Agenda packet — San Luis Obispo City Council, May 17, 2022 (part 3 of 8)

City of San Luis Obispo
Emergency Operations Plan Pandemic Annex J
For Official Use Only 23 of 25
APPENDIX 2: WEBSITES FOR PLANNING AND PREPAREDNESS

1. http://www.opm.gov/pandemic/index.asp - Links to policies on leave, pay, hiring, alternative work arrangements and other critical human capital issues in relation to pandemic influenza.

2. http://www.pandemicflu.gov - pandemic influenza related information (e.g., signs and symptoms of influenza, modes of transmission, developing individual and family plans, etc.).

3. http://www.flu.gov/planning-preparedness/federal/index.html# Pandemic influenza related information for Federal Government agencies to use for planning and preparedness. Links to other federal government agencies.

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City of San Luis Obispo
Emergency Operations Plan Pandemic Annex J
For Official Use Only 24 of 25
APPENDIX 3: ASSUMPTIONS
A. National Assumptions

1. Susceptibility to the pandemic virus will be universal.

2. Efficient and sustained person-to-person transmission signals an imminent pandemic.

3. The clinical disease attack rate will likely be 35 percent or higher in the overall population during the pandemic. Illness rates will likely be highest among school-aged children and the elderly (about 40 percent) and decline with age. Among working adults, an average of 20 percent will become ill during a community outbreak.

4. Some persons will become infected but not develop clinically significant symptoms.

Asymptomatic or minimally symptomatic individuals can transmit infection and develop immunity to subsequent infection.

5. While the number of patients seeking medical care cannot be predicted with certainty, in previous pandemic about half of those who become ill sought care. With the availability of effective antiviral drugs for treatment, this proportion may be higher in the next pandemic.

6. Rates of serious illness, hospitalization, and deaths will depend on the virulence of the pandemic virus and differ by an order of magnitude between more and less severe scenarios. Risk groups for severe and fatal infection cannot be predicted with certainty but are likely to include infants, the elderly, pregnant women, and persons with chronic or immunosuppressive medical conditions.

7. Rates of absenteeism will depend on the severity of the pandemic. In a severe pandemic, absenteeism attributable to illness, the need to care for ill family members and fear of infection may reach 40 percent during the peak weeks of a community outbreak, with lower rates of absenteeism during the weeks before and after the peak. Certain public health measures (closing organizations, quarantining household contacts of infected individuals, and school closures) are likely to increase rates of absenteeism.

8. Individual and social impacts will have a significant impact on absenteeism. Proactive, frequent, and credible information sharing, and dialogue may help control absenteeism related to excessive and unnecessary fear.

9. The typical incubation period (interval between infection and onset of symptoms) for influenza is approximately two days, to as long as 14.

10. Persons who become ill may shed virus and can transmit infection before the onset of symptoms.

Viral shedding and the risk of transmission will be greatest during the first two days of illness.

Children usually shed the greatest amount of virus and therefore are likely to post the greatest risk for transmission.

11. On average, infected persons will transmit infection to approximately two other people.

12. A pandemic outbreak in any given community will last about six to eight weeks or more for each wave of the pandemic.

13. Multiple waves (periods during which community outbreaks occur across the country) of illness could occur with each wave lasting two-three months. Historically, the largest waves have occurred in the fall and winter, but the seasonality of a pandemic cannot be predicted with certainty.

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City of San Luis Obispo
Emergency Operations Plan Pandemic Annex J
For Official Use Only 25 of 25
B. Organizational Assumptions

1. Organizational communication on proper hygiene which greatly reduces the spread of disease.

2. Demand for Fire Department response will increase during the illness. This plan assumes an increase in emergency medical service calls during peak impacts of the disease cycle based on the predicted rates of infection.

3. Medical supplies such as Personal Protective Equipment (PPE) that are needed to respond to an infectious event may be in short supply. These include masks, goggles, gowns, and personal decontamination fluids/wipes. The City may experience disruption of other support infrastructure and services during this event.

4. The City will be provided with guidance and/or direction by Local, State or Federal, governments regarding current pandemic status in our area.

5. The City will have actionable plans and procedures to assist in the ability to remain operational during a pandemic. Plans and procedures may include social distancing protocols, personal protection equipment (PPE), and temporary suspension of some non-essential activities such as training, meetings, and community events.

6. Hygiene protocols may include maintaining a six-foot bubble between people, no handshaking, posters reminding people to properly wash their hands and readily available liquid hand sanitizers.

7. The City of SLO has a viable Agency-wide continuity capability.

8. The City of SLO will review its continuity communications programs to ensure they are fully capable of supporting pandemic and other related emergencies, and consider supporting social distancing operations, including telework and other virtual office options.

9. The City of SLO controlled buildings will be accessible, but right of entry may be limited.

10. During plan implementation, the City of SLO may make alternate facilities available for staff to implement social distancing protocols.

11. Essential functions, operations, and support requirements will continue to be people dependent.

However, human interactions may be remote or virtual, resulting in the employment of appropriate teleworking and other approved social distancing protocols. Utilities may implement its own or other operational plans in response to specific localized pandemics to continue to provide its essential functions.

12. Travel restrictions, such as limitations on mass transit, implemented at the Local, State, and Federal levels may affect the ability of some staff to report to work. Transit may implement its own or other operational plans to adjust to specific localized pandemics.

13. Additional funding will be budgeted for the acquisition of additional equipment required for a possible surge in teleworking capabilities.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Communications and Messaging Section 1
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 1 of 8
Initiating and maintaining communication within and outside of the city may be difficult in a Disaster. The various communication systems available to the City and Emergency Operations Center are listed below.

In an emergency a large volume of information must be accurately conveyed to specific individuals in a short period of time. This is called “messaging”. Messaging will occur within the Emergency Operations Center, as well as with other agencies and the San Luis Obispo County Operational Area Emergency Operations Center
A. Communication Systems
In a disaster, communication systems may be damaged or destroyed. Several methods are available and include:

1. Telephone Land-Lines
The San Luis Obispo Emergency Operations Center has land-lines in its Emergency Operations Center. The numbers are:

ADMINISTRATION/POLICY GROUP 805.781.7370 (prefix is 781 not 783) PUBLIC INFORMATION OFFICER 805.783.7788
EOC SAFETY AND SECURITY 805.783.7789
LEGAL 805.783.7787
LIAISON 805.783.7793
OPERATIONS 805.783.7791
FIRE BRANCH 805.783.7782
FIRE WORK AREA 805.783.7790
LAW ENFORCEMENT BRANCH 805.783.7784
LAW WORK AREA 805.783.7785 & 805.783.7786
PUBLIC WORKS BRANCH 805.783.7790
UTILITIES 805.783.7790
PLANNING/LOGISTICS WORK AREA 805.783.7795 & 805.783.7796 PLANS AND INTELLIGENCE 805.783.7792
LOGISTICS 805.783.7794
FINANCE 805.783.7799
INCIDENT COMMANDER 805.783.7797

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Emergency Operations Center
Communications and Messaging Section 1
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 2 of 8
City of San Luis Obispo and County of San Luis Operational Area Emergency Operations Center Fax Numbers are:

The Emergency Operations Center fax number is (805) 543.8019 The OA Emergency Operations Center fax number is (805) 781.4553

2. Cellular/Mobile
Cellular phones may work during an emergency. The City maintains a list of cell phone numbers for vital personnel, which is confidential, request cell phone numbers from the Emergency Services Directory or the Deputy Emergency Services Director. Text messages should be transmitted when voice networks are overloaded.

3. Radio Communications
Portable radios will be available in the Emergency Operations Center.

4. Amateur Radio
Radio Amateur Civil Emergency Service (RACES) and Amateur Emergency Service (ARES) are Amateur Radio groups that consist of experienced volunteer radio communicators that have the ability to obtain a great deal of information for local government even when other communications systems are unavailable. These organizations can be contacted through the San Luis Obispo County Operational Area.

ARES activation Protocol is in Section 5.

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5. E-mail
Communications Procedures for using the City’s e-mail system are as follows.

Documentation is a very important part of emergency response. Responders are the targets of litigation on a regular basis, and the Federal Emergency Management Agency will audit the reimbursement claims of state and local governments in the past. The rule of thumb in emergency response is, despite any verbal agreements or good intentions, if it’s not documented, then it did not happen. To avoid leaving the City and its responders open to audits and litigation, all e-mails sent through the City’s e-mail system will be automatically copied to the Documentation Unit. No exceptions!
a. Failure of E-mail Service
In case of a failure of the City’s e-mail system, the City will use a combination of telephones and radio systems. Documentation needs to continue, so each Emergency Operations Center staff member needs to keep notes (ICS Form 214) of all phone and radio communications. These notes need to include an accurate date and time, who sent and received the message, and the content of the message. These notes need to be collected and sent by runner to the Documentation Unit every hour.
b. Web EOC – San Luis Obispo County Office of Emergency Services c. RIMS
The Response Information Management System (RIMS) is used by the San Luis County Operational Area, Southern Region and State Operations Centers to communicate. Information travels over the internet, however, it has a redundant satellite back-up.

6. Emergency Warning Systems
Emergency information, advice, and action instructions are given to the public by various media. The Emergency Alert System (EAS), Community Emergency Notification System (Reverse 911) and social media are the primary media. Other available media are bulletins, handbills, and the press. The Public Information Officer maintains pre-scripted, hazard-specific warning messages for high impact events which require time sensitive warnings.
a. REVERSE 9-1-1
The Reverse 9-1-1 System protocol is in Section 3.
b. Emergency Alert System (EAS)
The Emergency Alert System protocol is in Section 4.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Emergency Operations Center
Communications and Messaging Section 1
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 4 of 8
B. Messaging in the Emergency Operations Center
Information and resource requests flowing into and out of the City of San Luis Obispo Emergency Operations Center must be properly tracked and recorded to ensure an effective emergency response. The following procedures apply to information coming into the Emergency Operations Center or being passed from one Emergency Operations Center position to another.

Forms for use are attached at the end of this Section.

All personnel shall keep a duty log (ICS 214) which records activities and information.

1. Messages/Information within the Emergency Operations Center:

Information and resource requests passed from position to position within the Emergency Operations Center should be conveyed in electronic message or hard copy. If person-to-person or telephone is used, each person should note the conversation and its outcome in their duty log.
a. Electronic Process
The City uses Web EOC software to communicate with the San Luis Obispo County Operational Area Emergency Operations Center electronically during an Emergency/Event. All Emergency Operations Center staff should be trained in Web Emergency Operations Center communications and procedures. b. Hard Copy Processes
If electronic communication is not possible hard copy forms will be used. The following information is crucial to include on internal Emergency Operations Center hard copy forms.
i. Time and date must always be indicated.
ii. Priority must be indicated: Immediate, High, and Routine. iii. Message initiator must indicate their Emergency Operations Center section and job function.

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2. Messages/Information to/from Outside the Emergency Operations Center Information entering and leaving the Emergency Operations Center must be properly documented. The following systems are available for recording and transmitting information.
a. Electronic Process
The use of the internet to communicate with the San Luis Obispo County Operational Area Emergency Operations Center will be possible through the Web EOC software.

Not all staff will be able to communicate with the Operational Area Emergency Operations Center. The Primary use of Web EOC is to send situation/status reports to the San Luis County Operational Area Emergency Operations Center. b. Hard Copy Process
If electronic communication is not possible hard copy forms will be used. The following information is crucial for Emergency Operations Center external messaging to function properly.
i. Time and date must always be indicated
ii. Priority must be indicated: Immediate, High, Routine iii. Messages coming from outside the E Emergency Operations Center will most likely be via telephone. Any Emergency Operations Center staff person transcribing the message must indicate their Emergency Operations Center Section as well as from where the message came. For instance, if Communications receives a message from the Incident Commander the message must read “FROM: Incident Commander VIA Communications”.

