto Avenue
Rialto, CA 92376
7.1.4.3. EMERGENCY OPERATIONS CENTER
The City of Rialto Emergency Operations Center (EOC) is where centralized emergency management is carried out during la rge-scale emergenc ies a nd dis asters. Though managed by the Fire Department, the EOC is staffed and supported by representatives of most City departments. The EOC is organ ized and staffed consistent with SEMS a nd NIMS. During a majo r emergency or disaster, the management and coordination of the City’s response and recovery occurs from the EOC.
Considered the City’s most critical fac ility duri ng a d isaster, the EOC maint ains b ackup and re dundant systems and e quipment to support continuous emergency opera tions even duri ng the worst of conditions. The EOC must be kept in a constant sta te of readiness with the ability to be activ ated during an emergency or immediately following the imp act of a disaster. The Rialto Fire Department is responsible for mainta ining the readiness of the Emergency Operations Center.
The Rialto Emergency Operation Center is located at the Rialto Police Annex Building:
PRIMARY EMERGENCY OPERATIONS CENTER (PEOC)
Rialto Police Annex Building
429 West Rialto Avenue
Rialto, CA 92376
7.1.4.4. ALTERNATE EMERGENCY OPERATIONS CENTER
The City of Rialto has not designated an Alternate Emergency Operations Center (AEOC).
The City will make real-time adjustments to an alternate EOC facility when needed.
ALTERNATE EMERGENCY OPERATIONS CENTER (AEOC)
Not designated
7.1.4.5. MOBILE EMERGENCY OPERATIONS CENTER
The City of Rialto does not maintain a Mobile Emergency Operations Center (MEOC).
The Rial to Police Department maintains a SWAT Re sponse Vehi cle, which at times has served as a mobile command and communications unit.
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7.1.4.6. JOINT INFORMATION CENTER
The Joint I nformation C enter (JIC) is a location where staff from various organizations with public information res ponsibilities can co -locate to perform critical emerg ency public information, cri sis communications, and public affairs fun ctions. The JIC for the City is co-located with the Emergency Operations Center ( EOC). The JIC develops, coordinates, and dissemi nates unified ne ws releases, coordinates pres s conferences, facilitates media inte rviews and tours, moni tors sources of media for accuracy of incident-related information, and coordinates all other public information activities.
Representatives wi thin the JI C are responsible for coordinating pu blic informatio n received fr om thei r department or agency and facilitating the flow of incid ent public information back to their department or agency. A Media Center may be established by the JIC where media members can stage to receive incident information.
The JIC coo rdinates public information with affected departments, agencies, and other levels of government. News re leases are cleared throug h the EO C Director to e nsure consistent messages, avoid the release of confl icting information, and pre vent negative impact on operations. T his fo rmal approval process for news releases provides protection of law enforcement-sensitive information or other sensitive information.
Departments and outside agencies may issu e their own news releases related to their policies, procedures, programs, and capabilities; however, these should be coordinated with the JI C. The JIC may have representatives from other jurisdictions or level s of government to ensure the adequacy and a vailability of infor mation and to maintain the consistency of public information.
The JIC’s pr imary focus is on delivering one synchronized message by the incident’s agencies and jurisdictions.
7.1.4.7. INCIDENT COMMAND POST
The Incident Command Post (ICP) is the fiel d location where the primary tactical-level, on-scene incident command functions are performed. The ICP signifies the site of the on- scene tactical-level incident command and management organization. The ICP typically comprises the Incident Commander (IC) and Command Staff. It may include other incident management officials, responders, public agency representatives, private-sector representatives, and non-governmental organizations.
Typically, the I CP is l ocated at or near the incident site and is focused on directing on- scene tactical opera tions. Incident action planning is conducted at the IC P. Mobile command and communications equipment will also be established at the ICP. Incidents of significance and complex incidents require close ICP to EOC int erface, communications, and coordination. Incident management activitie s, rega rdless of discipline or in cident type , are conducted using the Inc ident Command System organizational structure and action-planning process.
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7.1.4.8. STAGING AREA
A Staging Area may be established as a temporary holding location for assigned resources. Stagi ng Areas are established by the Incident Commander or Operation s Section Chief to enable the positioning of and accounting for resources assigned, though not having an immediate operational task on an incident. A Staging Area is any locati on where personnel, supplies, and equipment can be temporarily positioned while awaiting an operational assi gnment. Generally , staging area s are es tablished when emergency resources are required to su pport an emer gency incident; however, they are not immediately needed for an assignment.
To ensure these resources are immediately available for emergency assignment, they will be brought into a safe and proximal location to the incident to await an assignment. City departments that respond to an emergency incident will o ften be dir ected to eithe r the Incident Command Post (ICP) or a Staging Area.
Resources, personnel, or mobile equipment assigned to a Staging Area must:
1. Have a means of communication with the ICP.
2. Remain ready and able to respond out of the Staging Area within three minutes.
7.1.4.9. MOBILIZATION CENTER
A Mobilization Center is an off-incident location where emergency service personnel and equipment are temporarily loc ated p ending assignm ent to i ncidents, rel ease, or reassignment. A Mobilization Cente r is similar to a Staging Area , tho ugh i s gene rally activated and managed by the Emergency Operations Center (EO C). The E OC may establish a Mobilization Center in support of major emergencies and disasters that will serve as a mobilization point for mutual aid resources.
Unlike Staging Areas, Mobilization Centers are designed to support sustained operations during majo r incidents and often include fuel, food, and supplies . Dur ing a m ajor emergency affec ting the City of Rialto, several St aging Ar eas could be established, though t here is likely to be on ly one Mobili zation Ce nter at a cen tralized location. A Mobilization Center may also be used when assembling City resources for out-of-area or out-of-region emergency assignments.
7.1.4.10. EVACUATION RECEPTION CENTER
An Evacuation Reception Center is where the public temporarily gathers when displaced from their home, school, or business. Here, evacuated people will either remain until the incident concludes o r move to a mas s care center or shelter. An Evacuation R eception Center should be established in a s afe and comfortabl e place to provide disa ster survivors and evacuees a space where they are provided temporary r elief from an emergency. An Evacuation Reception Center may be established when the incident is of short duration, when overnight survivor assistance is not required, or when a shelter is
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not needed . Sometimes, an E vacuation Reception Center will be used until a fully operational Sh elter can b e set up . An Evacuation Reception Ce nter is often used as a solution in short-term in cidents since it may take four or more hours to ful ly set u p a Shelter.
7.1.4.11. SHELTER
A Shelter is a facility that provides temporary care for individuals and families who have been evacuated or displaced from their homes, schools, or businesses b y an emerg ency or dis aster. Unlike an Eva cuation Rec eption Center, a S helter provides sleepi ng accommodations. Evacuation Reception Centers may be e stablished in conjunction with a Shelter. Public Shelters are a refuge for those seeking temporary safety from a disaster or eme rgency. People going to a public Shelter are d oing so because they have been evacuated or displaced and need a safe and comfortable place to temporarily gather.
Shelters offer minimal necessit ies and are not i ntended to replace other opti ons for displaced people, such as staying with friends or family o r staying in hotels and motels.
People evacuating to a Shelt er are encouraged to bring basic necessities such as blankets, pillows, toiletries, and snacks with them. Opening a Shelter requires planning, heavy logistical ne eds, significant staffing resources, shower and restroom facili ties, sleeping accommodati ons, m edical and mental healt h care av ailability, and securi ty services.
7.1.5. MUTUAL AID
7.1.5.1. MUTUAL AID AGREEMENTS
No single local ju risdiction has all the personnel, equipment, and supplies to cope with a major emergency or disaster. Additional assistance may be obtained through mutual aid agreements that pro vide for getting resources from non -impacted, inter or intra- jurisdictional government al agencies and other organizations. Mutual aid agr eements are essential to emergency m anagement planning , response, and recovery activities.
These agreements can si gnificantly increase the availabil ity of critical resources and improve response and recovery efforts.
California's emergency assistance is based on a statewide mut ual aid system designed to provide additional resources to the state’s political subdivis ions wh enever their own resources are overwhelmed or inadequate. The basis for t his system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered i nto by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, public agencies, and federally recognized Tribes to assist each other by providing resources during an emergency.
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Mutual Aid assistance in California is provided through the following authorities:
▪ California Civil Defense Master Mutual Aid Agreement
▪ California Fire and Rescue Mutual Aid Plan
▪ California Urban Search and Rescue (US&R) Mutual Aid Plan ▪ California State Mutual Aid Pre-Position Program
▪ California Law Enforcement Mutual Aid Plan
▪ California Search and Rescue Mutual Aid Plan
▪ California Coroner Mutual Aid Plan
▪ California Public Health and Medical Assistance
▪ California Emergency Managers Mutual Aid (EMMA)
▪ California Public Works Mutual Aid Agreement
Interstate Mutual Aid assistance is provided through the following authorities:
▪ Robert T. Staffor d Disaster Relief and Emergency Assistance Act (Public Law 100- 705)
▪ Interstate Civil Defense and Disaster Compact
▪ Emergency Management Assistance Compact (EMAC)
7.1.5.2. MUTUAL AID COORDINATION
Mutual Aid systems work throu gh designated Mutua l A id Coordinator s at the Local Agency, Operational Area ( OA), Regional, and State le vels. Mutual Aid Coordinat ors receive requests, co ordinate the provision of resou rces from wit hin the c oordinator's geographic area of respon sibility, and pass on unfilled re quests t o the next level of coordination.
7.1.5.3. MUTUAL AID AREAS
Mutual Aid Region; Operational Area:
(a) A “mutual aid region” is a subd ivision of the State emergency services organization established to facilitate the coordination of mutual aid and other emergency operations within an area of the State consisting of two or more county operational areas. (b) A n “oper ational area” i s an intermediate level o f the state e mergency serv ices organization consisting of a county and all political subdivisions within the county area.
