San Marino City Council
October 12, 2022

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with disabilities to be accommodated in the most integrated setting appropriate to their needs,10 and the disability-related needs of people who are not medically fragile can typically be met in a mass care shelter. For this reason, people with disabilities should generally be housed with their families, friends, and neighbors in mass care shelters and not be diverted to special needs or medical shelters.

To comply with the ADA’s integration requirement, emergency managers and shelter operators need to plan to house people with a variety of disabilities in mainstream mass care shelters, including those with disability related needs for some medical care, medication, equipment, and supportive services. Emergency managers and shelter operators must also ensure that eligibility criteria for mass care shelters do not unnecessarily screen out people with disabilities who are not medically fragile based on erroneous assumptions about the care and accommodations they require. • Respect the right of people with disabilities to make choices about where to shelter. In some communities, emergency managers have designated shelters specifically for individuals with disabilities or individuals with a specific type of disability. For example, a community with a school for students who are deaf may designate that facility as an emergency shelter for people who are deaf. While the ADA does not prohibit offering these types of emergency shelters,11 it generally does prohibit emergency managers and shelter operators from requiring people with disabilities or people with a specific type of disability to stay in such shelters.12 The ADA requires emergency managers and shelter operators to accommodate people with disabilities in the most integrated setting appropriate to their needs, which is typically a mass care shelter. • House people with disabilities in mass care shelters even if they are not accompanied by their personal care aides. Some people with disabilities use personal care assistance for activities of daily living, such as eating, dressing, routine health care, and personal hygiene needs. One question that frequently arises is whether people with disabilities who use attendant care can be appropriately housed in mass care shelters.

In most instances, they can. Most people with disabilities who use attendant care are not medically fragile and do not require the heightened level of medical care provided in a special needs or medical shelter.

In the past, some shelter operators maintained policies that prevented people with disabilities who regularly use attendant care from entering mass care shelters unless they were accompanied by their own personal care attendants. These policies denied access to many people with disabilities.

During emergencies, many personal care attendants – like other people – evacuate or shelter with their own families instead of staying with their clients. Shelter operators should provide support services in mass care shelters to accommodate people with disabilities who are not medically fragile but need some assistance with daily living activities 10 28 C.F.R. § 35.130(d). 11 28 C.F.R. § 35.130(b)(2) - (c). 12 28 C.F.R. § 35.130(b)(2), (e)(1).

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unless doing so would impose an undue financial and administrative burden. Such assistance can be provided by medical personnel or trained volunteers.

Local governments and shelter operators may not make eligibility for mass care shelters dependent on a person’s ability to bring his or her own personal care attendant.
• Make arrangements in advance to ensure that special needs and medical shelters have sufficient numbers of adequately trained medical staff and volunteers. Special needs and medical shelters house people with disabilities who require the heightened medical care that is ordinarily provided in nursing homes and hospitals. However, in the past, these shelters have often had too few qualified staff – or relied too heavily on volunteers with minimal training – to provide adequate care to the medically fragile people they house.

Advance planning is the only way emergency managers and shelter operators can secure enough trained medical personnel and adequately trained volunteers to ensure the safety and comfort of residents of special needs and medical shelters. • Keep families together whenever possible, even in special needs and medical shelters. Family members provide each other the support and assistance necessary to cope with emergencies and disasters. During these difficult times, separation from family members increases loneliness, worry, and additional stress. But while most families have been able to stay together during emergencies, individuals with disabilities have often been unnecessarily separated from their families because many special needs and medical shelters do not allow them to be accompanied by more than one person.

In disasters and emergencies, people are ordinarily allowed to shelter with their families.

This benefit needs to be available to persons with disabilities as it is for everyone else. Of course, some people in special needs and medical shelters may need to be housed in medical wards apart from their families because of critical medical needs, but their families should still be housed nearby.

D. Reasonable Modifications
The ADA generally requires emergency managers and shelter operators to make reasonable modifications to policies, practices, and procedures when necessary to avoid discrimination.13 A reasonable modification must be made unless it would impose an undue financial and administrative burden.14 The following are examples of reasonable modifications that emergency managers and shelter operators will generally need to make:
• Modify “no pets” policies to welcome people who use service animals. Many emergency shelters do not allow residents or volunteers to bring their pets inside. But shelters must generally modify “no pets” policies to allow people with disabilities to be accompanied by their service animals.
13 28 C.F.R. § 35.130(b)(7). 14 28 C.F.R. § 35.130(b)(7).