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Time:

Message Text
Retain Original Copy

PRIORITY
High
Immediate
Routine
To: Initial Message From:

Emergency
Operations Center
Director
Operations
Plans
Logistics
Finance
Other:

Date/Time Sent:

Reply
Emergency Services
Director
Operations
Plans
Logistics
Finance
Other:

Date/Time Sent:

Disposition:

File in Plans
Message Thread

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Resource Requested:

Priority: Critical/Life Safety Urgent Routine
Incident Location: Incident Type:

Resource Accepted By: Agency / Dept:

Duration Needed: Phone:

Staging/Delivery Location: Delivery Contact:

Form Prepared By: EOC Position:

Latest Acceptable Delivery: (Date / Time)
Purpose / Use:

Suggested Source(s):

Approval by Section Coordinator
Signature:

Date:

Time:

Filled by Operations? Send to Logistics?

FOR LOGISTICS USE ONLY
Resource Ordered From:

Vendor/Agency Address:

Vendor/Agency Contact Person: Phone:

Date Ordered: Time Ordered:

Estimated Date/Time of Arrival: PO Number:

Comments:

Originator: Any EOC position.

Retain Copy.

Routing: Approval by Section Coordinator; forward to
Logistics
This form is used to request all resources for field use and for EOC use.

Additional Notes:

Top copy to receiver 2
nd copy to receiver 3rd copy to originator 4th copy to plans An attempt should be made to fill all applicable resource information before sending to Logistics

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Confidential Executive Team
Phone Directory Section 2
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 1 of 1
Telephone numbers for Executive Team Members are confidential and not available for publication.

Contact information is available from the City Manager, Assistant City Manager, Deputy City Manager or the Fire Chief on an as needed basis.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Reverse 911 Section 3
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
2/28/2022 JB
For Official Use Only Page 1 of 6

COUNTY OF SAN LUIS OBISPO OPERATIONAL GUIDELINES AND INFORMATION

REVERSE TELPHONIC NOTIFICATION SYSTEMS
AUTHORIZED USE AND PROCEDURES FOR THE REVERSE 911 SYSTEM I. POLICY
The Reverse 911 system will be utilized by the Sheriff’s Dispatch Center to create a message to be delivered to residents of San Luis Obispo County during critical incidents. The system is designed to blend geography with the 911 database in order to efficiently transmit messages to affected areas.

II. PURPOSE
To establish procedures for use of the Reverse 911 system by agencies in the County of San Luis Obispo and for Sheriff’s Department personnel who will be administering the program.

III. COORDINATED USE:

For Nuclear Power Plant Emergency use:

The Reverse 911 system is one option that can be used for alert and notification following an emergency at Diablo Canyon Power Plant. The system can be used to supplement or provide backup to the primary systems which include the Early Warning System sirens and the Emergency Alert System.

During a nuclear power plant emergency, any use of the Reverse 911 system will be coordinated and directed by the County EOC. Any usage of the Reverse 911 system by the County EOC that affects local cities or jurisdictions will be preceded with a Red Phone call or other form of notification to the affected jurisdiction’s EOC or dispatch. Messages broadcast during a nuclear power plant emergency will be drafted by the County Command Group or designee utilizing pre-drafted sample messages. The County Command Group, or designee will evaluate the situation and base calling priority on areas with urgent action required or areas with notification challenges.

For Other Emergencies and Incidents:

During incidents such as fires, floods, hazardous materials incidents where the County EOC is not activated or is acting as a resource to the affected city/jurisdiction, language should be drafted by the affected city. The Reverse 911 Request Form should be filled out in entirety and faxed or called in to the Sheriff’s Watch Commander. If the County EOC is activated, the EOC can assist with the creation and coordination of needed messages as appropriate.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Reverse 911 Section 3
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
2/28/2022 JB
For Official Use Only Page 2 of 6
If more than one city or jurisdiction is affected and have requested use of the system; priority of calls will be decided by the County Emergency Services Director or designee if the County EOC is activated.

If the EOC is not activated, the Sheriff’s Watch Commander, with assistance by County OES as necessary will decide on the priority of requested calls.

IV. ASSOCIATED COSTS
All requested usage of the Reverse 911 system that can be implemented over standard T1 lines are covered by the Sheriff’s Department. If “Mass Calling” (higher volume calling) is necessary, fees may be billed to the requesting agency.

V. AUTHORIZED USE
The Reverse 911 system may be utilized for the following reasons:
• A protective action such as evacuation or sheltering due to a natural or human-made disaster such as fire, flood, tsunami, nuclear power emergency, or chemical or biological incidents. • Incidents where protective action would reduce the likelihood of injury or death (i.e. hostage incident)
• Incidents where a timely notification may result in the safe return of a missing child or adult. • In the event of a jail or prison escape to notify the public of the location of the escape and safety procedures they should take in the affected area. • Any other incident affecting public health or safety.

All Reverse 911 notifications will be reviewed and approved by the Sheriff’s Watch Commander* prior to activation.
*In a Nuclear Power Plant Emergency, once the EOC is activated the County Command Group or designee will review and approve the Reverse 911 message.

The following people are authorized to request/release a Reverse 911 notification:
• County Emergency Services Director
• County Public Health Director or County Public Health Officer • A Sheriff’s Department supervisor or manager
• Fire department Duty Chief or Incident Commander
• Police department supervisor or manager
• County Office of Emergency Services

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Reverse 911 Section 3
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
2/28/2022 JB
For Official Use Only Page 3 of 6
VI. Services PROCEDURE
The Reverse 911 Emergency Notification Request Form must be completed for all Reverse 911 requests and include the following information:
• The geographical area to be notified and reason for notification • A scripted message to the public which contains the following a. Reason for notification
b. Date, Time, and issuing agency
c. Type of action required
d. Recommended evacuation route if applicable
e. Shelter location if applicable
f. Other information as relevant
After an activation of the system and a resolution to the emergency, a termination notification may need to be broadcast to notify the affected area of the termination.

The Reverse 911 database shall only be used for the intended purpose of emergency services and emergency notification. It shall not be used for marketing, advertising, public relations, or other commercial or no emergency purposes.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Reverse 911 Section 3
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
2/28/2022 JB
For Official Use Only Page 4 of 6

SAN LUIS OBISPO COUNTY
REVERSE 911 REQUEST CHECKLIST
 Determine whether it is appropriate to use Reverse 911 as opposed to other means of communication with the public. Reverse 911 is reserved for emergency notifications only.

Please Check Applicable Notification Reason:

An evacuation or sheltering order as a result of a natural or human-made disaster.

Evacuation to reduce the likelihood of injury or death.

Notification may result in the safe return of a missing child or adult.

Jail, prison, or other relevant escape
Other incident affecting public health orsafety.

Other: Please explain
 Complete the Reverse 911 Emergency Notification Request Form. Be sure to keep the message clear and concise. The length of the message will influence the time it takes to complete the calls.
 Call the Sheriff’s Watch Commander at 805-781-4553.
▪ Identify yourself and state that you want to activate the REVERSE 911 system. Be prepared to positively identify yourself in order to prevent unauthorized use of the system.
 After verification of identity is complete, fax or e-mail the REVERSE 911 Reverse 911 Emergency Notification Request Form to 805-781-1234. If form cannot be sent or emailed, provide information over the phone.
 Sheriff’s Department personnel will then record the message and begin the notification calling session.
 Contact the Watch Commander to cancel the notification session if circumstances change and the notification is no longer necessary.

See Request Form on Next Page

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Reverse 911 Section 3
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022
For Official Use Only Page 5 of 6
REVERSE 911 EMERGENCY NOTIFICATION REQUEST FORM
Call Sheriff Watch
Commander at 781-4553
Fax Form to 781-1234
Requesting Agency: Notify businesses?  Yes  No
Contact Name: Number of attempts per #  2
Contact Phone: Leave a message:

If Yes is checked, message will be left rather
than a second attempt
Yes No
Contact E-mail: Require acknowledgement? Caller can be
asked to press a number to acknowledge
Yes No

ID/Badge #: Pre-defined list / Name:

Your
Title/Position/Rank
Supervisor Name &
Phone:

Verbatim Message Text: Must include reason for notification, issuing agency, date & time, action required, and phone number to call for additional information. Should also include as applicable, evacuation route, shelter location, other relevant info. (Message will be recorded exactly as written)

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Reverse 911 Section 3
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022
For Official Use Only Page 6 of 6
Geographic area to receive message: Include city, zip code, and street names if possible. Can also use parameters such as a 5 mile radius centered at a street or designated location.

End of Form.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Emergency Alerting System
EAS Section 4
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 1 of 2
Activating the Emergency Alert System

1. EAS can be activated by a Chief Officer or Incident Commander.

2. Notify the Sheriff Watch Commander, 805.781.4533 or, San Luis Obispo County Emergency Communications Center, 805.543.4244.

3. If the incident is local, without Mutual Aid Assistance, a Public Information Officer is required.

Emergency Message
 Message cannot exceed one (1) minute, forty-five (45) seconds, (1:45)  A general warning template is included in this Section and can be used to create an appropriate emergency message.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Emergency Alerting System
EAS Section 4
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
For Official Use Only Page 2 of 2
General Warning (add or delete information as needed)
Your attentions please your attention please. This is an Emergency Alert System Message.

This is not a test; repeating, this is not a test. This message is for the public in the general area of:

At approximately a.m. /p.m., a (type of emergency) occurred/ may occur at (location) This emergency involves (Describe the emergency including the threat to the public).

The City of San Luis Obispo advises that residents/businesses/institutions with the boundaries of:

Take the following actions:

Additional Instructions/ information include:

Listen to this station for further information, or call . At such time as the emergency situation changes or the emergency no longer exists, you will be promptly advised by another Emergency Alert message.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
ARES (Amateur Radio Emergency
Services) Activation Process Section 5
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 1 of 1
Purpose: To provide guidance in activating ARES (Amateur Radio Emergency Services) members for emergencies or other incidents.

Cooperation and Coordination
The San Luis Obispo County Office of Emergency Services, the Director of Emergency Services or EOC Manager may attempt to activate ARES by phone, cell phone, or pager in accordance with the alerting roster provided by ARES which is updated by ARES on an annual basis.