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7.1.5.4. MASTER MUTUAL AID AGREEMENT
“Master Mutual Aid Agreement” means the California Disaster and Civil Defense Master Mutual Aid Agreement, made and entered into b y and between the State o f California, its various departments and agencies, and the various political subdivisions of the state.
7.1.5.5. MUTUAL AID LEGISLATIVE PURPOSE
It is the legislative purpose of the Master Mutual Aid Agreement and related mutual aid systems to facilitate the rendering of aid to areas stricken by an emergency and to make unnecessary the execut ion of writ ten agreeme nts cu stomarily entered into by publi c agencies exercising joint powers. Emergency p lans duly ado pted and a pproved as provided by the Governor s hall be effective a s satisfying the requirement for mutual aid operational plans provided in the Master Mutual Aid Agreement.
7.1.5.6. OUTSIDE AID
Each party agrees to furnish resources and facilities and to render ser vices to each and every other party to this agreement to prevent and combat any type of disaste r in accordance with duly adopted mutual aid operation al plans, whether heretofore or hereafter adopted, detailing the method and manner by w hich such resources, facilities, and services are to be made available and furnished, which operational p lans may include provisions for training and testing to make such mutu al aid effective; provided, however, that no party shall be required to deplete unreasonably its own resources, facilities, and services in furnishing such mutual aid. Source: California Disaster and Civil Defense Master Mutual Aid Agreement.
7.1.5.7. EXERCISE OF MUTUAL AID POWERS IN NON-EMERGENCY PERIODS
In periods othe r than a State of War Emerge ncy, a State of Emergency, or a Local Emergency, stat e a gencies and polit ical subdivis ions have authority to exercise mutual aid powers in accorda nce with the Ma ster Mutual Aid Agreement and lo cal ordinances, resolutions, agreements, or plans thereof.
7.1.5.8. LOCAL CONTROL
Local officials to remain in charge at incidents requiring mutual aid.
Unless o therwise expressly provided by th e parties, the responsible local offi cial in whose jurisdiction an incident requiring mutual aid has occurred shall remain in charge at such incident, i ncluding th e direction of personnel and equipm ent provided him through mutual aid . Source: California Disaster and Civil Defense Maste r Mutua l Aid Agreement. Source: California Disaster and Civil Defense Master Mutual Aid Agreement.
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7.1.5.9. INTERSTATE AID AGREEMENTS
Reciprocal aid agreeme nts with other stat es or federal go vernment; consultation wi th local officials.
The Governor may on behalf of a state enter into reciprocal aid agreements or compacts, mutual aid plans, or other interstate arrangements for the protection of life and property with other states a nd the federal government, either o n a statewide basis or a pol itical subdivision basis. P rior to com mitting the personnel, equipment, o r facilities of any political subdivision of this state, t he Governor sha ll consult with the ch ief executive or governing body of s uch political subdivision. Such mutual aid arrangeme nts may include the furnishing or exch ange, on such terms and cond itions as are deemed necessary, of supplies, equipment, facilities, personnel, and services.
7.1.5.10. LOCAL MUTUAL AID PROVISIONS
In periods of Local Emergency, political subdivisions have full power to provide mutual aid to a ny af fected area i n ac cordance with local ordina nces, resolu tions, emer gency plans, or agreements thereof.
7.1.5.11. STATE MUTUAL AID PROVISIONS
Provision of mutual aid by state agencies.
State agencies may provide mu tual aid, i ncluding personn el, equipme nt, a nd oth er available reso urces, to assist pol itical subdi visions dur ing a Local Emergenc y or in accordance with mutual aid agreements or at the direction of the Governor.
7.1.5.12. MUTUAL AID CHARGES AGAINST THE STATE OF CALIFORNIA
Costs incurred in executing mutual aid agreements as charged against state.
In the absence of a State o f War Emergency or S tate of Emergenc y, the cost of extraordinary serv ices incurred by political subdivisions in executi ng mutual aid agreements sh all con stitute a legal char ge against the state wh en approved by th e Governor in accordance with o rders and re gulations promulgate d as prescribed in Section 8567 of the California Gover nment Code. Source: California Disaster and Civil Defense Master Mutual Aid Agreement.
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7.1.5.13. CA MUTUAL AID SYSTEMS
CALIFORNIA MUTUAL AID PROGRAM
MUTUAL AID SYSTEMS AND CHANNELS OF STATEWIDE MUTUAL AID COORDINATION COORDINATED BY Cal OES COORDINATED BY
EMSA
Fire and Rescue Law Enforcement Emergency Services Disaster Medical/Health
Fire-Rescue
Mutual Aid
Coroner Mutual Aid Public Works Mutual Aid Disaster
Medical/Health Mutual
Aid
Urban Search and
Rescue Mutual
Aid
Law Enforcement
Mutual Aid
Water Agency Response
Network (WARN)
Search and Rescue
Mutual Aid (non-urban)
Emergency Managers Mutual
Aid
7.1.5.14. STATE MUTUAL AID REGIONS
To coordinate mutual aid, the State of Cali fornia is divided into six mutual aid regions and three administrative regions. Rialto is in the Souther n Administrative Region and Mutual Aid Region VI.
The image below shows State Mutual Aid Regions.
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7.1.5.15. DISCIPLINE-SPECIFIC MUTUAL AID COORDINATION
The statewide mutual aid system includes several discipline-specific mutual aid systems, including Fire and Rescue , Law Enf orcement, and Eme rgency Man agers. To f urther facilitate the mutual ai d process, partic ularly du ring day -to-day emergencies involving public safety agencies, Fire and Re scue and Law Enforcement Mutual Aid Coordinators have been selected and function at the Operational Area (OA), Regional, and State levels.
Regional Disaster Medical Health Coordinators have also been identified for each mutual aid region to coordinate medical mutual aid.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the Emergency Managers Mutual Aid (EMMA) Plan by emergency management staff at the local government, OA, regional, and state levels.
The image below shows Discipline-Specific Mutual Aid Systems.
Source: CA Emergency Plan 2023
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7.1.5.16. CITY MUTUAL AID PARTICIPATION
The City of Rialto participates in v arious Mutual Ai d Programs. Local participation is coordinated by the department shown below:
MUTUAL AID PROGRAM RESPONSIBLE DEPARTMENT
Fire & Rescue Fire Department
Law Enforcement Police Department
Public Works Maintenance and Facilities Department
Utilities Water & Electric Utilities
Emergency Managers Mutual Aid Fire Department
7.1.5.17. MUTUAL AID AGREEMENT RESPONSIBILITY
The Ci ty of Rialto participates in v arious Mutual Ai d P lans. Local participation is coordinated by the department shown below:
MUTUAL AID PLAN RESPONSIBLE DEPARTMENT
California Master Mutual Aid Agreement City Manager’s Office Fire and Rescue Mutual Aid Fire Department
Law Enforcement Mutual Aid Police Department
Coroner Mutual Aid Police Department
Water Agency Response Network (WARN)
Omnibus Mutual Aid Agreement
Utilities
Utilities Mutual Aid Utilities
Public Works Mutual Aid Maintenance and Facilities Department Emergency Managers Mutual Aid (EMMA) Fire Department
7.1.6 . EMER GENCY MAN AGEMENT A SSIST ANCE C OM PACT
Since 20 05, California has been a party to the Emer gency M anagement Ass istance Compact (EMAC), a law in effect in all 50 states, the District of Columbia, Puerto Rico, the U.S. Virgi n Islands, and t he North ern Mar iana I slands. EMAC al lows st ates to share emergency response resources immediately during a di saster without wasting valuable time rea ching agree ments and developing contracts. This mutual aid compact enables California to receive and provide help among other states quickly during a disaster.
EMAC is the s tate’s primary leg al tool to immediatel y send and receive emer gency personnel and equipm ent across state borders during a major disaster. Before adopting EMAC, the California Off ice of Emergen cy Services sometimes negotiated individual governor-to-governor agreements with other states, while the disaster was ongoing.
EMAC is neither a federal agency nor part of the fed eral government. It is an agreement among 50 states, the District of Columbia , Puerto Rico, the U.S. Vi rgin Islands, and the Northern Mariana Islands to provide assistance across state lines when a disaster occurs.
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The go vernor of the affected area must first decla re a S tate of Emergency before it requests interstate emergency assistance. This request triggers the response from other EMAC-member states and sets the EMAC oper ations s ystem of coor dination and deployment in motion. EMAC gaine d national reco gnition in 2004 when four major hurricanes hit the U.S. in a six -week peri od, precipitating what was then the most extensive utilization of state-to-state mutual aid in the nation’s history.
Established in 1996, Congress ratified EMAC and signed it into law as Public Law 104-321.
It was the first national dis aster relief compact to be ratified by Congress since the Civil Defense Compa ct of 1950. EMAC's members can share resources from all discipline s, protect personnel who deploy, and be rei mbursed for miss ion-related costs. EMAC is administered by the National Emergency Management Association (NEMA).
7.1.7. EMERGENCY PRO MULGATIONS
7.1.7.1. DEFINITION OF LOCAL EMERGENCY
Definition of Local E mergency: “The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, c ity and county, or city, caused by such conditions as air poll ution, fire, flood, storm, ep idemic, riot, drought, sudden and severe ener gy shortage, pla nt or animal infestation or dise ase, the Governor’s wa rning of an ear thquake or volca nic prediction, or an earthquake... or other conditions, other than co nditions re sulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat…” Section 8558( c), Chapter 7 of Division 1 of Title 2 of the Government Code.
7.1.7.2. LOCAL EMERGENCY PROCLAMATIONS
The proclamation of a Local Emergency often provides the governing body with the legal authority to:
• Request that the Governor proclaim a State of Emergency; • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issui ng orders or regulations imposing a curfew within designated boundaries;
• 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 mut ual aid; require t he 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 commandeer the same for public use;
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• Impose penalties for violation of lawful orders; and
• Conduct emergency operations without incurring legal liability for perf ormance or failure of performance. (Note: Article 17 of the Emergency Services Act provides certain privileges and immunities.)