San Luis Obispo County Office of Emergency Services: 24/7 805.781.1144

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1. Type 1 Engine
a. Engine 1 Pierce 2000gpm BLS
b. Engine 3 Pierce 2000gpm ALS
c. Engine 4 Pierce 2000gpm ALS
d. Engine 5 Pierce 2000gpm BLS

2. Type 2 Engine
a. OES HME 1500gpm ALS

3. Type 3 Engine
a. Engine 6 Weststates 500gpm BLS

4. Type 6 Patrol
a. Patrol 1 Ford 125gpm BLS

5. Ladder Truck
a. Truck 1 Pierce 100’ ALS
b. Truck 2 Pierce 75’ ALS

6. Type 1 Ambulance
a. Medic Rescue 1 Leader ALS

7. UTV
a. UTV 1 Polaris 4x4 BLS

8. Technical Rescue
a. TRT 1 Ford 4x4

9. Mechanic
a. Mechanic 1 Ford 4X4

10. Staff Vehicles
a. Battalion 1 Chevrolet 4x4 BLS
b. DC 1 Chevrolet 4x4 BLS
c. C-1 Chevrolet 4x4 BLS
d. STEN Chevrolet 4x4
e. 426 Chevrolet 4x2
f. 427 Ford 4x4
g. Fire Marshal Chevrolet 4x2

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City San Luis Obispo
Emergency Operations Center
Resource Directory
City of San Luis Obispo
Resources Section 6
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 2 of 3
h. Open Space Chevrolet 4x4
i. Rav 1 Toyota 4x2
j. Rav 2 Toyota 4x2
k. 4Runner Toyota 4x4
l. 4Runner Toyota 4x4
Police Department

1. Patrol Vehicles
a. Explorer Ford 4x2
b. Explorer Ford 4x2
c. Explorer Ford 4x2
d. Explorer Ford 4x2
e. Explorer Ford 4x2
f. Explorer Ford 4x2
g. Explorer Ford 4x2
h. Explorer Ford 4x2
i. Explorer Ford 4x2
j. Explorer Ford 4x2
k. Explorer Ford 4x2
l. Explorer Ford 4x2
m. Explorer Ford 4x2
n. Explorer Ford 4x2
o. Taurus Ford
p. F-150 Ford 4x2 FST Truck

2. Traffic/Motorcycles
a. ST 1300 Honda Motorcycle
b. ST 1300 Honda Motorcycle
c. ST 1300 Honda Motorcycle
d. ST 1300 Honda Motorcycle
e. ST 1300 Honda Motorcycle
f. ST 1300 Honda Motorcycle
g. ST 1300 Honda Motorcycle
h. American Trailer Pace DUI Trailer

3. SWAT Vehicles
a. F-550 Ford 4x4 Armored Truck
b. F-350 Ford 4x4 Pulls SWAT Trailer
c. America Trailer Pace Mobile Command Trailer
d. Cargo Trailer Wells SWAT Equipment Trailer

4. Investigations Vehicles
a. Explorer Ford 4x2

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City San Luis Obispo
Emergency Operations Center
Resource Directory
City of San Luis Obispo
Resources Section 6
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
02/28/2022 JB
For Official Use Only Page 3 of 3
b. Explorer Ford 4x2
c. Taurus Ford
d. Taurus Ford
e. Taurus Ford
f. Taurus Ford
g. Taurus Ford
h. Sienna Minivan Toyota
i. Suburban Chevrolet 4x4
j. Ram 2500 Van Dodge Transport Van
k. E-250 Van Ford Evidence Tech Van

5. Police Admin
a. Taurus Ford
b. Taurus Ford
c. Taurus Ford
d. Explorer Ford 4x2
e. Explorer Ford 4x2
Transit
Unit ID City ID # Make Length Model Fuel
754 861 Gillig 30’ Low Floor Diesel
755 824 Gillig 30’ Low Floor Diesel
856 911 DOUBLE K 30’ TROLLEY Gasoline
857 912 Gillig 40’ Low Floor Diesel
858 913 Gillig 40’ Low Floor Diesel
859 914 Gillig 40’ Low Floor Diesel
860 915 Gillig 40’ Low Floor Diesel
861 916 Gillig 35’ Low Floor Diesel
862 917 Gillig 35’ Low Floor Diesel
963 1106 Dennis 40’ Deck Diesel
1264 1204 Gillig 40’ Low Floor Diesel
1365 1303 Gillig 40’ Low Floor Diesel
1366 1304 Gillig 40’ Low Floor Diesel
1167 1645 El Dorado 28’ Cut-Away Gasoline
1768 1726 GILLIG BRT 40’ Low Floor Diesel
1769 1727 GILLIG BRT 40’ Low Floor Diesel
1770 1728 GILLIG BRT 40’ Low Floor Diesel
1636 1636 Ford Service Truck Gasoline
1202 1202 Chrysler Town/count Gasoline

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City San Luis Obispo
Emergency Operations Center
Resource Directory
County of San Luis Obispo
Resources Section 7
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
2/28/2022 JB
For Official Use Only Page 1 of 1
The San Luis Obispo City Fire Department will provide the San Luis Obispo County Resource Directory of Selected Public and Private Agencies to the Emergency Operations Center, when activated. This resource directory is confidential and for public safety and related agencies use only.

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City of San Luis Obispo
Emergency Operations Center
Resource Directory
Persons with Access and
Functional Needs Section 8
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
For Official Use Only Page 1 of 1
The Persons with Access and Functional Needs List is a confidential document the CANNOT be put into any Public Documents.

The County of San Luis Obispo generates the Persons with Access and Functional Needs List on an annual basis and has an up-to-date database.

The Persons with Access and Functional List is located with the Emergency Services Director or the Deputy Emergency Services Director.

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City San Luis Obispo
Emergency Operations Center
Resource Directory
Senior Care Facilities Section 9
Issue Date
01/01/2021
Review Date
01/01/2022
Revision Date
2/28/2022 JB
For Official Use Only Page 1 of 1
The San Luis Obispo City Fire Department will provide a list of Senior Care Facilities within the City to the Emergency Operations Center, when activated.

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City San Luis Obispo
Emergency Operations Center
Resource Directory
Evacuation and Repopulation
Toolkit Section 10
Issue Date
05/17/2022
Review Date Revision Date
For Official Use Only Page 1 of 8
Initiating an evacuation and repopulation plan may be difficult in a Disaster. This resource was designed to assist emergency response personnel in the implementation of an evacuation and repopulation plan and includes instructions on how to complete the plans along with definitions.

Evacuation Plan Instructions (Blocks 1‐12):

Block 1. Fill in the incident name, incident number, name of preparer, and date and time prepared.

Block 2. Fill in affected area(s). Be specific and include community names, streets, or map page grids.

Include type of protective action for each area: (Immediate) Evacuation Order, Evacuation Warning, Closures, Shelter in Place, or use of Safe Refuge Areas. Use each numbered line for a separate area. See ‘Definitions’ for assistance.

Block 3. List decision points to initiate protective actions for each area noted above. Each numbered line corresponds with a numbered affected area listed above.

Block 4. Enter the predicted time that the incident, situation, hazard, or fire will take once it arrives at a decision point, and until it reaches an affected area.

Block 5. Obtain Incident Commander’s signature, agency identifier, and date of signature.

Block 6. Obtain signature of law enforcement or Operations Section personnel in charge of implementing the plan.

Note: The first page of the plan can be used to document an immediate need evacuation. As time allows, continue filling out the following pages for planned evacuations.

Block 7. List traffic control points that agencies will use to block or limit access to the incident or area. The locations of traffic control points (TCPs) are usually determined by law enforcement. List the level of closure associated with each traffic control point. The level of closure is generally determined by the Incident Commander with input from the Operations Section and Safety Officer. The level of closure may be adjusted within minutes depending on the incident’s activity. A information sheet on the TCP with level of closure should be provided to staff manning the TCP. A map should be made identifying traffic control points and evacuation areas.

Block 8. List the methods that the law enforcement agency having jurisdiction will use to notify the public of protective actions being implemented in an area.

Block 9. List evacuation routes for the public to exit an affected area. Evacuation routes should be added to an incident travel map if possible.

Block 10. List travel routes for emergency responders into the incident or evacuation area. Travel routes to be used by emergency vehicles should be added to an incident travel map if possible.

Block 11. List public shelters open for the incident. Provide an address for the shelter and contact information that can be provided to the media, elected officials, and the public.

Block 12. List animal shelters for large animals and household pets. Provide an address for the shelter and contact information that can be provided to the media, elected officials, and the public.

Note: This is the last step of the Evacuation Plan. The Repopulation Plan begins on the next page.

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Block 13. Fill in the incident name, incident number, and the date/time the plan should be initiated.

This is the first step of the Incident Repopulation Plan.

Block 14. List areas that are being affected by the Repopulation Plan. For each area, list any closures that will remain in effect once the area is repopulated.

Block 15. Place a check by each safety issue once the item has been mitigated or cleared by the authorizing individual as well as the date and time it was authorized.

Block 16. Distribute the plan as detailed. Place a check for each position as the plan is distributed.

Block 17. Add the name of the preparer and have the Incident Commander date and sign the plan.

Repopulation criteria shall take into account emergency worker safety and the community needs. Control of repopulation to an evacuated area shall be accomplished during planning meetings with command and general staff and coordinated with media releases and incident action plan instructions. Local residents may be allowed to repopulate with escorts or while mop‐up operations and infrastructure repair continue if the situation allows.

Coordination with assisting and cooperating agencies is critical to the success of repopulation planning.

Ultimately it is a law enforcement decision based on fire department input to approve repopulation of citizens back into an area previously closed or evacuated.

Definitions
Evacuation Order Movement of community members out of a defined area due to an immediate threat to life and property from an emergency incident. An Evacuation Order should be used when there is potential or actual threat to civilian life within 1 to 2 hours or when the IC deems it necessary to protect civilians.

Evacuation Warning Alerting of community members in a defined area of a potential threat to life and property from an emergency incident. An Evacuation Warning may be issued when the potential or actual threat to civilian life is more than 2 hours away.

Levels of Closure A closure prohibits the usage or occupancy of a defined area such as a park, beach, or road due to a potential or actual threat to public health and/or safety. Media is allowed under all closure levels unless prohibited under PC 409.5 Level 1 Closure Closed to all traffic except local residents; may require escorts.

Level 2 Closure Closed to all traffic except FD, LE, and critical incident resources (i.e. utility companies, Caltrans, County Roads, etc.).

Level 3 Closure Closed to all traffic except FD and LE.

Level 4 Closure Closed to all traffic including FD and LE.

Shelter in Place Directing community members to stay secured inside their current location. Used if evacuation will cause higher potential of loss of life.

Safe Refuge Area A temporary location to hold evacuees until safe evacuation is possible.

Safe Points Temporary area outside of affected area to stage evacuees until emergency is over or a shelter can be opened.

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City of San Luis Obispo – Evacuation Plan
For Official Use Only Page 3 of 8
EVACUATION PLAN (Blocks 1-12)
Block 1 Incident Name: Incident #:

Prepared by: Date: Time:

Block 2 Affected Area(s) & Type
Evacuation Order, Warning, Shelter in Place, Closure, Safe Refuge Area

1. 2.

3. 4.

5. Block 3 Decision Points to Initiate Above Actions Block 4 Predicted Time to Reach
Affected Area

1. Hour(s)

2. Hour(s)

3. Hour(s)

4. Hour(s)

5. Hour(s)
Block 5 Incident Commander(s)
Name & Signature
Agency:

Date:

Name & Signature
Agency:

Date:

Name & Signature
Agency:

Date:

Name & Signature
Agency:

Date:

Block 6 Law Enforcement or Operations Sec. Chief
Name & Signature
Agency:

Date:

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City of San Luis Obispo – Evacuation Plan
For Official Use Only Page 4 of 8
Block 7 Traffic Control Points Levels of Closure
for Area

1. 2.

3. 4.

5. 6.

7. 8.

9. 10.

Closure Levels:

Level 1: Closed to all traffic except local residents; may require escorts.

Level 2: Closed to all traffic except FD, LE, and other critical incident resources ( i.e. utility companies, Caltrans, County Roads etc.)
Level 3: Closed to all traffic except FD and LE
Level 4: Closed to all traffic including FD and LE
• Traffic control points must cover all sides of the incident and be should be located outside the Evacuation Warning area. Traffic control points should be identified as TCP on the incident maps and closure levels identified for each point. (Example: TCP 4 refers to Traffic Control Point- Level 4 closure). Points should also be displayed on evacuation maps.
• Provide a Traffic Control Info Sheet to TCP staff is possible. • Media is allowed access under all closure levels unless prohibited by Penal Code Section 409.5
Block 8 Process for Initial Notification of Public & Time Initiated (Phone, EAS, Sirens, Door-to-Door) By Who, Date and Time Initiated

1. 2.

3. 4.

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City of San Luis Obispo – Evacuation Plan
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Block 9 Evacuation Routes for Public
(Exiting area)

1. 2.

3. 4.

5. 6.

Block 10 Travel Routes for Emergency Responders
(Entering Area)

1. 2.

3. 4.

5. 6.

Routes shall be coordinated with IC, Ops & Logs Sec. Chiefs. Routes for Evacuation Order areas should be determined first.

Display evacuation routes on incident maps and ensure EOC(s) are informed if activated.

Consider transportation and barricade needs early.

Block 11 Public Shelters or Safe Points
Name, Address, and Contact Information

1. 2.

3. 4.

5. ICP (or EOC as applicable) should identify approximate number of evacuees, anticipated duration of incident, and direction emergency may head, to assist Red Cross is choosing a safe shelter location.

Public shelters should be staffed with Incident Information Officers.

Display public shelters on incident maps with a red cross.

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City of San Luis Obispo – Evacuation Plan
For Official Use Only Page 6 of 8
Block 12 Large Animal/Pet SheltersName, Address, and Contact Information

1. 2.

3. 4.

Animal/pet shelter locations must be coordinated between LE and Animal Control.

ICP or (EOC as applicable) should identify approximate number/type of pets and anticipated duration of incident.

Definitions
Evacuation Order-Movement of community members out of a defined area due to an immediate threat to life and property from an emergency incident. An Evacuation Order should be used when there is potential or actual threat to civilian life within 1 to 2 hours or when the IC deems it necessary to protect civilians.

Evacuation Warning-Alerting of community members in a defined area of a potential threat to life and property from an emergency incident. An Evacuation Warning may be issued when the potential or actual threat to civilian life is more than 2 hours away or as deemed appropriate by the IC.

Levels of Closure-A closure prohibits the usage or occupancy of a defined area such as a park, beach, or road due to a potential or actual threat to public health and/or safety. Media is allowed under all closure levels unless prohibited under PC 409.5
Level 1 Closure-Closed to all traffic except local residents; may require escorts.

Level 2 Closure-Closed to all traffic except FD, LE, and critical incident resources (i.e. utility companies, Caltrans, County Roads, etc.).

Level 3 Closure-Closed to all traffic except FD and LE.

Level 4 Closure-Closed to all traffic including FD and LE.

Shelter in Place-Directing community members to stay secured inside their current location. Used if evacuation will cause higher potential of loss of life.

Safe Refuge Area-A temporary location to hold evacuees until safe evacuation is possible.

Safe Points-Temporary area outside of affected area to stage evacuees until emergency is over or a shelter can be opened.

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City of San Luis Obispo – Repopulation Plan
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REPOPULATION PLAN (Blocks 13-17)
Block 13 Incident Name: Incident #:

Date to be initiated: Time to be initiated:

Block 14 Repopulation Area(s) Level of Closure (No closure, or 1-4)

1. 2.

3. 4.

Block 15 Repopulation Checklist Authorizing Name-Date-Time Fire or emergency threat mitigated
Utilities secured Gas Electric
Telephone Water
Infrastructure hazards mitigated (roads, bridges, etc)
Public Works Caltrans
Law Enforcement Sheriff Local PD approval
CHP
Other
Other
Incident Commander Approval
Fire Agencies notified

CAL FIRE USFS
Fire District/Department
American Red Cross Notified
Emergency Operations Center(s) notified
Incident Information Officer notified
Incident Liaison Officer notified
ICS 209 updated

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City of San Luis Obispo – Repopulation Plan
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Block 16 Evacuation Plan Distribution
Incident Commander(s) Operations Section Chief(s)
Planning Section Chief Logistics Section Chief
Finance Section Chief Public Information Officer
Liaison Officer Incident Safety Officer
Law Enforcement Public Officials (Mayor/City Manager)
Caltrans/Local Streets Dept Emergency Operations Center(s) County OES CAL EMA
California Highway Patrol
Block 17 Prepared by: Date:

Incident Commander: Time:

Level 2 Closure-Closed to all traffic except FD, LE, and critical incident resources (i.e. utility companies, Caltrans, County Roads, etc.).

Level 3 Closure-Closed to all traffic except FD and LE.

Level 4 Closure-Closed to all traffic including FD and LE.

Shelter in Place-Directing community members to stay secured inside their current location. Used if evacuation will cause higher potential of loss of life.

Safe Refuge Area-A temporary location to hold evacuees until safe evacuation is possible.

Safe Points-Temporary area outside of affected area to stage evacuees until emergency is over or a shelter can be opened.

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City of San Luis Obispo
Emergency Operations Plan

RECOVERY
Developed for:

Keith Aggson
Fire Chief
City of San Luis Obispo
Fire Department
San Luis Obispo, CA.

Prepared by:

David L. Mathe
Emergency Leadership and
Preparedness Advisor
Nipomo, CA.

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City of San Luis Obispo Recovery
Emergency Operations Plan
For Official Use Only Page 1 of 43

FORWARD
The City of San Luis Obispo Disaster Recovery Plan addresses the City of San Luis Obispo's response to an emergency impacting the city. Recovery Response measures and procedures concerning the policy and operations of the City of San Luis Obispo’s Disaster Recovery Plan contained herein.

Plan Adoption
This is the official City of San Luis Obispo Disaster Recovery Plan. ____________________
Keith Aggson
Fire Chief
San Luis Obispo Fire Department
Date:

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City of San Luis Obispo Recovery
Emergency Operations Plan
For Official Use Only Page 2 of 43
Table of Contents
Recovery Operations
Section Page
Plan Adoption 1
Table of Contents 2
I. Concept of Operations 4
A. Short Term Recovery 7
B. Long Term Recovery 7
C. Situation Reporting Zones 8
D. Damage Assessment 9
II. Recovery Operations Organization 10
III. Recovery Operations Responsibilities 11
A. Emergency Proclamations/Declarations 12
IV. Damage Recovery Assessment 13
A. Local Assistance Centers/Disaster Recovery 13
B. Public Assistance through CalOES 15
C. Public Assistance through Other Agencies 16
D. Individual and Family Assistance 17
E. Businesses, Ranchers, and Private Non-Profit Assistance 18 V. Recovery Assistance 19
A. Public Assistance Categorized as Emergency or Permanent work 19 VI. Documentation 24
VII. Disaster Assistance Process for Public Agencies 26 A. Public Assistance Program Responsibilities 26
B. Project Worksheet 26
C. Work Project Funding 28
D. Completion Deadlines 28
E. Eligibility requirements 29
F. Contracts and Procurement 30
G. Emergency Procurement Procedures 31
H. Donated Resources 31
I. Project Closeout 31
J. Audits 31
K. Appeals 32
L. Post-Disaster Hazard Mitigation Grant Program 32
VII. Hazard Mitigation – Planning and Prevention 33
A. City of San Luis Obispo Local Hazard Mitigation Plan 33 B. Hazard Mitigation Grant Programs 33

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Emergency Operations Plan
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C. Hazard Mitigation Grant Process 34
D. Disaster Mitigation Act of 2000 36
VIII. After Action/Improvement Report 37
Supporting Documents 38
• Recovery Unit Leader—Checklist 38
• Rapid Damage Estimate 40
• Initial Damage Assessment 41
• Damage Assessment Overview 42
Revision Page 43

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City of San Luis Obispo Recovery
Emergency Operations Plan
For Official Use Only Page 4 of 43

RECOVERY OPERATIONS
I. CONCEPT OF OPERATIONS
“Disaster Recovery” is both short-term activities intended to return essential services to operation, and long-term activities designed to return infrastructure systems to pre-disaster conditions.

Recovery activities are those necessary to restore services and systems to a state of normalcy. Short term recovery actions include damage and safety assessments and those necessary to return health and safety systems (e.g., water) and services (e.g., acute health care) to minimum operating standards.

When conditions exist, which pose an extreme peril to life and property and is beyond the effective response capabilities of the City of San Luis Obispo, it may proclaim a local emergency and request that the state implement or coordinate financial disaster recovery programs.

Recovery efforts can begin even while response efforts are underway. Such initial efforts may include beginning to restore utility services, clearing roadways of debris, and basic mitigation efforts to keep additional damage from happening.

Initial coordination of recovery efforts, such as initial planning and response, is the responsibility of the City of San Luis Obispo. In the aftermath of a disaster initial recovery needs may include:
 Assessment of the extent and severity of damages to homes and other property.  Restoration of services such as water, sewer, and power.  Repair of damaged homes and property.
 Professional counseling, guidance and education due to the sudden changes resulting from the emergency.

Private sector entities can/should be utilized as needed to provide recovery assistance.

Memorandums of Understanding (MOUs) with private entities can provide an effective method of mobilization and resource management.

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City of San Luis Obispo Recovery
Emergency Operations Plan
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Recovery Activities
Rebuilding efforts require decisions on several critical activities that have long-term social, economic and physical recovery implications. In addition to common emergency planning considerations (e.g., establishing partnerships, risk identification and reduction, plan maintenance including drills and exercises) local government should consider the activities listed below during the emergency management planning process.

Physical Recovery Activities: Governmental Recovery Activities:
 Preserving historical sites
 Considering environmental concerns
 Upgrading infrastructure and utilities
 Removing debris and managing disposal sites
 Evaluating redevelopment and subdivisions
 Establishing restoration committee
Considering deferral of permits, fees, etc.
 Pursuing hazard mitigation projects and
advancing mitigation efforts
 Modifying land use and zoning requirements
 Improving infrastructure, roads, housing
 Evaluating repair and rebuilding options
 Incorporating changes in construction
standards
 Continuing the performance of governmental
functions
 Protecting essential facilities, equipment,
records, etc.
 Managing donations
 Coordinating Voluntary agencies
 Building community consensus
 Engaging stakeholders, special interest
groups and the public in decision making
processes
 Pursuing new opportunities in community
planning
 Upgrading communication systems
 Pursuing political support
 Communicating recovery activities to the
public
 Addressing community questions about
health consequences of the event
Social Recovery Activities: Economic Recovery Activities:
 Promoting community participation
 Providing services for the mental health of
individuals
 Evaluating community stress
 Informing the public of physiological
considerations
 Restoring community values
 Promoting family individual preparedness
 Establishing Local Assistance Centers or
Disaster Recovery Centers of “one-stop”
disaster recovery services
 Establishing a documentation system to
collect and store disaster-related cost
information to ensure maximum state and
federal reimbursement
 Addressing economic loss of the community
 Identifying available working capital
 Promoting business in damaged areas
 Maximizing the consumer base
 Reestablishing commercial services
 Facilitating business recovery
 Securing disaster business loans, disaster
recovery assistance grant and hazard
mitigation project funding
At the state level, the Cal OES Disaster Assistance Division manages disaster recovery operations by aiding local governments and coordinating recovery programs for individuals and businesses impacted by disasters. The Disaster Assistance Division ensures that state and federal support are provided in an efficient and timely manner throughout the recovery process. Cal OES is the grantee for federally funded disaster assistance programs, and grantor for the state California Disaster Assistance Act program. As

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City of San Luis Obispo Recovery
Emergency Operations Plan
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such, the Disaster Assistance Division coordinates recovery assistance for individuals, businesses and the agricultural community. Additionally, the Disaster Assistance Division oversees hazard mitigation activities throughout California and provides technical support to reduce the costs and streamline the process of future recovery efforts. In support of these responsibilities, the Disaster Assistance Division performs extensive planning activities with local, state and federal agencies, legislators, various volunteer and non-profit organizations.

Accurate and current Initial Damage Estimates (IDEs) should be provided concurrently with requests for assistance by local jurisdictions.