Local E mergency Proc lamations should be as specific as possible to the orders being issued and any assistance being requested from the State or Federal government.
The City Clerk and the City Attorney should provide guidance in developing and issuing a Proclamation of Local Emergency.
7.1.7.3. DESIGNATED OFFICIALS WITH AUTHORITY TO ISSUE
The Director of Emergency Services, Assistant Director of Emergency, Alternate Director of Emergency Services, and the Rialto City Cou ncil have the authority to issue a Proclamation of Local Emergency.
Whenever the Director of Emergency Services proclaims a local emergency, the City Council must take action to ratify the proclamation w ithin seven days thereafter or the proclamation has no further force or effect (Rialto Municipal Code Chapter 2.28.060 (A) (1).
7.1.7.4. SITUATIONS TRIGGERING PROCLAMATION OF LOCAL EMERGENCY
A local proclamation of emergency is recommended when:
• The event has or will potentially exceed the capabilities and resources of the City. • The City will likely have to exercise extraordinary police powers. • The City will likely have to issue special orders or regulations for the protection of life and property.
• The pro clamation is required to activat e special purchasing ag reements or spending authorities.
• The City will likely pursue state or federal assistance for response or recovery aid. • It is a prerequi site to requesting a County Em ergency Procla mation, Cal ifornia Office of Emergency Services Director’s Concurrence, Governor’s Declaration of a State of Emergency, or a Presidential Declaration of Major Emergency or Disaster. • The Di rector o f Emergency Services or the City Council , recognizing the seriousness of the situation, wishes to assure the p ublic through formal proclamation that t he Ci ty is respond ing with al l avail able resourc es t o p rotect public health and safety.
• While not a trigger for proclaiming a local emergency, the proclamation does “time sta mp” the emergency or disa ster for disaster record keeping and cost recovery purposes.
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7.1.7.5. DEADLINES
The following are deadlines important to the proclamation process:
Issuance: Within ten days after the actual occurrence of a disaster if assistance will be requested through the California Disaster Assistance Act (CDAA).
Ratification: If issued by official designated by ordinance, must be ratified by governing body within seven days.
Renewal: Reviewed at least every 60 days by the governing body until terminated.
Termination: At the earliest possible date that conditions warrant.
7.1.7.6. NOTIFICATION PROCESS
Local governments should notify the Operational Ar ea (OA) and provide a copy of th e local emergency proclamation as soon as possible.
▪ The OA shall notify their CalES Region and provide a copy of the proclamation as soon as possible.
▪ The CalOES Region will notify the CalOES Director and Deputy Directors and shall be the primary contact between the CalOES Director, OA , and the local jurisdiction for updates on any requests for assistance. ▪ The CalOES Director will respond in writi ng to the local government concerning the status of any requests for assistance included within the local proclamation or accompanying letter.
Note: A local emergency proclamation or Governor’s Proclamation is not a prerequisite for mutual aid assistance, Red Cross assistance, the Federal Fire Management Assistance Grant Pro gram, or federal disaster loan programs designated by the S mall Business Administration or the US Department of Agriculture.
7.1.7.7. LEVELS OF DISASTER ASSISTANCE
DIRECTOR’S CONCURREN CE
Purpose:
The CDAA au thorizes th e CalOES Dire ctor to provide financial assistance to repair and restore damaged public facilities and infrastructure.
Deadline:
CalOES must receive a request from the local government within ten days of an incident.
Supporting Information Required:
Local E mergency Proclamation, Initial Damage Estimate (I DE), and a reques t from the City Mayor or Administrative Officer, or County Board of Supervisors.
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GOVERNO R’S PROCLAMATION
Purpose:
Provides the Governor with power s au thorized by t he Emergency S ervices Act; authorizes the CalOES Director to provide financial relief for em ergency actions and restoration of public facilities and infrastructure; is a prerequisite for requesting a federal declaration of a major disaster or emergency.
Deadline:
CalOES must receive a request from the local government within ten days of an incident.
Supporting Information Required:
Local Emergenc y Proclamation, I nitial Damage Esti mate (IDE), and a r equest f rom the City Mayor or Administrative Officer, or County Board of Supervisors.
PRESIDENTIAL DECLARATION OF AN EMERGE NCY
Purpose:
Supports the response activities of the federal, state, and local go vernment. Authorizes federal agencies to provide “essential” assistance, including debris rem oval, temporary housing, and the distribution of medicine, food, and other consumable supplies.
Deadline:
The Governor must request on behalf of the local government within five days after the need for federal emergency assistance is apparent.
Supporting Information Required:
All of the supporting inform ation required abov e, a Gov ernor’s Proclamation, certification by the G overnor that the response is beyo nd the cap ability of the State, confirmation that the Governor has exe cuted the State’s eme rgency plan, information describing the State and local efforts, and identification of the specific type and extent of federal emergency assistance needed.
PRESID ENTIAL DECLAR ATION OF A MAJOR DISASTER:
Purpose:
Supports the response and r ecovery ac tivities of the federal, stat e, local government, and disaster relief organizations. Authori zes imp lementation of some or all federal recovery programs, including public as sistance, individual assistance, and haz ard mitigation assistance.
Deadline:
The Governor must request a federal declaration of a major disaster within 30 days of an incident.
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Supporting Information Required:
All o f the supporti ng information re quired above , and the Governor’s Procl amation, certification by the Gover nor that t he response is be yond the capability of the State, confirmation t hat the Governor has exe cuted the State’s em ergency plan, and identification of the specific type and extent of federal aid required.
7.1.7.8. FEDERAL AND STATE ASSISTANCE THAT REQUIRE PROCLAMATIONS
Federal and State Disaster Assistance that require a Local Emergency Proclamation Local Government Assistance:
• Reimbursement of extr aordinary emergency costs (e.g., overtime , debris removal, sandbagging).
• Funds to repair damaged public facilities (e.g., buildings, roads, equipment, parks, public utilities).
• Hazard Mitigation projects.
Individuals and Families Assistance:
• Housing assis tance, such as home repairs and temporary lod ging or rental assistance.
• Damage to personal property and medical or dental expenses. • Disaster unemployment benefits.
• Crisis Counseling.
7.1.7.9. SAMPLE LOCAL PROCLAMATION
SAMPLE PROCLAMATION
WHEREAS, Ordinance N o. ____ _____ o f the City/County of _____________ em powers the Director of Emergency Services* to proclaim the existence or threatened existence of a local em ergency when said City/ County is affected or likely to be affected by a public calamity and the City Council/County Board of Supervisors is not in session, and; WHEREAS, the Director of Emergency Services* of the City/County of _ ________does hereby find; That conditions of extreme peril to the sa fety of persons and property have arisen with in said city/county, cause d by ________ _____________(fire, floo d, sto rm, mudslides, torrential rain, wind, ear thquake, drought, or other ca uses); which began on the ______the day of ________________, 20_____. and;
That thes e con ditions are or are li kely to be beyond the cont rol of the services, personnel, equipment, and facilities of said City/County, and;
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That t he City Council/County Board of S upervisors of th e City/County of ________________ is not in session and cannot immediately be called into session; NOW, TH EREFORE, IT IS HE REBY PROCLAIM ED that a local emergency now e xists throughout said City/County, and;
IT IS FURTHER PROC LAIMED AND ORDERED that during the existen ce of said local emergency the powers, fun ctions, and duties of th e emergency or ganization of t his City/County shall be those prescribed by state law, by ordinances, and resolutions of this City/County, and; That this emergency proclamation shall expire in 7 days after issuance unless confirmed an d ratified by the governing body of th e City/County of __________________________________.
Dated: __________________________ By: _____________________________ Director of Emergency Services*
Print Name_________________________
Address____________________________
*Insert appropriate title and governing body
Note: It may not be necessary for a city to proclaim a local emergency if the county has already proclaimed an emergency that applies to the entire geographic county area or to a specific area that includes the impacted city or cities.
7.1.7.10. REQUEST FOR CALIFORNIA DISASTER ASSISTANCE FUNDING
Request for California Disaster Assistance Act (C DAA) Funding in a Local Emergency Proclamation
CDAA Request Process
As set forth in the California Govern ment Code, Title 2, Division 1, Chapter 7.5 – California Disaster Assistance Act (CDAA), only a govern ing body of a city (mayor or chief executive), county (chairman of a board of supervisors or county administrativ e officer), or city and county may seek financial a ssistance through CDAA, by order of a Direct or’s Concurrence or Governor’s Proclamation. The request fo r CDAA can be included in a local emer gency proclamation; however, it is more appropriate to request C DAA on separate letterhead once the gover ning body has identified and can certify that local resources are insufficient and the situation is beyond its collective capabilities.
Verification of Damages
When the governin g body submits its local emergency proclamation to the California Governor’s Office of Em ergency Ser vices ( CalOES) Regional Operations, the pac kage should include an Initial Damage Estimate (IDE). An IDE is the local government’s
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identification of the impacts and local response and recovery activities. The IDE assists CalOES understand the jurisdictions ’ damages and to prioritize Preliminary Damage Assessment (PDA) efforts, which can lead to a state or fede ral disaster declaration. An Operational Area mus t include all its affected governing bodies (c ities, towns ), special districts (school di stricts, wa ter districts, community services d istricts), and private nonprofit organiza tions within the IDE. Cal OES Regional Operations then forwards the IDE to CalOES headquarters, which includes a Regional Event Summary (RES) delineating the event’s impact.
An IDE should include:
• Type and extent of public and private sector damage;
• Estimates of damages and emergency response costs; and • Any acute public health and environmental issues.