Cal OES staff will work with the City of San Luis Obispo to ensure that accurate and current disaster information is captured within the Response Information Management System. The Initial Damage Estimate provides information necessary for the Disaster Assistance Division to determine if state and/or federal disaster assistance is warranted and what external resources are needed. The information provided by local government should include:
• Type and extent of public and private sector damage;
• Estimates of damage and emergency response costs; and • Any acute public health and environmental issues.

If the available Initial Damage Estimate information appears inaccurate based on the known magnitude of the event or if the information appears out-of-date, the Disaster Assistance Division staff may be required to verify the information, through the Preliminary Damage Assessment (PDA) process outlined below. A Preliminary Damage Assessment may also be necessary to verify Initial Damage Estimate information as discussed above.

A Preliminary Damage Assessment is a comprehensive report completed by a team of local, state and/or federal representatives in cooperation with the affected local government and the private sector. The representatives may include local public works staff, Cal OES, FEMA or the United States Small Business Administration program staff. The Preliminary Damage Assessment is used to determine the level of state and/or federal assistance required. Preliminary Damage Assessment information includes:
 specific damaged sites, including facility type (e.g., school, road, private residence).  insurance and maintenance records of damaged facilities.  damage description and repair estimates; and
 local government’s budget reports.

If federal assistance is required, Cal OES must submit a request to the President within 30 days of the disaster occurrence. The request must be accompanied by a joint Cal OES/FEMA Preliminary Damage Assessment. Accordingly, Cal OES will request FEMA’s assistance and complete the joint Preliminary Damage Assessment as soon after the event as practical. In special circumstances when the magnitude of the event warrants, the President may declare an emergency or major disaster prior to completion of a Preliminary Damage Assessment. However, a Preliminary Damage Assessment still requires completion in order to establish the level of financial assistance required by the state and federal governments.

Consistent with the Standardized Emergency Management System, local government should provide all requests for disaster recovery assistance to the Operational Area. Cal OES Regions are the first line

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Emergency Operations Plan
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reviewers of requests for disaster assistance from local government. The Cal OES Region office may complete a “Local Proclamation” form utilizing the Response Information Management System database. This form includes the Regional Analysis, which the Disaster Assistance Division utilizes to evaluate the need and appropriate level of state and/or federal assistance warranted. The Disaster Assistance Division provides its recommendation to the Cal OES director for approval.

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

The goal of short-term recovery is to restore City of San Luis Obispo and related services to at least a minimal capacity. Short term recovery may include:
 Utility restoration.
 Continued social, medical, and mental health services.  Re-establishment of city government operations.
 Re-establish of transportation routes.
 Debris removal.
 Cleanup operations; and
 Abatement and demolition of hazardous structures.

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

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

B. Long Term Recovery
The major objectives of long-term recovery operations may include:
 Improved land use planning.
 Improved emergency planning.
 Re-establishing the local economy to pre-disaster levels.  Recovery of disaster response costs.
 Effective integration of Mitigation strategies into recovery planning and operations.

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

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City of San Luis Obispo Recovery
Emergency Operations Plan
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With public safety a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process. Any hazard mitigation actions may need to be coordinated between various agencies and jurisdictions in order to ensure a maximum reduction of vulnerability to future disasters. Long term recovery may also involve local jurisdictions restoring essential facilities to their pre-disaster condition by retrofitting, repairing or reconstructing them during recovery operations.

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

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City of San Luis Obispo Recovery
Emergency Operations Plan ____________
For Official Use Only Page 8 of 43
C. Situation Reporting Zones
The City of San Luis Obispo has been organized into 4 Situation Reporting Zones (SRZ’s). They are described as follows:

Zone 1: CENTRAL: is that area to the North of the intersection of Broad Street and Perkins Lane, West of the Union Pacific railroad, South of Mill Street from Broad St. to Pepper Street and East of Highway 101 from Madonna Road to Broad Street.

Zone 2: NORTH: Is that area to the North of Mill St. from Broad Street to Pepper Street and North of Monterey Street from Pepper Street to Fox Hollow Road exit off Highway 101.

Zone 3: WEST: is that area that is West of Broad Street and South of the Intersection of S Higuera Street and Bridge St.

Zone 4: EAST: is that area that is South of the intersection of Broad Street and Perkins Lane, East of the intersection of Tank Farm Road and Santa Fe Road and East of the Union Pacific railroad from the Meeting of Lawrence Drive and Garibaldi Avenue and South of Monterey Street Note: Where no damage occurs within a SRZ, “no damage” reports are still required in order to insure complete damage intelligence.

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

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

Report Title Responsible Party Description Needed Purpose of Report Initial Damage Estimate¹
(IDE)
Local jurisdiction Initial description of
damage including:
 Type and extent of
public and private sector
damage
 Estimates of damage
and emergency response
costs
 Any acute public
health and
environmental issues
 Number of homes and
businesses not insured
or underinsured
Provides
information for Cal
OES to determine if
state and/or federal
disaster assistance
is warranted and to
what external
resources are
needed. An IDE
should be provided
concurrently with
request for
assistance. Not
providing this
information
promptly can delay
assistance.

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

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

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City of San Luis Obispo Recovery
Emergency Operations Plan
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II. RECOVERY OPERATIONS ORGANIZATION
For the City of San Luis Obispo, initial recovery operations will be managed by the appropriate departments. Initial overall coordination of recovery efforts can be coordinated by Cal OES.

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

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City of San Luis Obispo Recovery
Emergency Operations Plan
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III. RECOVERY OPERATIONS RESPONSIBILITIES
The City of San Luis Obispo has specific responsibilities in recovering from a disaster, although the City of San Luis Obispo may not have all the resources necessary for recovery; state and/or federal disaster assistance may be needed. The organizational overview listed on the following page depicts a sampling of agencies that may be assigned or have the resources to coordinate specific disaster recovery operations for the City of San Luis Obispo.

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

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

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

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

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

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

Administration
Geographic Information System (GIS) needs Information Technology

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

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

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

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

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

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

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

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

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

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

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

A. Local Assistance Centers/Disaster Recovery Centers
a. Local Assistance Centers:

Local government may consider activating Local Assistance Centers to provide a centralized location for services and resource referrals for the unmet needs of disaster victims. State funding may be available for eligible Local Assistance Center operations. Historically, Local Assistance Centers have proven to be a key factor for a successful recovery. Local Assistance Center characteristics generally include:
 resource facility for recovery information, services and programs.  community-based service facilities.
 managed by local government; and
 staffed by private non-profit organizations, local, state and federal government, as appropriate.

For additional information, contact CalOES for “A Guide for Establishing a Local Assistance Center.”
b. Disaster Recovery Centers:

Disaster Recovery Centers may also be activated by key federal agencies to provide convenient locations for victims and private non-profit organizations to obtain information about FEMA and United States Small Business Administration programs. Disaster Recovery Center characteristics general include:
 Fixed or mobile resource facility for FEMA and United States Small Business Administration recovery information.
 Managed by federal government; and
 Staffed by FEMA, CalOES, United States Small Business Administration and other federal, state and local agencies as appropriate.

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c. Disaster Assistance Programs and their Requirements:

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

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

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

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

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

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

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

Reimbursement for fire
suppression costs.

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

Reimbursement of local
emergency response and
debris removal costs.

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

18.75% State

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

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

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

18.75% State

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

Funding to provide crisis
counseling services.

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

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

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

Type of
Assistance
Program/Name/Lead Federal
Agency and Authority
Cost Share
Requirements Implementation Criteria
Watershed
restoration
Emergency Watershed
Program/ Natural Resource
Conservation Service,
Division of the U. S. Department
of Agriculture
Section 216, P.L. 81/516 and
Sections 403-405 P.L. 95-334
75% Natural
Resource
Conservation Service

18.75% State

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

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

Restoration of
publically
sponsored
flood control
structures
United States Army Corps of
Engineers Rehabilitation Program
Flood Control and Costal
Emergencies Act (P.L. 84-99)
100% United States
Army Corps of
Engineers
The United States Army Corps of Engineers Rehabilitation program aids with permanent repairs to federal system
levees. Although the United States Army Corps of
Engineers covers the repair costs, the local sponsoring agency may be required to purchase additional soil and
must sign “Hold Harmless” agreements and other
applicable assurances before work can begin. This
program does not require a Presidential disaster
declaration before it is implemented. For additional
information refer to: www.usace.army.mil.

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

Permanent
restoration of
damaged
federal
highways
Federal Highways
Administration
ER Program
Title 23 U.S.C. Section 125

88.53% Federal
Highways
Administration

8.6% State

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

Long-term
economic
redevelopment
United States Department of
Housing and Urban
Development
Disaster Recovery Initiative
Section 122 of the Housing and
Community Act of 1974, as
amended
75% Federal

18.75% State

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

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

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

Type of Assistance Program Name and
Authority
Loan/Grant
Maximum* General Implementation Criteria
Low interest loans for losses to
real property (primary
residences) which may include
mitigation measures
United States Small
Business
Administration
Physical Disaster Loan
Program
13 CFR Ch. 1 Part 123
$200,000 The United States Small Business Administration Physical loan program may be implemented upon a
Presidential declaration of an emergency or major
disaster. Victims are required to first seek loan
assistance through the United States Small Business
Administration before they can be considered for a
federal grant through FEMA. The United States Small
Business Administration also has the authority to
independently (without a Presidential declaration)
implement the program when at least 25 homes
and/or businesses suffer 40% uninsured losses of their
estimated fair market or pre-disaster fair market
value, whichever is lower. In this case, a request for a United States Small Business Administration
declaration must be requested through CalOES within
60 days of the occurrence.

Low interest loans for losses to
personal property
United States Small
Business
Administration
Physical Disaster Loan
Program
13 CFR Ch. 1 Part 123
$40,000 Same as above
Grants to cover temporary
housing needs, home repairs,
losses to personal property,
transportation expenses,
funeral and medical expenses,
etc.

Federal Assistance to
Individuals and
Households Program
Robert I. Stafford Act
Disaster Relief and
Assistance Act, 44 CFR Ch.
1 Part 206 Subpart D,
Sect. 206.110
$25,600 This is a federal grant program managed and
administered by FEMA upon a Presidential Declaration
of an Emergency or Major Disaster. Victims who are
found to be ineligible for a United States Small
Business Administration loan are referred to FEMA’s
Federal Assistance to Individuals and Households
Program.

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

State Supplemental Grant
Program
California Department of
Social Services W/I 13600-
13601
$10,000 This program is administered through the state
Department of Social Services. It is only implemented
when FEMA has activated the Federal Assistance to
Individuals and Households Program. The state has no
authority to activate the State Supplemental Grant
Program
independent of a federal declaration.

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

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

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

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

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

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

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

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

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

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

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

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

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

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V. RECOVERY ASSISTANCE
City of San Luis Obispo’s Responsibilities: When disaster strikes and damages exceed the City of San Luis Obispo’s capabilities, the City of San Luis Obispo may request state and/or federal disaster assistance. Determine if a local proclamation of an emergency is a prerequisite for the assistance requested. If a request for assistance is necessary, the City of San Luis Obispo should:
 Include the following information in the request:

1. Copy of the local proclamation (if required)

2. Initial Damage Estimate

3. Written request/resolution by designated official

4. Type of disaster

5. Date of occurrence and whether situation is continuing

6. Areas affected

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

1. Operational Area

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

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

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

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

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

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

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

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

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

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Category D – Water Control Facilities (Permanent Work)
All expenditures associated with flood control, drainage or irrigation facilities owned and maintained by the jurisdiction. This includes, but is not limited to:
 Storm drains,
 Dams, debris
 Basins,
 Dikes,
 Levees,
 Flood gates,
 Flood control channels.

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

Category E – Public Buildings and Equipment (Permanent Work) All expenditures associated with public buildings and related equipment owned or maintained by the jurisdiction. This includes, but is not limited to:
 Local government buildings,
 Leased buildings where the jurisdiction is contractually required to maintainthem,  Park and recreation buildings,
 Office equipment,
 Supplies lost in a disaster,
 Library books,
 Vehicles,
 Specialized equipment and radios.

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

Category F – Public Utilities (Permanent Work)
All expenditures associated with water, power and sewage systems. This includes, but is not limited to:
 Water and sewage treatmentfacilities,
 Distribution systems and supplies.
 Power generation
 Pump Stations
Regular and overtime hours as well as benefit costs of jurisdictional employees involved with Category F work are eligible costs. All jurisdictional and rental equipment hours, materials and contract costs are eligible for reimbursement as well.

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

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

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

B. Public Assistance: Application Process:
• Applicant Briefings
Whether a disaster has been designated as a Director’s Concurrence, a State of Emergency Proclamation, a Presidential declaration of an emergency or a Presidential declaration of a major disaster, the Disaster Assistance Division will schedule and hold Public Agency Applicant Briefings. Affected public agencies will be notified by letter, e-mail, Cal OES website, Cal OES regional offices, or by telephone of the date, location, and time of the briefing. Applications for federal and state public assistance will be available and accepted during these briefings.

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

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Worksheet (Form 90-91). The Public Assistance Coordinator (PAC) will go over what is expected of each applicant and will provide detailed instructions on what to do and how to do it. A state liaison will provide state specific details on Public Assistance program documentation and reporting requirements.

Along with a list of damaged locations and documentation of emergency-related expenditures to date, applicants should also be prepared to discuss known historical or environmental issues for the location and general area. Copies of insurance documentation associated with any damaged facility should also be provided to FEMA during the meeting.
• Project Approval Process
The Disaster Assistance Division encourages sub grantees to participate fully in the decisionmaking process of the approved scope of work and cost estimation for each project. Sub grantees are notified by mail when FEMA or the state has approved the project for funding. This notification includes instructions to request payment of the funds. Additional information regarding both federal and state public assistance programs can be obtained through the Disaster Assistance Division’s Public Assistance Training Program. • Expedited Funding
Upon a Presidential declaration, the City of San Luis Obispo has incurred significant emergency response costs and may request the expedited processing of state and federal funding.

Qualifying costs may include:
 emergency costs (e.g. police and fire overtime salaries).  debris removal necessary to protect life and property; and  temporary shelter operating costs.
• Public Assistance Process Cycle Timeline
Disaster Assistance Step Timeframe for Completion
Initial Damage Estimate Within 10 days to Cal OES (sooner to County OES) Preliminary Damage Assessment Within two weeks to verify IDE Governor’s Request Within 30 days to the end of the incident Presidential Declaration Received back within 1 to 8 weeks Applicant’s Briefing Within 30 days of the Presidential Declaration Submission of Request for Public Assistance Within 30 days of the Presidential Declaration Kick off Meeting Within 21 days of approval of RPA. This meeting starts 60-day clock to report all damages

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

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

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

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

Under the California Disaster Assistance Act, documentation is required for damage sustained to the public and related resources, such as:
 Public buildings.
 Levees.
 Flood control works.
 Irrigation works.
 County roads.
 City streets.
 Bridges; and
 Other public works.

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

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 Water control facilities.
 Public buildings and related equipment.
 Public utilities.
 Facilities under construction.
 Recreational and park facilities.
 Educational institutions; and
 Certain private non-profit facilities.

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

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

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

The City of San Luis Obispo has the responsibility for completion and submittal of the required documents for both state and federal assistance programs.

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

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

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

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

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

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

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

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

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

Supplements to the original application may be approved for substantial errors or omissions, overruns/under runs caused by variations in unit prices (cost adjustments) and changed site conditions/scope adjustments. Changes to small projects will normally be adjusted at the time of final inspection or an offsetting procedure will be implemented. Supplements should be requested at the earliest possible time and prior to completion of the work in question. Requests for a change in scope must be filed prior to work commencement on a "Damage Verification Form." If the City of San Luis Obispo does not agree with the inspection team's estimate, the City of San Luis Obispo may indicate its non-concurrence with the Project Worksheet. In addition to indicating nonconcurrence on the Project Worksheet form, the City of San Luis Obispo may also submit a letter of nonPage 362 of 1294 City of San Luis Obispo Recovery
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concurrence to Cal OES. In this letter, include the reasons why the City of San Luis Obispo disagrees with the inspection team's estimate. Provide as much supporting documentation as possible. Cal OES will generally recommend that DHS/FEMA review the Project Worksheet to reinstate eligible costs before the Project Worksheet is approved. The letter to Cal OES should include the disaster number, the City of San Luis Obispo’s federal Project Application Number (PA Number), and the Project Worksheet number(s).

Once the Cal OES Project Application is received, a joint state/federal inspection team may come into the requesting jurisdiction to perform a Project Worksheet 90-91 (PW). The Project Worksheet is also referred to as the 90-91. The Project Worksheet 90-91 (PW) identifies the scope of work and the quantitative estimate of cost of each work project. The inspection team prepares a Project Worksheet 90-91 (PW) data sheet for each project listed on the List of Projects. A project means all work performed at a single site; this can also include grouping, for example, a short stretch of roadway with multiple sites into one project. Beginning in Fiscal Year 2017, local jurisdictions began working directly with FEMA on their Project Worksheet 90-91 Project Worksheet (PW) following the joint inspection team visit, instead of solely through Cal OES.

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

Supplements to the original application may be approved for substantial errors or omissions, overruns/under runs caused by variations in unit prices (cost adjustments), and changed site conditions/scope adjustments.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The 50% Rule is summarized as follows:

If the Repair Cost divided by the Replacement Cost is less than 50 percent, then only the repair cost is eligible.

If the Repair Cost divided by the Replacement Cost is greater than 50 percent, then the replacement cost is eligible.

Repair cost equals the cost of repair of damaged components only. The cost does not include eligible codes and standards upgrades, demolition, site work, or applicable project management costs.

Replacement cost equals the cost of reconstructing the facility and includes current codes and standards upgrades.
• Eligible Work:

Must be a direct result of the disaster
Must be in a designated disaster area
Must be the legal responsibility of an eligible applicant Work can be deemed ineligible if there is found to be an applicant negligence, deferred maintenance or pre-existing damage. It is important for eligible applicants to ensure that routine maintenance is taken care of and documented in advance of a disaster. Applicants are responsible for obtaining all necessary state and federal permits and should not begin work until FEMA has completed any necessary environmental or historic review processes.
• Eligible Costs:

All costs associated with recovery must be reasonable and necessary. Costs must also comply with federal, state and local procurement standards and not be contingent above state and/or federal funding. It is imperative to track all costs, even if you do not believe them to be reimbursable.

Overtime and associated wage additive costs for emergency response personnel.

Regular work hours for permanent work.

Actual travel and per diem.

Supplies, materials, and equipment (including rental).

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Repair, permanent restoration, and replacement costs for public facilities.

The cost of basic engineering services when necessary for construction projects.

Indirect and administrative costs (10% of total approved state share).

Costs for work performed under interagency assistance agreements for which an eligible applicant is legally obligated to pay; and
The local cost share required under federal public assistance programs is typically 25%. However, the 25% share may be partially offset by State disaster recovery funds if a State emergency proclamation is made and allows for such funding. This can equate into the federal share of 75% being paid and, if State funding is authorized, the state paying 75% of the remaining 25%. If federal pays 75% and state pays 75% of the remaining 25% that equates to the local share typically being 6.25%.

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

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

The following documents should be retained for audit purposes on all contracts:

Contract.

Requests for bids, proposals or quotes.

Bid documents/specs.

Bid advertisement.

List of bidders; and
Invoices, cancelled checks, purchase orders, and inspection records.

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

H. Donated Resources:

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

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Volunteer labor will be valued at the same hourly labor rate as a jurisdiction employee performing similar work. If the jurisdiction does not have employees performing similar work, then the rate should be consistent with those ordinarily performing the work in the same labor market.

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

Standby time is not eligible for credit.

I. Project Closeout
Project closeout occurs when the City certifies that all work has been completed. Large projects are closed out individually. Small projects are closed out together when the last project has been completed. The City should notify County OES immediately as each large project is completed and after completion of the last small project. Since small projects are paid up front, additional funding may be requested if the total sum of the small projects is greater than the amount that was paid up front. This request MUST be made within 180 days from the approved deadline of the last small project to be eligible.

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

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

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

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

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

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

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

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

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

Hazard Mitigation Grant Program Authority and Administration: The Hazard Mitigation Grant Program is authorized under Sections 322 and 404 of the Stafford Act. Federal funding becomes available only after the President signs a major disaster declaration. It is the only mitigation program that requires the local government to proclaim an emergency prior to implementation.

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

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

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

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

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

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

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

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

Following a presidential disaster declaration, the federal Hazard Mitigation Grant Program is activated.

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

In Fiscal Year 2018, the Hazard Mitigation Grant Program funding amount is based upon a 15% share of the DHS/FEMA estimate of all Project Worksheets for public assistance work performed, and Individual Assistance costs. That is, if damages are estimated to be $1,000,000, $150,000 may also be made available for hazard mitigation. However, the hazard mitigation programs do change, thus the percentages and other requirements and conditions may change in future disasters.

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

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

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

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

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

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

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

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

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

A Hazard Mitigation Coordinator (HMC) is appointed for the state and the City of San Luis Obispo. These individuals will constitute the Hazard Mitigation Team which will:
 Identify significant hazards in the affected areas giving priority to disaster-related hazards.

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 Evaluate impacts of these hazards and measures which will mitigate their impacts.  Recommend appropriate hazard mitigation measures.

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

The Hazard Mitigation Team also prepares a Hazard Mitigation Plan which is submitted to the DHS/FEMA Regional Director through the Governor's Authorized Representative (GAR) within 180 days after a Presidential declaration. The objectives of the Plan are to:
 Recommend hazard mitigation measures for local, state, and federal agencies.  Establish short-term and long-term planning frameworks for implementation of hazard mitigation efforts.

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

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

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

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

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

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

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

The after-action report will provide, at a minimum, the following:
 response actions taken.
 application of the National Incident Management System/Standardized Emergency Management System.
 suggested modifications to National Incident Management System/Standardized Emergency Management System.
 necessary modifications to plans and procedures.
 training needs; and
 recovery activities to date.

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

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

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

The San Luis Obispo City Manager will be responsible coordinating the completion of the City of San Luis Obispo’s after-action reports which do fall under a specific discipline (such as fire, law enforcement, etc.) including forwarding it to the State Office of Emergency Services within the required 90 day period.

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

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

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

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CHECKLIST – Recovery Unit Leader
Short Term Recovery:

Ensure the following actions are being completed:

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

Long Term Recovery:

Ensure the following actions are completed during long termrecovery:

As emergency issues are resolved and the community works to return to the new post disaster “normal”, the general priority is to continue accurate situational awareness and to sustain the recovery group operations. As the community transitions to long term recovery, implement the following actions:
 Ensure sufficient and knowledgeable people are assigned to the Recovery Unit.  Continue to collect information on progress, duration and impact from the following:
o Utility providers
o Social, medical and health services
o Transportation routes and services
o Debris issues
o San Luis Obispo County and city/special district government operations

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o Private sector retail and wholesale providers
o Schools
o Others
 Develop long term recovery objectives.
 Determine appropriate Recovery Operational Period with Plans Section Coordinator.  Continue to coordinate with the OperationalArea, adjacent counties and the state.  Seek regional coordination and solutions where appropriate.  Develop a group to develop the Community RecoveryPlan.  Facilitate public involvement in the recovery process.  Look for public/private partnerships to strengthen recoveryefforts.  Utilize mitigation plans for ways to buildresiliency.  Establish work groups based either on geographic or function need.  Continue to provide information for the public on the recovery progress.  Coordinate recovery planning efforts withexisting community general plans.