To assist the Governor in determining if funding under CDAA should be g ranted, the IDE and RES are revie wed, an d if warranted , a State pre -assessment is conducted by the CalOES Recovery Division. Cal OES works wit h the local jurisdictions’ emergency management and public safety agencies in the Operational Areas affected by the disaster to complete these assessmen ts. Onc e a determination is made, Cal OES will n otify the requesting jurisdiction verbally by the CalOES Region and in writing by C alOES Recovery Division.
Factors Utilized in Consideration
In evaluating a local governme nt’s request for financ ial assistance under CDAA, several factors and relevant information are considered in determining the severity, magnitude, and impact of a disaster , and developing a recommendation to the Governor. The very nature of disast ers, their unique circu mstances, and varied impacts often impede a constant set of factors considered when evaluating disaster declaration requests; however, primary considerations include:
Factors Considered
• Activation of Emergency Operations Plan and Emergency Operations Center. • Amount and type of damage , including response costs, emergency protective measures, deb ris removal, public infrastructure damage, number of businesses affected, and number of homes destroyed or with major damage. • Amount of available funding at the local level.
• Available assistance or additional programs from other sources including federal, state, local, voluntary, and NGOs.
• Costs of the disaster distributed per population (per capita). • Dispersion or concentration of damages.
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• The existence of a FEMA approved Local Hazard Mitigation Plan. • History or frequency of disasters over a recent time period. • Imminent threats to public health and safety or the environment. • Impact on the critical infrastructure and facilities of the affected area. • Impacts on essential government services and functions. • Level of insurance coverage in place for public facilities and homeowners. • Per capita income and poverty level of the operational area (county). • Requirement or request for regulatory, statut ory, or permit extension waiver or relief.
• Resource commi tments and av ailability of local, regional, and state mutual aid assets.
• Capabilities of the State government.
7.1.8. TR AIN ING AN D E XERCISE S
EMERGENCY MANAGEMENT TRAINING PROGRAM
Training is essential to prepare public officia ls, eme rgency managers, and emergency response personnel for dis asters. A robust training program , based on performance requirements, should be conducted re gularly to ensure existing staff maintai n their readiness and new staff learn needed skills and knowledge.
The Emergency Se rvices Coordinator coordinates disaster response training for the City in cooperation wi th City Departments and external supporting agencies. Training includes Disaster Service Worker traini ng, EOP or ientation, SEMS -NIMS training, EOC Operations and Management training, and EOC Section and Po sition S pecific training.
Additional hazard-specific and emergency function -specific training is conducted as needed. A wide range of Workshops, Seminars, Drills, and Emergency Exercises are conducted to validate emergency plans and staff training.
Training of e mergency ope rations s taff should b e continually conducted on a regular cadence and sch edule. In -house training sessions, exe rcises, actual o perations, or sponsored class es are sources for ac complishing this training. Various traini ng cour ses are provided by the San Bernardino County Office of Em ergency Service s, CalOES- California Specialized Training Institute (CSTI), Riverside Urban Area Initiative (RUASI, and other training organizations.
FEMA also offers classroom-based and online independent study through the Emergency Management Institute (EMI).
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It is the resp onsibility o f e ach department, special di strict, n on-governmental organization, and business i nstitution to ensure that st aff are trained to an appropriate level commensurate with their potential emergency a ssignment. Trainin g needs are often ident ified in emergency management credentialing standards, gap and needs assessments, and after-action/corrective action reports.
Standard emergency tasks and cap abilities to be trained on may be found in FEMA’s National Preparedness Goal – Core Capabilities.
Training of emer gency organization staf f should be consistent with their potential assigned in e mergency o perations, their role on special response teams, the CA Standardized Em ergency Manage ment S ystem ( SEMS) trai ning requirements, and t he National Incident Management System (NIMS) training doctrine.
EMERGENCY MANAGEMENT EXERCISE PROGRAM
Exercises allow personnel to become familiar with the procedures, facilities, and systems used in emergencies. State agencies and local jurisdictions should plan and participate in all-hazards exercises with emergency management organizations and first response agencies. Exercises should also i nclude rec overy components. Regular exercises should also focus on running “sustained operations”, whereas the exercises are carried out over multiple operational periods, hours, or even days.
Rialto will execute emergency exercises essential to validating emergency p lans and procedures, rei nforcing section and position-specific role s and r esponsibilities, testing equipment and systems, and g enerally preparing the EOC response team and the public on responding and recovering from threats and risks.
Emergency exercises will gener ally include a combination of discussion-based an d operations-based exercises, including:
• Seminars
• Workshops
• Games
• Drills and Tests
• Tabletop Exercises
• Functional Exercises
• Full-Scale Exercises
The following list describes the range of exercise types that are used:
• Seminars are discussion-based to introduce information about a partic ular topic or current policies, plans , and procedures. Seminars are suitable for an audience unfamiliar with emergency plans and may serve as a sta rting point for more complex exercises.
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• Workshops are discussion -based used to deve lop deliverables, such as a plan, procedure, or After-Action Report (AAR) / Improvement Plan (IP). Wo rkshops are more participant- based and suitable for collecting ideas f rom a dive rse group of stakeholders.
• Games are discussion-based, structured forms of play designed for participants to test their operational decision-making in a hypothetical situation and exp lore the consequences of their choices. Games are good for reinforcing training, team building, and enhancing operational and tactical capabilities. • Drills and Tests are operations-based and require participants to perform a single operation or function, su ch as an evac uation or sending a test wir eless emergency alert. Drills and tests are suitable for v alidating that a cap ability is operating as intended and providing participants practice maintaining a skill. • Tabletop Exercises (TTXs) are discussion -based and b uilt around a scenario so participants can discuss how they would ap ply policies, plans, and procedu res.
Tabletop exercises are a n excellent way to identify strengths and a reas of improvement in existing or potential processes in a hypothetical situation. • Functional Exercises (FEs) are operations -based and req uire par ticipants to perform multiple capabil ities and fu nctions in a realistic environment but with most resource movement and complex interactions being simulated. Functional Exercises are excellent for validating emergency capabilities, operational plans, and procedures.
• Full-Scale Exercises (FSEs) are operations -based and the most complex and resource-intensive to set up. FSEs often involve multiple agencies, d epartments, and jurisdictions a nd real-time int eraction of participants from Emer gency Operations Center(s) to field personnel , performing and moving as they would in a real emergency. Ful l-scale exe rcises are excellent for te sting t hat an organization’s pla ns, policies, and procedures can b e applied in real-time. FSEs can also validate that coordination with mu ltiple organizations in a cooperative system (e.g., ICS) can be achieved.
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8.0. PLAN DEVELOPMENT AND MAINTENANCE
8.1.1. PLAN DEVELO PMEN T
The Emerg ency Oper ations P lan (E OP), i ts annexes, app endices, and supporting procedures have been developed in coordination with and consistent with the following directives, guidance, or plans:
▪ California Emergency Plan (ver. 2017 and 2023 draft)
▪ California Standardized Emergency Management System (SEMS) ▪ National Incident Management System (NIMS)
▪ National Response Framework (NRF)
▪ Comprehensive Prepared ness Guide (CPG 101 ver.3.0), and its predecessor SLG 101
The County of San Bernardino County Emergency Operations Plan ( ver. 2018) was also considered in developing the Rialto EOP.
This EOP is the principal reference source that guides the City of Rialto’s emergency management activities. Most every governmental function of the City has a role in the EOP and, as such , shares the responsibility for input into its develo pment and maintenance.
PLAN APPROVAL
Comprehensive u pdates should occur eve ry two years. The City Manag er or designee will ap prove substantive revisions and updates to t he Emergency Operations Plan and Standard Operating P rocedures (SOPs) that occur following the adoption of the Emergency Operations Plan. These revisions or updates are co nsidered a matte r of regular business. Less substantive modifications or updates may be mad e by the City ’s Emergency Services Coordinator without further approval.
8.1.2. PL AN M AINTENANCE
Lead, Suppo rt, or Coordina ting departments will maintain and ke ep current the EOP, annexes, appendices, procedures, resource inventories, and notification and recall lists in the following manner:
a) The EOP, its annexes, and appendices, will be reviewed every year. b) A comprehensive review and update of the EOP will be done every two (2) years. c) Department or agen cy changes or additions to the EOP wi ll be forwarded to the Rialto Fire Department for review and consideration.
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d) Resource inventories and notification or recall lists shou ld be reviewed every six months and updated as changes occur.
e) Procedures should be reviewe d following e valuations of actual eme rgency or disaster operations and after exercises and training where deficiencies are noted. f) Substantive c hanges to Part I o f the EOP wi ll be recorded in the Record of Changes Table on page 13.
The Rialto Emergency Operations Plan will be reviewed annually. Revisions will be made as changes are identified. The EOP should also be reviewed and revi sed when organizational changes occur in City government, with state or federal emergency planning standard changes, and after real -world incidents. City departments should be prepared to assist the Fire Department with reviews, revis ions, and updates to the plan.
The EOP wi ll be distributed to holders of the plan , as identified on page 15, when substantive changes are made. When n on-substantive modifications to the plan are made, the EOP will not be re-distributed each time.
STANDARD OPERATING PROCEDURE DEVELOPMENT AND MAINTENANCE It is anticipated that Lead, Support, and Coordination Departments will develop standard operating procedures ( SOP) or standard operating guidelines (SOG) supportive of the EOP. Due to the strategic nature and formatting of a n EOP , every contingency or emergency function cannot be fully addressed in this plan. As such , additional policies, procedures, or guidelines will continually need to be developed and revised.
SOPs and SOGs may include the following:
• Guidance information
• Responsibilities of responding employees/agencies
• Procedures
• Personnel Assignments
• Contact Lists
• Equipment Lists
• Forms
INSPECTION, INVENTORY, AND TESTING OF EQUIPMENT AND SUPPLIES EOC supplies maintained by the C ity of Rialto should be checked and inventoried annually. EOC c ommunications e quipment should be tes ted to the frequency listed below.
Equipment Test Frequency
Commercial telephone network Daily
City Radio Networks Quarterly
Computers and networks Monthly
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The C ounty of San Ber nardino is resp onsible for t esting any equipment owned a nd operated by County agencies.
8.1.3. P LAN RE VIS IONS
The EOP is con tinually bei ng reviewed, updated, a nd revised. Revised v ersions with substantive changes will be distributed digitally by the Rialto Fire Department. Outdated versions of th is plan s hould be destroyed when a new version is published so that only the most recent version is in circulation.
Revisions, updates, and enhancements to t he EOP may be m ade without City Council adoption when said ch anges ar e a ma tter o f the normal i mprovement plannin g and corrective action pro cess. Regular and routine updates may be made with out further promulgation or legislative action.
The schedule for revisions and updates to the EOP includes a full update every two years.
More freq uent routine updates and revisions will be made when identified through lessons learned of actual events, trainings, and exercises.
Substantive revisions and changes to Part I o f the EOP will be recorded in the Recor d of Changes table on page 13.
8.1.4. C OORDINATIO N WITH OTHER PL ANS
The Rialto EOP has been developed in coordination with the concepts and principles of the following plans and policies:
o Rialto Continuity of Operations Plan (ver. 2023)
o Rialto Hazard Mitigation Plan (ver. 2023)
o California Emergency Plan (ver. 2017 and ver. 2023 Draft) o San Bernardino County Emergency Plan (ver. 2018)
o National Response Framework (ver. 2019)
o National Preparedness Goal (ver. 2015)
o National Infrastructure Protection Plan (ver. 2013)
o National Homeland Security Strategy (ver. 2017)
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9.0. AUTHORITIES AND REFERENCES
The authorities and references in this section establish two foundations:
1. The legal basis (statutes, ordinances, executive orders, regulations, proclamations) for emergency operations; and
2. The basis for delegation of emergency authority, i.e., enabling measures sufficient to en sure that sp ecific emergency-related legal auth orities can be exercised by elected or appointed leadership or their designated successors.
The California State Emergency Plan (SEP), having been promulgated under provisions of the California Emergency Services Act, provides statewide authorities and responsibilities, and describes the functions and operations of government at all levels during extraordinary emergencies, i ncluding war. Section 8 568 of the Act st ates in pa rt that "the State Emergency Plan s hall be in eff ect in each political subdivision of t he State, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof."
The City of Rialto Emergency Operations Plan (EOP) is considered an extension of the State Emergency Plan.
CITY OF RIALTO MUNICIPAL CODE
▪ Chapter 2.28 Emergency Organization
▪ Chapter 2.28.60 Director and Assistant Director of Emergency Services ▪ Chapter 2.28.080 Emergency Plan
COUNTY OF SAN BERNARDINO CODE OF ORDINANCES
▪ Title 2, Division 1, Chapter 1 Emergency Services Organization ▪ Title 2, Division 1, Chapter 1, Section 21.0103 Office of Emergency Services ▪ Title 2, Division 1, Chapter 1, Section 21.0104 Director of Emergency Services
STATE CONSTITUTION
▪ Constitution of the State of California
CALIFORNIA STATE LAW
▪ Air Pollution Permit Streamlining, Health and Safety Code §42320 ▪ Air Toxics Hot Spots, Health and Safety Code §44300
▪ Disaster Project Law, Health and Safety Code §34000
▪ Disaster Recovery Reconstruction Act of 1986, Government Code §8877.1 ▪ Earthquake Education Act, Public Resources Code §2805 ▪ Earthquake Fault Zoning Act, Public Resources Code §2621 ▪ Earthquake Hazards Reduction Act, Government Code §8871 ▪ Economic Disaster Act of 1984, Government Code §8695
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▪ Employees Safety Act, Labor Code §2801
▪ Emergency Services Act, Government Code §8550
▪ Essential S ervices Bui ldings Seismi c S afety A ct of 1986, Health and S afety Code §16000
▪ FIRESCOPE Act of 1989, Health and Safety §13070
▪ Flood Control Law, Water Code §8000
▪ Flood Control Law of 1946, Water Code §12800
▪ Flood Plain Management Act, Water Code §8400
▪ Hazardous Su bstances Highway S pill Conta inment and Abatement Act , Vehicle Code §2450
▪ Hazardous Materials Releas e Re sponse Plans and Inve ntory, Heal th and Safety Code §25500
▪ Integrated Waste Management Act, Public Resources Code, §40050 ▪ School Earthquake Emergency Procedures, Education Code §35295 - 35297 ▪ California Disaster Assistance Act, Government Code §8680 ▪ Oil Spill Prevention and Response Act, Government Code §8670.1 ▪ Planning and Zoning Law, Government Code §65000
▪ Radiation Protection Act of 1999, Health and Safety Code §114650 ▪ Sabotage Prevention Act of 1950, Military and Veterans Code §1630 ▪ Seismic Hazards Mapping Act, Public Resources Act §2690 ▪ Hospital Facilities Seismic Safety Act, Health and Safety Code §129675 ▪ Seismic Safety Commission Act, Government Code, §8870 ▪ Water Shortage Emergency Act, Water Code §350
▪ California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code)
▪ California Code of Regulations, Title 19, Sections 2920, 2925, and 2930 (Standardized Emergency Management System-SEMS)
▪ California Natural Disaster Assistance Act (Chapter 7.5 of Division 1 of Title 2 of the ▪ Government Code).
▪ Water Code, Division 1, Chapter 2, Article I, Section 128 (California Department of Water Resources Flood Fighting)
▪ 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.
▪ Assembly Bill 580 (County Emergency Plan submittal to CalOES) ▪ Assembly Bill 2386 (CalOES review of 10 County Emergency Plans per year) ▪ Assembly B ill 2968 ( County’s re quest for CalOES to review EOP an d pro vide technical assistance)
▪ Assembly Bills 2311 and 477 (Access and Functional Needs) ▪ Senate Bill 160 (Cultural Competence)
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CALIFORNIA CODE OF REGULATIONS
▪ Title 19, Public Safety, Division 2, Chapter 1, Standardized Emergency Management System, §2400
▪ Title 19, Public Safety, Division 2, Chapter 2, Emergencies and Major Disasters, §2510
▪ Title 19, Public Safety, Division 2, Chapter 2, Subchapter 2, Hazardous Substances Emergency Response Training, §2510
▪ Title 19, Public Safety, Division 2, Chapter 3, Conflict of Interest Code, §2600 ▪ Title 19, Public Safety, Division 2, Chapter 4, Hazardous Material Release Reporting, Inventory, and Response Plans, §2620
▪ Title 19, Public Safety, Division 2, Chapter 5, State Assistance for Fire Equipment Act, §2800
▪ Title 19, Public Safety, Division 2, Chapter 6, California Disaster Assistance Act, §2900
▪ CA Government Code §3100, Disaster Service Workers and Public Employees
FEDERAL LAWS
▪ Comprehensive Environmental Resp onse C ompensation and Liability Act (CERCLA), Title 42 USC, §9601
▪ Emergency Planning and Community Right -to-Know Act, 198 6 (a lso k nown as SARA Title III, as amended in CERCLA, Title 42 USC, §11001) ▪ Federal Water Pollution Control Act, 33 USC §1251
▪ Disaster Relief Act of 1974
▪ The Robert T. Staf ford Disaster Relief and Emergency Assistance Act, 1988, P.L. 93-288 as amended
▪ Federal Civil Defense Act of 1950, Public Law 81-920, as amended ▪ Public Law 84-99 (U.S. Army Corps of Engineers-Flood Fighting)
CODE OF FEDERAL REGULATIONS
▪ 7 CFR Farmers Home Administration (FmHA) recovery, land use policy, soil conservation service, disaster losses
▪ 10 CFR Department of Defense (DOD) relates to Defense Production Act, priority supply of crude oil and petroleum products
▪ 24 CFR Housing and Urban Development, Disaster Assistance Act of 1974 ▪ 29 CFR Hazardous Waste Operation and Emergency Response (HAZWOPER), §1910.120
▪ 32 CFR Department of Defense (DOD), national defense, military resources in support of civil authorities
▪ 40 CFR Environmental Protection Agency (EPA) hazardous waste treatment, storage, and disposal facilities.
▪ 44 CFR Federal Emergency Management Agency (FEMA) federal disaster assistance programs, emergency and major disaster declarations, disaster field offices, State, and federal coordinating officers
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▪ 45 CFR Public Welfare, Health and Human Services, emergency energy conservation program
PRESIDENTIAL DIRECTIVES
Homeland Secur ity Presidential Directives (HSPD) are iss ued b y the P resident of the United States on matters pertaining to Homeland Security. ▪ HSPD – 1: Organization and Operation of the Homeland Security Counci l. (White House) E nsures coordination of all homeland s ecurity-related activi ties a mong executive departments and agencies and promotes the effective develo pment and implementation of all homeland security policies.
▪ HSPD – 2: Combating Terrorism Through I mmigration Poli cies. (Wh ite House ) Provides for the creation of a task force w hich will work aggressively to prevent aliens who engage in or support terrorist activity from entering the Un ited States and to detai n, prosecute , or deport any such aliens who are w ithin the United States.
▪ HSPD – 3: Homeland Security Advi sory System. (W hite H ouse) E stablishes a comprehensive and effective mea ns to disseminate inf ormation regarding the risk of terror ist acts to Federal, State, an d local authorities and to the Am erican people. (replaced by National Terrorism Advisory System in April 2011) ▪ HSPD – 4: National Stra tegy to Comb at Weapons of Mass De struction. (Wh ite House) A pplies new technologies, in creased empha sis on inte lligence co llection and analysis, strengthens alliance relationships, and establishes new partnerships with former adversaries to counter this threat in all of its dimensions. ▪ HSPD – 5: Management of Domestic Incidents. (White House) En hances th e ability of the United States to manage domestic incidents by establishing a single, comprehensive national incident management system.