Each department/agency should have a point of contact from their Finance Section who will be responsible for coordination of finance related activities to ensure cost recovery:
 Ensure documentation of costs, including receipts, photos and relevantdetails.  When requested, provide copies of all financial documents or reports(pay sheets, checks, etc.) regarding damage and expenditures to the department/agency point of contact or Recovery Unit Leader.
 Generate necessary financial reports such as payrollrecords.  Assist the department/agency point of contact or Recovery Unit Leader during any state or federal audits.

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Rapid Damage Estimate
City of San Luis Obispo Emergency Operations Center
Department
Location/Zone:

Form Completed By:

Date:

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

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

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Initial Damage Assessment
City of San Luis Obispo Emergency Operations Center
Department: Location: Date: Time:

Time Address Damage Type Insurance Details
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
Affected
Minor
Major
Destroyed
Private
Public
Yes
No
The Initial Damage Estimate provides information for Cal OES to determine if state and/or federal disaster assistance is warranted and to what external resources are needed. An Initial Damage Estimate should be provided concurrently with request for assistance. Not providing this information promptly can delay assistance. An Initial Damage Estimate is completed by the City and forwarded to County OES for submittal to Cal OES. The Initial Damage Estimate should be completed on the form provided on Cal OES’s website at http://caloes.ca.gov/cal-oes-divisions/recovery/forms. The Initial Damage Estimate should provide reasonable estimates of the damage caused by the disaster.

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

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

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

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

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City of San Luis Obispo Recovery
Emergency Operations Plan ____________
For Official Use Only Page 42 of 43
Damage Estimate Overview
REPORT
DATE:

TIME (24-Hrs.):

JURISDICTION: City of San Luis Obispo

DESCRIPTION TOTALS FISCAL

TOTALS COMMENTS
PERSONS: Dead
Injured
Displaced
SUB-TOTAL:

HOMES: Damaged
Destroyed
SUB-TOTAL:

BUSINESSES-Destroyed:

Large
Small
BUSINESSES-Damaged:

Large
Small
SUB-TOTAL:

AGRICULTURE: Acres
Dairy
Crops
Orchard
Nursery
SUB-TOTAL:

GOV’T LOSSES:

Community Development
Utilities
Attorney
Finance
Administration
Public Works
Police Department
Recreation
Fire Department
Human Resources
SUB-TOTAL:

SERVICES INTERUPTED:

Communications
Gas / Electricity
Water
SUB-TOTAL:

TOTALS
Private Homes $ Est.

Public Businesses $ Est.

Government Property $ Est.

GRAND TOTAL $ $ 0

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City of San Luis Obispo Recovery
Emergency Operations Plan
For Official Use Only Page 43 of 43

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

Revision # Revision Title Pages
Changed
Date Name
1-22 2022 Emergency Plan Update N/A 2/28/2022 James Blattler

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City of San Luis Obispo
Emergency Operations Center
All Staff Checklist Section 1
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
All Staff Checklist Page 1 of 2
SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC). Reference this and your position specific checklist (found later in this Section) in EOC activities.

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

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

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City of San Luis Obispo
Emergency Operations Center
Handbook
All Staff Checklist Section 1
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
All Staff Checklist Page 2 of 2
Deactivation Phase
 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment box.

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City of San Luis Obispo
Emergency Operations Center Checklists Notes Page
EOC Position Checklist Notes Page 1 of 1
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City of San Luis Obispo
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists
Section 2
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Command Staff Position Checklists Page 1 of 15
SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC).

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

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

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

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

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

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

The following organizational chart details the Command Staff:

B. Emergency Services Director
Responsible Party: Emergency Services Director
Alternate: Assistant City Manager, or Deputy City Manager

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

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

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

Emergency Services Director Checklist – Activation Phase Actions  Notify Mayor and City Council of incident and activation level of EOC.

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City of San Luis Obispo
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists
Section 2
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Command Staff Position Checklists Page 4 of 15
 Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained.
 Determine which sections are needed, assign Section Coordinators as appropriate and ensure they are staffing their sections as required.
o Operations Section Coordinator
o Planning/Intelligence Section Coordinator
o Logistics Section Coordinator
o Finance Section Coordinator
o Public Information Officer
o Liaison Officer
o Safety Officer
o Legal Officer
 Request that the Public Information Officer (PIO) coordinate the dissemination of all emergency information, press releases and public statements, to prevent conflicting information, misinformation, and the initiation of rumors, as appropriate to the type of emergency confronting the jurisdiction.
 Determine which Command Section positions are required and ensure that they are filled as soon as possible.
 Schedule the initial Incident Action Plan (IAP) Planning meeting.  Provide a situation briefing to the Command (PIO/LOFR/SOFR/Legal) and General Staff (PSC/OSC/FSC/LSC) Group.
 Confer with the EOC Staff to determine what agency representation is needed at the EOC from other jurisdictions (County, Special districts, other emergency agencies).  Ensure that the EOC activation level is coordinated with the Operational Area (San Luis Obispo County OES) EOC.
 Ensure all pre-designated notifications are made as appropriate to the event and activation level.
 Ensure alerting and call-in of key personnel from all jurisdiction agencies/departments as necessary.
 Ensure the EOC facility is operational, including access routes, communication lines, utilities, meals etc.
 Assume management of the EOC and declare the EOC operational at the appropriate level once staffing is adequate.

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

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

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

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

2. Responsibilities
a. Represent the jurisdiction as the lead PIO, serving as the coordination point for all media releases.
b. Ensure that the public within the affected area receives complete, accurate and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.
c. Coordinate media releases with PIOs representing other affected emergency response agencies, including the Operational Area (San Luis Obispo County OES) EOC, Cal Poly and SLO Coastal School District as necessary.
d. Organize the format for and direct press conferences in conjunction with the Director of Emergency Services.

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

Operational Phase Actions

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City of San Luis Obispo
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists
Section 2
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Command Staff Position Checklists Page 7 of 15
 Ensure that all information is clear, concise, confirmed and approved by the Emergency Services Director before release to the media or public.  Attend meetings to update information releases.
 Determine the situation status in local City, County and State regions.  Keep the Emergency Services Director advised of all unusual requests for information and of all major critical or unfavorable media comments.
 Recommend procedures or measures to improve media relations.  Coordinate with the Situation/Status Unit, other EOC positions as required and outside agencies to obtain and verify significant information as it is developed.  Coordinate and direct media briefings/press conferences, to include location, format, preparation, and distribution of handout materials.
 At the request of the Emergency Services Director, prepare and direct media briefings for elected officials and provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
 Implement and maintain an overall information release program.  Respond to special requests for information.
 Provide adequate staff to answer questions from members of the media to efficiently handle incoming media inquiries.
 Monitor published, broadcast, and social media public information for accuracy and as an information source.
 If the Operational Area (San Luis Obispo County OES) EOC Hotline is activated, publicize the telephone number to be used for public inquiries related to additional emergency information.
 Coordinate with the Situation/Status Unit Leader in collecting technical information for the public (i.e. weather reports).
 Disseminate and update locations to obtain food, shelter, supplies, health services, etc., to the public.
 Ensure that announcements, emergency information and material are translated and prepared for non-English speaking residents.
 Ensure that file copies are maintained of all information released.  Provide copies of all releases to the Emergency Services Director.  Prepare final news releases and advise media representatives of points-of-contact for follow-up stories.
 Ensure that the jurisdiction’s official spokespersons are thoroughly briefed about all aspects of the emergency.
 In coordination with the Care and Shelter Branch Director, prepare public information materials relative to recovery assistance services and make available to the public.  Release information on restoration of utilities and any travel restrictions still in effect.

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

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

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

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

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

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

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

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

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

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

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F. EOC Safety/Security Officer
Responsible Party: Assigned by Law Enforcement Representative Alternate: As appointed by Emergency Services Director
Reports to: Emergency Services Director

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

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

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

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

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

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

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

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

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City of San Luis Obispo
Emergency Operations Center
Command Staff
Description-Organization-Position
Checklists
Section 2
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Command Staff Position Checklists Page 15 of 15
 Provide general advice and guidance to the Emergency Services Director as required.  Ensure that all notifications are made to the Operational Area (San Luis Obispo County OES) EOC.
 Ensure that all communications with appropriate emergency response agencies are established and maintained.
 Assist Emergency Services Director in preparing for and conducting briefings with Management Staff, the City Council, the media, and the general public.  Provide assistance with shift change activities as required.

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City of San Luis Obispo
Emergency Operations Center
Policy Group
Description-Organization-Checklists
Section 3
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Policy Group Position Checklist Page 1 of 1
Policy Group

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

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

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

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

Provide policy direction and support.

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

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City of San Luis Obispo
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 1 of 15
SECTION 1 – ALL EOC STAFF CHECKLIST
Responsibilities: This checklist, including the following Activation, Operational and Deactivation Phase Activities, should be completed by all positions in the Emergency Operations Center (EOC).

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

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

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

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A. Description and Organizational Chart

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

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

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

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

2. Responsibilities

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

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

C. Fire and Rescue Branch Director

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City of San Luis Obispo
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 5 of 15
Responsible Party: Deputy Fire Chief
Alternate: Battalion Chief or as appointed by the Fire Chief Reports to: Operations Section Coordinator

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

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

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

Operational Phase Actions

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City of San Luis Obispo
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 6 of 15
 Obtain an initial situation report and provide it to the Operations Section Coordinator.  Provide the Operations Section Coordinator and the Planning/Intelligence Section Coordinator with an overall summary of Fire and Rescue Branch operations periodically or as requested during the operational period.
 Maintain current status of Fire and Rescue missions being conducted in your area of responsibility.
 Coordinate hazardous material spills and release response.  Monitor and coordinate (if required) requests for Urban Search and Rescue with fire mutual aid and the Operational Area (San Luis Obispo County OES) EOC.  Coordinate with the Law Enforcement Branch Director and Logistics Section Transportation Unit Leader to assist in any search and rescue functions under the jurisdiction of Law Enforcement and in any evacuation and/or warning functions as per request or need, outside normal fire service rescue functions.  Maintain awareness of and provide support for the Operational Area EOC(s) efforts to:
o Inform hospitals and emergency personnel of casualties and potential for exposure to the hazardous materials, if any.
o Determine the condition of designated field treatment sites, mass care facilities and casualty collection.
o Determine the potential for fire, environmental pollution and hazardous materials toxicity to humans and animals.
o Determine condition of pre-designated "Target Hazard" locations for casualty assessment, hazardous materials release, or high-value and essential service property damage.
o Coordinate and provide support to field emergency medical care and first aid.  Determine if current and forecast conditions will support large and intense fires or exacerbate hazardous materials spills.
 Assist the Law Enforcement Branch Director and Logistics Section Transportation Unit Leader as necessary, in warning and evacuation.
 Determine current and future resource needs and take action to correct for deficiencies.  Establish priorities for procurement and allocation of available resources.  Coordinate with the Logistics Section Supply/Procurement Unit Leader for non-Fire Department personnel, equipment, and supply needs.
 Coordinate with Public Works for debris clearance from pre-planned routes required for supporting fire and rescue activities.
 Coordinate with the Logistics Section and Public Works to provide equipment and personnel needed for heavy rescue operations, debris removal and hazardous materials containment, etc.
 Assist the Logistics Section in coordination, activation and support of multipurpose mobilization and staging areas.