▪ HSPD – 6: Integration and Use of Screening Information. (White House) Provides for the establishment of the Terrorist Threat Integration Center. ▪ HSPD – 7: Critical Infrast ructure Identif ication, Prioritization, and P rotection. (White House) Establishes a national policy for Federal departments and agencies to identify and pri oritize United States critical infras tructure and key re sources and to protect them from terrorist attacks.
▪ HSPD – 8: National Prep aredness. ( White H ouse) Ide ntifies steps for improved coordination in response to incidents. This dire ctive describes the w ay Fe deral departments and agencies will prepare for such a response, including prevention activities dur ing the ea rly stages of a terr orism inci dent. This directive is a companion to HSPD-5.
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▪ HSPD – 8 Annex 1: National Planning. (W hite House) Further enha nces the preparedness of the United S tates by formally e stablishing a standard and comprehensive approach to national planning.
▪ HSPD – 9: Defense of U nited States Agriculture an d Food . (White House) Establishes a national policy to defend the ag riculture and food system against terrorist attacks, major disasters, and other emergencies. ▪ HSPD – 10: Biodefense for the 2 1st Century. (White House) Pro vides a comprehensive framework for our nation's Biodefense.
▪ HSPD – 11: Comprehensive Terrorist-Related Screen ing Procedures. (White House) Impleme nts a coo rdinated a nd comprehe nsive approach to terrorist - related sc reening th at s upports homeland security, at ho me and abroad. This directive builds upon HSPD – 6.
▪ HSPD – 12: Policy for a Com mon Identification Stand ard for Federal Employees and Contrac tors. (White House) Establishes a mandatory, Government -wide standard for secu re a nd re liable form s of ident ification issued b y the Federal Government to its employees and contractors (including contractor employees). ▪ HSPD – 13: Maritime Security Policy. (White House) Establishes policy guidelines to enhance national and homeland security by protecting U.S. maritime interests. ▪ HSPD - 16: Aviation Strategy. (White House) Details a strategic vision for aviation security while recognizing ongoing efforts an d directs the produ ction of a National Strategy for Aviation Security and supporting plans. ▪ HSPD – 18: Medical Co untermeasures against Weapo ns of Mass Destruction. (White House) Establishes poli cy guidelines to draw up on the considerable potential of the scientific community in the p ublic and private sectors to ad dress medical countermeasure requirements relating to CBRN threats. ▪ HSPD – 19: Combating Terr orist U se of E xplosives in the United St ates. (White House) Establishes a national policy, and calls for the development of a nati onal strategy and implementation plan, on the prevention and detection of, protection against, and response to terrorist use of explosives in the U.S. ▪ HSPD – 20: National Continuity Policy. (White House) Establishes a comprehensive na tional poli cy on the continuity of federal governmen t structures and o perations and a single Nat ional Cont inuity Coordinator responsible f or coordinating the dev elopment a nd implementatio n o f federal continuity policies.
▪ HSPD – 21: Public Health and Medical Preparedness. (White House) Establishes a national strategy that wi ll e nable a level of public h ealth a nd medical preparedness sufficient to address a range of possible disasters.
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▪ HSPD – 22: Trafficking in P ersons. (White House) Establishes a n ational policy to advance the United States Government's fight against trafficking in persons.
COUNTY OF SAN BERNADINO PLANS AND AGREEMENTS
▪ County of San Bernardino Resolution #2013-41, February 2 6, 2013, adopting the revised San Bernardino Emergency Operations Plan.
▪ County Resolution No. 229: California Master Mutual Aid Agreement. Adopted and approved on January 8, 1951.
▪ County Resolution No. 21.019 (b): Re gistered Volunteer Disaster Service Workers.
County Code 21.0109 was recently repealed and reenacted through Ordinance No. 4191 related to volunteers. County Ordinan ce No. 4191 also includes additio nal information for registered disaster service workers’ entitlements under State law – under 21.0105 (b) (3).
▪ County Resolution No. 95-219: Adoption of Standardized Emergency Management System (SEMS). Adopted in September 1995, this Resolution contains language supporting the County’s use and implementation of SEMS and the OA Concept. ▪ County Resolution No. 2006 -329: Adoption of National Incident Management System (NIMS). A dopted NIMS a nd included language that the County would continue use of SEMS. Count y Resolution No. 21.0106: Establish Disaster Council.
County Ordnance No. 4191 also defines the County’s Disaster Council membership (21.0106) and powers/duties (21.0108).
▪ County Resolution No. 2017-204: Adoption of Multi-Jurisdictional Hazard Mitigation Plan. Adopted in October 2017 this resolution adopted the County’s MJHMP.
CA STATE EMERGENCY PLANS
▪ California Emergency Plan, October 2017 and 2023 Draft ▪ California Contingency Plan for Excessive Heat Emergencies, 2014 ▪ California Contingency Plan for Extreme Cold/Freeze Emergencies, 2013 ▪ California Emergency Repatriation Plan, 2023
▪ California Concept of Operations for Pandemic Influenza, 2009 ▪ California Catastrophic Incident Base Plan, 2008
▪ Northern California Catastrophic Flood Response Plan, 2018 ▪ Bay Area Earthquake Catastrophic Earthquake Reponses Plan, 2016 ▪ Southern California Catastrophic Earthquake Reponses Plan, 2022 ▪ California Childcare Disaster Plan, 2016
▪ California State Emergency Alert System Plan, 2017
▪ California Disaster Recovery Framework, 2019
▪ California Enhanced Hazard Mitigation Plan, 2023
▪ Cascadia Earthquake/Tsunami Plan, 2013
▪ California Distribution Management Plan, 2021
CA MUTUAL AID PLANS
▪ California Coroner Mutual Aid Plan
▪ California Emergency Managers Mutual Aid Plan
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▪ California Fire and Rescue Mutual Aid Plan
▪ California Law Enforcement Mutual Aid Plan
▪ California Medical Mutual Aid Plan
SUPPORTING DOCUMENTS
▪ California SEMS (Standardized Emergency Management System) Guidelines ▪ California SEMS Approved Course of Instruction (ACI)
▪ California EOC Credentialing Task Books
▪ California Statewide Multi-Agency Coordination System Guide
RESOURCE DOCUMENTS
▪ California FEAT 1 Guidelines for Coordinating Flood Emergency Operations ▪ California FEAT 2 Legal Guidelines for Flood Evacuation ▪ California FEAT 3 Flood Preparedness Guide for Levee Maintaining Agencies ▪ California FEAT 5 Emergency Plans for Mobile Home Parks ▪ California FEAT 6 MOU Animal Care During Disasters
▪ California Legal Guidelines for Controlling Movement, People, and Property ▪ California Emergency Drinking Water Procurement Distribution Guidance, 2014 ▪ California Mobilization Centers-ASEMS Guide for State& Local, 2001 ▪ California Post-Disaster Volunteers Local Govt, 2001
▪ California Risk Communication Guide State & Local Agencies, 2006 ▪ CalOES Updates to County Emergency Plan Legislation, February 16, 2022
MEMORANDUMS OF UNDERSTANDING AND AGREEMENTS
▪ California Disaster and Civil Defense Master Mutual Aid Agreement (also referred to as the Master Mutual Aid Agreement) (MMAA)
▪ Memorandum of Underst anding – Office of E mergency Serv ices (O ES) and Department of Fish and Game (DFG)
▪ Memorandum of Unders tanding - National American Red Cross and Department of Social Services
▪ Memorandum of Understanding - OES California Division of Mines and Geology, and the United States Geological Survey
▪ Statement of Operational Relationships Between t he American Red Cros s and California Office of Emergency Services
FEDERAL EMERGENCY AND DISASTER PLANS AND PROCEDURES
▪ National Response Framework, 2019
▪ National Prevention Framework, 2016
▪ National Protection Framework, 2016
▪ National Mitigation Framework, 2016
▪ National Recovery Framework, 2016
▪ National Preparedness Goal, 2015
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10.0. GLOSSARY OF ABBREVIATIONS AND
DEFINITIONS OF TERMS
ABBREVIATI ONS
ACS Auxiliary Communications Services
AAR After Action Report
ACI Approved Course of Instruction
ADA Americans with Disabilities Act
ARC American Red Cross
Cal ISO California Independent System Operations
CalOES California Governor’s Office of Emergency Services CalFIRE California Department of Forestry and Fire Protection CalTRANS California Department of Transportation
CAP Civil Air Patrol
CBO Community Based Organization
CBRNE Chemical, Biological, Radiation, Nuclear, Explosive CCC California Conservation Corps
CCR California Code of Regulations
CDAA California Disaster Assistance Act
CDC Center for Disease Control
CERT Community Emergency Response Team
CHP California Highway Patrol
CIP Critical Infrastructure Protection
CISD Critical Incident Stress Debriefing
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System CNG California National Guard
COG Continuity of Government
CONOPS Concept of Operations
COOP Continuity of Operations
CPUC California Public Utilities Commission
CST Civil Support Team
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CSTI California Specialized Training Institute
DHS Department of Homeland Security
DMA 2000 Disaster Mitigation Act of 2000
DOC Department Operations Center
DOE Department of Energy
DOJ Department of Justice
DRC Disaster Recovery Center
DSR Damage Survey Report
DSW Disaster Service Worker
DWI Disaster Welfare Inquiry
DWR Department of Water Resources
EAS Emergency Alert System
EDIS Emergency Digital Information Service
EMS Emergency Medical Services
EDIS Emergency Digital Information System
EMAC Emergency Management Assistance Compact
EMMA Emergency Managers Mutual Aid
EMSA Emergency Medical Services Authority
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
EPI Emergency Public Information
EPZ Emergency Planning Zone
ERD Emergency Resource Directory
ESA California Emergency Services Act
ESF Emergency Support Function
ETA Estimated Time of Arrival
FEMA Federal Emergency Management Agency
FHWA Federal Highway Administration
FBI Federal Bureau of Investigation
FCC Federal Communications Commission
FIRESCOPE Firefighting Resources of California Organized for Potential Emergencies FIRM Flood Insurance Rate Map
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FMA Flood Mitigation Assistance
FMAG Fire Management Assistance Grant Program
GAR Governor’s Authorized Representative
GIS Geographical Information System
HAZ MAT Hazardous Materials
HHS Department of Human Health Services
HMA Hazard Mitigation Assistance
HMC Hazard Mitigation Coordinator
HMGP Hazard Mitigation Grant Program
HSPD Homeland Security Presidential Directive
HT Handy Talkie
IA Individual Assistance