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

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

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

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

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

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

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

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

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

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City of San Luis Obispo
Emergency Operations Center
Operations Section
Description-Organization-Position
Checklists
Section 4
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022
EOC Operations Position Check List Page 12 of 15
 Maintain liaison with the appropriate ARC Chapter, volunteer service agencies and such sub-area representatives within the county, and the local animal services provider, as designated.
 Request additional resource assistance through the Logistics Section, if necessary.  Coordinate the assessment of mass care needs, housing requirements and inventory and allocation of temporary lodging.
 Based upon data received by following the previous steps, work with the Operational Area (San Luis Obispo County OES) EOC to allocate shelter space and assign evacuees, by area, to facilities.
 If evacuations are initiated or appear to be imminent, coordinate with the Law Enforcement Branch Director and the Operational Area (San Luis Obispo County OES) EOC Care and Shelter Branch Director to determine, at a minimum:
o The boundaries of the evacuation area(s).
o The activated shelter facilities meet requirements described under the Americans with Disabilities Act.
o The number of evacuees requiring food, water, and shelter. o The number of evacuees with special needs, such as the critically ill, disabled, elderly, infirm, and non-English speaking.
o To the extent possible, designate space within lodging shelter facilities to house these individuals.
 Ensure the flow of information between Care and Shelter facilities and the EOC has been established.
 Periodically poll mass care facilities to determine the evacuee load and support requirements.
 Facilitate the relocation of the public from non-ARC and temporary shelters to shelters with ARC services wherever possible.
 Ensure activation of shelters includes:
o San Luis Coastal School personnel are notified
o Assigned shelter management personnel respond
 Ensure the following services are provided at each shelter:
o Crisis Counseling (Coordinate with the ARC and the Behavioral Health Unit Leader in the Operational Area (San Luis Obispo County EOC OES). o Security and Traffic Control (Coordinate with the Law Enforcement Branch Director in the EOC).
o Resources to enable Communications (Coordinate with the Logistics Section in the EOC).
o Liaison with Local Animal Services Provider to coordinate care for any pets brought to the Shelters. (Also, coordinate with Animal Services Branch Director in the Operational Area San Luis Obispo County OES EOC.)

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

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

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

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

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

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

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

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

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

2. The following organizational chart details the Logistics Section:

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

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

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City of San Luis Obispo
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Logistics Position Check List Page 3 of 16
Logistics Section Coordinator Checklist
Activation Phase Actions
 Report to and obtain initial situation briefing from the Emergency Services Director.  Ensure that Section Position Logs (ICS Form 214) and other necessary files are maintained.
 Ensure the Logistics Section is set up properly and that appropriate personnel, equipment and supplies are in place, including maps, status boards, vendor references and other resource directories.
 Meet with the Emergency Services Director and Section Coordinators and identify immediate resource needs.
 Meet with the Finance/Administration Section Coordinator and determine level of purchasing authority for the Logistics Section.
 Activate organizational elements and functions within the section, staff as appropriate and designate leaders for each element. Ensure the section is properly staffed for 24- hour operations. Continuously monitor the effectiveness of the section and make changes as required.
o Communications/IT Unit
o Transportation Unit
o Facilities Unit
o Supply/Procurement Unit
o Personnel Unit
Operational Phase Actions
 Ensure that the City of San Luis Obispo Purchase Log is maintained.  Ensure that transportation requirements, in support of response operations, are met.  Ensure that all requests for facilities and facilities support are addressed.  Ensure that all jurisdictional resources are tracked and accounted for, including resources requested by the Operational Area (San Luis Obispo County) EOC through Mutual Aid.  Ensure the coordination of resource acquisition, management and distribution.  Ensure that records of resources requested and/or received from outside the jurisdiction are maintained and coordinated.
 Ensure Logistics Section personnel coordinate with all EOC Section requests for and allocation of resources.
 Determine the need for representation or participation of mutual aid system resource representatives.

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

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1. Position Description
Responsible Party: Information Systems
Alternate: As Appointed by the Emergency Services Director Reports to: Logistics Section Coordinator
The Communications/IT Unit Leader is responsible for the primary and back-up communication and information technology systems that are used by response organizations/agencies during the emergency response and recovery periods.

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

Communications/IT Unit Leader Checklist
Activation Phase Actions
 Report to and obtain initial situation briefing from the Logistics Section Coordinator.  Ensure EOC Communications Systems are operational.
 Ensure EOC Computer Systems are operational.
 Ascertain the status of communications systems throughout the jurisdiction.

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

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

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

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

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

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

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

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1. Position Description
Responsible Party: As Appointed by the Emergency Services Director Alternate: As Appointed by the Emergency Services Director Reports to: Logistics Section Coordinator
The Supply/Procurement Unit Leader is responsible for the determination of resource and support requirements, the acquisition of resources and coordination with the Emergency Operations Center (EOC) Staff, especially the Finance/Administration Section, to track resource utilization and related costs.

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

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

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

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

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

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City of San Luis Obispo
Emergency Operations Center
Logistics Section
Description-Organization-Position
Checklists
Section 5
Issue Date
01/01/2020
Review Date
01/01/2022
Revision Date
01/01/2022 KAA
EOC Logistics Section Position Checklists Page 16 of 16 Operational Phase Actions
 Determine if local personnel resources are adequate to deal with the emergency.

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

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

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

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

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

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

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

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

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

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

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

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

Time Unit Leader Checklist
Activation Phase Actions
 Review this and the all Staff EOC checklist.
 Report to and obtain initial situation briefing from the Finance/ Section Coordinator.

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

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

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

Compensation/Claims Unit Leader Checklist
Activation Phase Actions
 Review this and All Staff EOC checklists.
 Report to and obtain initial situation briefing from the Finance/Administration Section Coordinator.

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

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

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

2. Responsibilities
a. Coordinate with City of San Luis Obispo departments all financial record keeping. b. Coordinate estimated financial costs.

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

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

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

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2. Position Description
The Recover Unit Leader is the coordinator of recovery efforts performed by the Emergency Operations Center and City. The initial actions for short term recovery center on accurate situational awareness and getting a recovery group organized. As emergency issues are resolved and the community works to return to the new post disaster “normal”, the general priority is to continue accurate situational awareness and to sustain the recovery group operations.

3. Responsibilities
a. Coordinate short and long‐term recovery operations for the City and community. b. Ensure the Recovery function is carried out within the EOC. c. Establish the appropriate level of organization within the Recovery Unit, continually monitoring their effectiveness and modifying accordingly. d. Keeps the Finance/Administration Section Coordinator informed of all significant issues affecting the Recovery Unit.

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

Operational Phase Actions – Short Term Recovery
 Establish the Recovery Unit (part of Finance/Administration Section)  Have departments collect information on their ability to sustain agency operations.  Develop staffing pattern for the Recovery Operations Organization  Collect information from rapid damage assessment on damages, duration and impact from the following:

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Operational Phase Actions – Long Term Recovery
 Ensure sufficient and knowledgeable people are assigned to the Recovery Unit.  Continue to collect information on progress, duration and impact from the following:
 Utility Providers
 Social, medical and health services
 Transportation routes and services
 Debris issues
 San Luis Obispo County and City/special district government operations  Private sector retail and wholesale providers
 Schools
 Others
 Develop long term recovery objectives.
 Determine appropriate Recovery Operational Period with Plans Section Coordinator.  Continue to coordinate with the Operational Area, adjacent counties and the state  Seek regional coordination and solutions where appropriate.  Develop a group to develop the Community Recovery Plan  Facilitate public involvement in the recovery process

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City of San Luis Obispo
Emergency Operations Center
Finance and Administration
Description‐Organization‐Position
Checklists
Section 6
Issue Date
01/01/2020
Review Date
01/01/2020
Revision Date
01/01/2022
EOC Finance and Administration Position Checklist Page 13 of 13  Look for public/private partnerships to strengthen recovery efforts  Utilize mitigation plans for ways to build resiliency  Establish work groups based either on geographic or function need  Continue to provide information for the public on the recovery progress  Coordinate recovery planning efforts with existing community general plans Each department/agency should have a point of contact from their Finance Section who will be responsible for coordination of finance related activities to ensure cost recovery:
 Ensure documentation of costs, including receipts, photos and relevant details.  When requested, provide copies of all financial documents or reports (pay sheets, checks, etc.) regarding damage and expenditures to the department/agency point of contact or Recovery Unit Leader
 Generate necessary financial reports such as payroll records  Assist the department/agency point of contact or Recovery Unit Leader during any state or federal audits
Deactivation Phase
 Prepare for demobilization when authorized by your supervisor.  Ensure that any open actions are handled by the appropriate section or transferred to other EOC elements as appropriate.
 Ensure that all required forms and reports are completed, close out activity logs, and provide all documentation to the Documentation Unit prior to your release and departure from the EOC.
 Demobilize when authorized by your supervisor.
 Complete Section written After Action Report as directed.  Restore Section EOC resource documents/equipment.

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

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

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

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

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

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

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

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

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

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

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City of San Luis Obispo
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
01/01/2020
Review Date
01/01/2020
Revision Date
01/01/2022
EOC Plans and Intelligence Position Checklists Page 6 of 12 Operational Phase Actions
 Identify the location of greatest impact, progress of the disaster and development of related events (e.g., earthquake causing hazardous materials incidents).  Prepare a Situation Report for the Planning/Intelligence Section Coordinator on the status of the emergency (area affected, resources available and resources committed). Provide a copy to the Public Information Officer (PIO) as background information for the PIO’s use in media briefing.
 Prepare and submit to the Operational Area (San Luis Obispo County) EOC, if possible, Situation Report Forms as follows:
o Initial report within four hours.
o Subsequent reports to be submitted as conditions warrant (i.e. any significant changes, but at least once an operational period).
 Supervise staff in the preparation and maintenance of visual displays, charts and maps, (including the areas involved in the emergency, impacted areas, damage incurred and resource allocation and deployment).
 Advise the Planning/Intelligence Section Coordinator on situation analysis issues regarding recovery.

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

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

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

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

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

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

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

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City of San Luis Obispo
Emergency Operations Center
Plans and Intelligence
Description-Organization-Position
Checklists
Section 7
Issue Date
01/01/2020
Review Date
01/01/2020
Revision Date
01/01/2022
EOC Plans and Intelligence Position Checklists Page 10 of 12 o News Releases
o Weather Reports
o Briefings
o Message Forms
o Notification System Logs
o Activity Logs
o Event Logs
o E-mails
o EAS (Emergency Alert System)
o Messages
Operational Phase Actions
 Maintain all EOC materials as official records.
 Maintain accurate, up to date EOC activity files.
 Maintain master copies of messages and activity logs.  Store EOC files for legal, analytical, and historical purposes.  Meet with the Finance/Administration Section Coordinator to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes.
 Initiate and maintain a roster of all activated EOC positions to ensure that activity logs are accounted for and submitted to the Documentation Unit at the end of each shift.  Review records for accuracy and completeness.
 Assist with the development of the Demobilization and Recovery Plans.  Begin preparation of the After-Action Report.
 Request copies of After-Action Reports from the Operational Area (San Luis Obispo County OES) EOC.
 Collect all documentation, including e-mails, notes, documents, logs, and electronic files from all EOC Staff before the respective EOC staff position is demobilized.

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

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

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

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San Luis Obispo City CouncilMay 17, 2022

San Luis Obispo City Council
May 17, 2022