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IHP Individuals and Households Program
IMAT Incident Management Assistance Team
IMS Incident Management System
IST Incident Support Team
JFO Joint Field Office
JIC Joint Information Center
JIS Joint Information System
LAC Local Assistance Center
LHMP Local Hazard Mitigation Plan
MAC Multiagency Coordination
MAC
Group Multiagency Coordination Group
MACS Multi-Agency Coordination System
MMAA California Disaster and Civil Defense Master Mutual Aid Agreement MOU Memorandum of Understanding
NHTSA National Highway Traffic Safety Administration
NAWAS National Warning System
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MHz Megahertz
NCIC National Crime Information Center
NDAA Natural Disaster Assistance Act
NEPA National Environmental Policy Act
NFIP National Flood Insurance Program
NGO Non-Governmental Organization
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRC U.S. Nuclear Regulatory Commission
NTSB National Transportation Safety Board
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
OEM Office of Emergency Management
OES Office of Emergency Services
OHS Office of Homeland Security
PA Public Assistance
PDA Preliminary Damage Assessment
PDM Pre-Disaster Mitigation
P.L. Public Law
PIO Public Information Officer
PNP Private Nonprofit
POST Commission on Peace Officer Standards and Training RACES Radio Amateur Civil Emergency Services
RDD Radiation Dispersal Device
RDMHC Regional Disaster Medical Health Coordinator
REOC Region Emergency Operations Center
RIMS Response Information Management System
SAR Search and Rescue
SAR Suspicious Activity Reporting
SBA U.S. Small Business Administration
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
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SEP State of California Emergency Plan
SHMC State Hazard Mitigation Coordinator
SHMP State of California Enhanced Multi-hazard Mitigation Plan SOC State Operation Center
SOG Standard Operating Guideline
SONGS San Onofre Nuclear Generating Station
SOP Standard Operating Procedure
SNS Strategic National Stockpile
STAC State Threat Assessment Center
STAS State Threat Assessment System
TLO Terrorism Liaison Officer
UC Unified Command
UCG Unified Coordination Group
USACE U.S. Army Corps of Engineers
US&R Urban Search and Rescue
US-CERT United States Computer Emergency Readiness Team USDA U.S. Department of Agriculture
USGS United States Geological Survey
WMD Weapons of Mass Destruction
VOAD Voluntary Organizations Active in Disaster
WUI Wildland-Urban Interface
DEFIN ITIO N OF TERMS
ACTION PLAN (AP): See EOC Action Plan and Incident Action Plan.
ACTIVATE: As used in this plan , shall mean the placing into o peration of the Emergency Organization hereinafter pr ovided for, upon the receipt of of ficial warn ing o f an impending or threatened emergency, or upon the declaration of the existence of a local emergency.
CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUA L AID AG REEMENT (MMAA): An agreement entered into by a nd between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each ot her by providing resources during an emergency. Mutua l Aid occur s when two or more part ies agree t o furnish resources and facilities and to render services to ea ch other in response to any type of disaster or emergency.
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CALIFORNIA EMERGENCY SERVICES ACT (ESA): An Act within the California Government Code to e nsure prep arations within the sta te will be a dequate to deal with natural, human-caused, or war-caused emer gencies which res ult in conditions of dis aster or in extreme peril to life, property, and the n atural resources of t he state, and ge nerally to protect the health and safety and prese rve the li ves and property o f the people of the state.
CATASTROPHE: As use d in t his plan, a ny natural or human-caused incident, including terrorism that results in extra ordinary levels of ma ss cas ualties, d amage, or disrupt ion severely affe cting the popula tion, infras tructure, enviro nment, ec onomy, nat ional morale, and/or government functions.
CONTINUITY OF GOVERNMENT (COG): As used in this plan, s hall mean all measures taken t o ensur e the continui ty of essent ial functions of gove rnment in the event of emergency conditions, including lines of succession for key decision makers and officials.
CONTINUITY OF OPERATIONS (COOP): As used in this plan, actions taken to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.
CRITICAL INFRASTRUCTURE (CI): Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
DEMOBILIZATION: The orderly, safe, and e fficient return of an incident re source to its original location and status.
DEPARTMENT OPE RATIONS CENTER ( DOC): An Em ergency Operations Cent er (EOC), specific to a sing le department or agency w here the focus is on internal agency incident management and response.
DIRECTOR OF EMERGENCY S ERVICES (DES): As used in t his plan , shall mean the individual having jurisdictio n a nd auth ority over the C ity’s r esponse and recovery to extraordinary emergencies and disasters.
DISASTER: A sudd en calami tous e mergency event bri nging gre at dama ge, l oss, or destruction.
DISASTER SER VICE WOR KER (DSW): As used in this plan, sh all mean an y per son registered with a disaster cou ncil or the California Office of Emergency Services, or a state agency granted authority to register Disaster Service Workers, for the purpose of engaging i n disaster se rvice wo rk purs uant to the Ca lifornia Emergency Servi ces Act without pay o r other consi deration. Disaster Service Worker includes public em ployees, and also inc ludes any unregist ered persons impressed into service during a state of war emergency, a state o f emergency, or a local emergency by a person having authority to command the aid of citizens in the execution of his or her duties.
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EMERGENCY: As used in th is plan, shall mean t he actual or threatened existence of conditions of disast er or of extreme peril to the safety of persons a nd proper ty within this c ity caused by such c onditions as a ir pollutio n, fi re, flo od, s torm, epi demic, riot, earthquake, drought, sudden and severe en ergy shortage, plant or animal infestation or disease, or other conditions, including conditions resulting from war or imminent threat of war, severe or imminent thr eat of terrorist attack, but other than conditions resulting from a la bor controversy, whic h c onditions are or are likely to require the combined services, personnel, equipment, and facilities of this city.
EMERGENCY MANAGEMENT ASSISTANCE COM PACT (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can reques t and receive assista nce from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
EMERGENCY OPERATIONS C ENTER (EOC): As used in thi s plan, shall mean the physical location from which centralized city emergency management is performed.
EMERGENCY RE SPONSE AGENCY: Any organization r esponding t o a n emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
EMERGENCY RESPONSE PERSONNEL: Personnel affiliated with or s ponsored by emergency response agencies.
EOC ACTION PLAN: The plan developed at SEMS EOC levels, which contains objectives, actions to be ta ken, assignments, and supporting in formation f or the next operational period.
ESSENTIAL FACILITIES: May include faci lities such as la w enforcement, f ire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.
EVACUATION: Organized, phased, and supervised withdrawal, dispersal, o r removal of civilians from dange rous or potentially dangerous area s and their reception and ca re in safe areas.
FUNCTION: Function refers t o the five major a ctivities in ICS: Co mmand, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SE MS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function).
HAZARD: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
INABILITY TO ACT: As used in this plan, shall mean that an official is either killed, missing, or so seri ously ill or injured as to be unable to attend meetings a nd otherwise perform his/her duties. Any question as to whether a particular official can be deemed to have an “inability to act” shall be settled by the governing board of the political jurisdiction or
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any re maining av ailable members of said body (includi ng standby office rs w ho are serving on such body).
INCIDENT: An occurrence or event, natural or human-caused, which requires a response to protect life or property.
INCIDENT COMM AND (IC): Responsible for overall ma nagement of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff. Incident Commander ( IC): The individual responsi ble for a ll inci dent activities, including the development of s trategies and tactics, and the ordering and the release of res ources. The IC h as overall authori ty and re sponsibility for conduct ing incident operations and is respo nsible for the management of all incident operations at the incident site.
INCIDENT COMMAN D POST (ICP): The field location where the primary func tions a re performed. The ICP may be co-located with the incident base or other incident facilities.
INCIDENT COMMAND SYSTEM (ICS): A standardized on-scene emergency management construct specifically de signed to provide for the adoption of an integrated organizational structure that reflects the c omplexity and demands of single o r multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, per sonnel, pr ocedures, an d communications operating within a common organizationa l s tructure, de signed to aid in the m anagement of r esources during incidents.
LOCAL EM ERGENCY: As used in this pla n, s hall mean th e duly proclaimed existence of conditions of di saster or of ex treme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fir e, flood, st orm, epidemic, pandemi c, riot , drought, sud den and severe energy s hortage, plant or a nimal infestation or disease, the governor's warning of an earthquake o r v olcanic prediction, or an earthqu ake, o r o ther conditions, including conditions resulting from wa r or imminent threat of war, se vere or immi nent threat of terrorist a ttack, ot her tha n conditions resulting from a lab or controversy, wh ich conditions are or a re likely to be beyond the contro l of t he serv ices, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to co mbat, or with respect to re gulated energy utilitie s, a sudden and severe energy shortag e requires ext raordinary me asures beyond the authority vested in the State Public Utilities Commission.
JOINT INFORMATION CENTER (JIC): A fac ility established to coordinate all incident - related public information activities. It is the central point of contact for all ne ws media.
Public information officials from all participating agencies should co-locate at the JIC.
JOINT INFORMATION SYSTEM ( JIS): Integrates incident in formation and public affa irs into a cohesive organ ization designed t o provide consisten t, coordinated , accu rate, accessible, timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering
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coordinated i nteragency mess ages; deve loping, recommending, and executi ng pub lic information plans and stra tegies on behalf of the IC; advising the IC concer ning public affairs issues that could aff ect a response effort; and controlling rumors and ina ccurate information that could undermine public confidence in the emergency response effort.
JURISDICTION: A range or sphere of authority. Public agencies have jurisdiction over an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can b e politi cal or geographical ( e.g., federa l, state, triba l, and local boundary lines) or functional (e.g., law enforcement, public health) MOBILIZATION: The process and pr ocedures used by a ll org anizations - federal, state , tribal, a nd local - for activating, assembling, and transporti ng all resou rces th at have been requested to respond to or support an incident.
MOBILIZATION CENTER: An off-emergency location where emergency services personnel and eq uipment may be temporar ily lo cated, p ending assig nment to emergencies, released, or reassigned.
MULTI-AGENCY OR INTER -AGENCY COORDINATIO N (MAC): The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
MULTI-AGENCY COORD INATION GROUP (MAC GR OUP): Typically, administrators/executives, or their appointed repr esentatives, who are autho rized t o commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be k nown as mult iagency c ommittees, emergency m anagement committees, or as othe rwise defined. It can pr ovide coordinated dec ision-making and resource allocation among cooperating agencies and ma y establish the priorities among incidents, harmon ize age ncy polic ies, and pro vide strategic guida nce and dir ection to support incident management activities.
MULTI-AGENCY COORDINATION SYSTEM(S) (MACS): Multi-agency coordination systems provide the archit ecture to su pport co ordination for incident priori tization, critic al resource allocation, communications systems integration, and information coordination.
The eleme nts of multi -agency c oordination systems includ e facil ities, e quipment, personnel, procedures, and communications. Two of the most commonly u sed elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident.
MUTUAL AID AGREEMENTS A ND/OR ASSIST ANCE AGREEMENTS: Written or o ral agreements b etween and am ong agencies /organizations and/or jurisdictions th at provide a mec hanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short -term deployme nt of emerge ncy supp ort pri or to, during, and/or after an incident.
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MUTUAL AID COORDINATOR: An individual at the local government, Operational Area, Region, or State Level that is resp onsible to coo rdinate the process o f reques ting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
MULTI-AGENCY OR INTER-AGENCY COORDINATION: As used in this plan, shall mean the participation of age ncies and disciplines inv olved at any level of the Standa rdized Emergency Management System (SEMS) organization working together in a coordinated effort to facilitate decisions for overal l e mergency r esponse act ivities, including the sharing of critical resources and the prioritization of incidents.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS): As use d in thi s plan, shall me an the adopted national emergency management processes, protocols, and procedures for federal, state, tribal and local responders. National Incident Management System (NIMS) utilizes the Inc ident Comm and System (ICS), Resource Manag ement, J oint Information Management System, Communication and Infor mation Management and Prepar edness policies. NIMS is consistent with SEMS.
NATIONAL RE SPONSE F RAMEWORK (NRF): A guide to how the nation conducts al l- hazards incident management.
NON-GOVERNMENTAL O RGANIZATION (NGO ): An entity with an association based on the inter ests of its memb ers, individuals, or institution s. I t is not created by a government, but it may w ork cooperatively with the government. Su ch o rganizations serve a pu blic purpose, n ot a pri vate benefit. Ex amples of NGO in clude faith-based charity organizations and the American Red Cross.
OPERATIONAL AREA (OA): As used in this plan, shall mean an intermediate level of state emergency services organ ization, c onsisting of a co unty and a ll political subdivisions within the coun ty area. Each county geographic area is designated an operational area for the coordina tion of emergency activities and to se rve as a link in the sys tem of communications and co ordination between th e state ’s emergen cy operations centers and the operations centers of the political subdivisions comprising the operational area, as defined in Ca lifornia Government C ode Subsection 85 59 (b) and Secti on 8605. This definition does not cha nge the de finition of operational area as used in the existing fire and rescue mutual aid system.
OPERATIONAL PERIOD: The time s cheduled fo r executing a given set of operation actions, as specified in the Incident Action Plan o r EOC Action Plan. Operation al periods can be of various lengths, although usually last 12-24 hours.
PREPAREDNESS: A continuous cycle of p lanning, organizing, tr aining, equipping, exercising, ev aluating, and taking corrective a ction in an effort to ensure effective coordination during incident response. Within NIMS, prep aredness focu ses o n the following element s: p lanning, proce dures and pro tocols, training an d ex ercises, personnel qualification and certification, and equipment certification.
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PREVENTION: Actions to avoid an incident or to inter vene to st op an i ncident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of acti vities that may inc lude such countermeasures as d eterrence operations; h eightened inspections; impr oved surveillance and s ecurity operatio ns; investig ations to determine the full na ture and source o f th e t hreat; p ublic health and agricul tural surveillance and testing processes; immunizations, isola tion, or quarantine; and, a s appropriate, specifi c law e nforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.
RECOVERY: The developme nt, coor dination, and execution of se rvice and site restoration plans; the reconstitution of government operations and services; individual, private secto r, non -governmental, and public assistance progr ams to provide housing and to p romote restoration; lon g-term c are an d treatment of affect ed persons; additional measures for s ocial, politica l, en vironmental, and economic r estoration; evaluation of t he incid ent to identi fy less ons learned; post -incident r eporting; and development of initiatives to mitigate the effects of future incidents.
RESPONSE: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs.
Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, propert y damage, and ot her unfavorable outcomes. As indicated by t he situ ation, respons e activ ities include applying intel ligence and other information t o lessen the effects or consequences of an incident; increas ed securi ty operations; con tinuing investigations into nature and source of th e th reat; ongoing public health and ag ricultural surveillance a nd testing processes; im munizations, isolation, or quar antine; and specific law enforcement operations aimed at p reempting, interdicting, or d isrupting illegal activ ity, and apprehe nding actual perpetrators and bringing them to justice.
STAFFORD ACT: The R obert T. Stafford Disast er R elief and Emerg ency Assistance Act (Stafford Act) establishes t he programs and processe s for the federal go vernment to provide disaster a nd emergency assistance to s tates, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions o f the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the President. The President may declare a major disaster or emergency.
STAGING AREA: Established on an incident fo r th e temporary loc ation of ava ilable resources. A Sta ging Are a can be any location on an i ncident i n which per sonnel, supplies, and equipmen t ca n be tempora rily housed or p arked while a waiting operational assignment.
STANDARD OPERATING PROCEDURE (SOP): Complete reference document or a n operations manual that provides th e purpose, authorities , duration, and details for t he preferred method of performing a sin gle function or a number of i nterrelated functions in a uniform manner.
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STANDARDIZED EMERGENCY MANAGEME NT SYSTEM (SEMS): As used i n this plan shall mean the adopted State of California emergency management system. The Standardized Emergency Manage ment System (SEM S) utili zes the Incident Command System (IC S), Multi/Interagency Coordination, Mutual Aid, and the Operational Area Concept to facilitate emergency incid ent managemen t, priority se tting, interagency cooperation, and the efficient use of res ources and flow of information during an emergency. SEMS is consistent with NIMS.
STATE OF EMERGENCY: As used in this plan, shall mean the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of perso ns and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, pandemic, riot, drought, sudden and severe energy shortage, plant or animal infestati on or disea se, the governor's warning of an earthquake or volc anic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy or con ditions causing a sta te o f war emergency, which conditions, by reason of th eir magnitude, are or are likely to be beyond the control of t he services, personnel, equipment, and fa cilities of any single county, city and cou nty, or city and require th e combined forces of a mutual aid region or regions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the State Public Utilities Commission.
STATE OF WAR EMERGENCY: As used in th is plan, shall mean the condition which exists immediately, with or without a proclamation thereof by the governor, whenever this state or nation is attacked by an enemy of the United States, or upon receipt by the state of a w arning f rom the federal gover nment indicating that such an enemy attack is probable or imminent.
TERRORISM: Under the Homeland Security Act of 20 02, terrorism is define d as activity that involves an act dangerous to human life o r potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the U nited States in which i t occurs; and is intended to intimidate or coerce the civili an population, or influence or aff ect the conduct of a government by mass destruction, assassination, or kidnapping.
THREAT: An indication of possible violence, harm, or danger.
TYPE: 1) An ICS r esource classifi cation tha t ref ers to capability. Type 1 is generally considered to be m ore ca pable th an Types 2, 3, or 4 , respectively, because of size, power, capacity , or (in the case of incident management teams) experience and qualifications. 2) A cla ss, kind, or gro up sharing one or more characteristics; cate gory. 3) A variety or style of a particular class or kind of things.
UNIFIED COMMAND (UC): An ICS application used when mo re than one agency has incident jurisdiction or whe n incid ents cross politic al jurisdictions. A gencies wo rk together through the designated members of the UC, often the senior person from
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agencies and/or disciplines participating in the UC, to esta blish a commo n set of objectives and strategies and a single IAP.
VITAL RECOR DS: The es sential agency r ecords needed to meet operational responsibilities under national securi ty e mergencies or other emer gency or disaster conditions (emergency operating rec ords), or to protect the legal and financial rights of the Government and those a ffected by Government activities (legal and financial rights records).
VOLUNTEER: As used in t his plan, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) w hen the individual performs services without promise, expectation, or receipt of comp ensation for services performed. A volunteer may be “affili ated” with a volunteer organization or may be “spontaneous unaffiliated” when pressed into volunteer service at the time of a disaster.
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CITY OF RIALTO FIRE DEPARTMENT
EMERGENCY MANAGEMENT
131 SOUTH WILLOW AVENUE
RIALTO, CA 92376
(909) 820-2501