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A service animal is not a pet. Under the ADA, a service animal is any animal that is individually trained to provide assistance to a person with a disability. Most people are familiar with dogs that guide people who are blind or have low vision. But there are many other functions that service animals perform for people with a variety of disabilities.

Examples include alerting people who are deaf or hard of hearing to sounds; pulling wheelchairs; carrying or retrieving items for people with mobility disabilities or limited use of arms or hands; assisting people with disabilities to maintain their balance; and alerting people to, and protecting them during, medical events such as seizures.

How can a service animal be identified? Service animals come in all breeds and sizes. Many are easily identified because they wear special harnesses, capes, vests, scarves, or patches.

Others can be identified by the functions they perform for people whose disabilities can be readily observed. When none of these identifiers are present, shelter staff may ask only two questions to determine if an animal is a service animal: (1) “Do you need this animal because of a disability?” and (2) “What tasks or work has the animal been trained to perform?” If the answers to these questions reveal that the animal has been trained to work or perform tasks for a person with a disability, it qualifies as a service animal and must generally be allowed to accompany its owner anywhere other members of the public are allowed to go, including areas where food is served and most areas where medical care is provided. Questions about the nature or severity of a person’s disability or ability to function may not be asked. It is also inappropriate to question a person’s need for a service animal or to exclude a service animal on the grounds that shelter staff or volunteers can provide the assistance normally provided by the service animal. • Modify kitchen access policies for people with medical conditions that may require access to food. Most shelter operators restrict residents’ and volunteers’ access to the kitchen to preserve food and beverage supplies and maintain efficient kitchen operations. But people with medical conditions such as diabetes may need immediate access to food to avoid serious health consequences. Shelter operators need to make reasonable modifications to kitchen policies so that residents and volunteers with disability-related needs can have access to food and beverages when needed. • Modify sleeping arrangements to meet disability-related needs. To maximize efficiency, shelter operators typically provide one standard type of cot or mat for use by shelter residents. However, some people have disability-related needs for cots to be modified or may need to sleep on cots or beds instead of on mats placed on the floor.

For example, a person with muscular dystrophy may require a cot with a very firm mattress to provide the physical support needed to facilitate breathing. Similarly, many people with mobility disabilities will be unable to use a sleeping mat placed on the floor.

For example, many people using wheelchairs or scooters will be unable to safely transfer on and off a cot or bed unless it is firmly anchored so it does not move and has a firm sleeping surface that is 17 - 19 inches above the floor. Shelter operators need to establish procedures that people with disabilities can use to request reasonable modifications to sleeping arrangements.

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E. Effective Communication
From the moment people begin to arrive at a shelter, good communication between staff, volunteers, and residents is essential. Many shelter residents and volunteers might have communication-related disabilities, including those who are deaf or hard of hearing and those who are blind or who have low vision. People with mental retardation or psychiatric disabilities might also have communication difficulties in certain circumstances, such as registering, filling out applications for benefits, or trying to understand what benefits and services are available.

Under the ADA, shelter operators must provide “effective communication” to people with disabilities unless doing so would result in a fundamental alteration or would impose undue financial and administrative burdens.15 Shelters that are part of a state or local government sheltering program must give “primary consideration” to the type of auxiliary aid or service preferred by the person with a disability;16 they must defer to that choice unless another equally effective method of communication is available or the preferred method would impose an undue financial and administrative burden or fundamental alteration.17 This requirement applies even if a third party operates the shelter under an arrangement with the state or local government.

Advance planning is critical to ensuring effective communication during an emergency. Without such planning, it may be difficult or impossible to locate auxiliary aids and services and have them ready for use at the shelter. Advance planning will also alleviate the expense and burdens associated with providing auxiliary aids.
• Provide alternate format materials for people who are blind or who have low vision. People who are blind or have low vision may request documents and brochures in alternate formats (Braille, large print, or audio recording). Generally, shelter supplies should include alternate format versions of documents that are routinely made available to shelter residents. Having alternate formats available for distribution during an emergency requires advance planning.

When documents are prepared on the spot and alternate formats cannot be prepared in advance or produced as needed, shelter operators are still required to provide effective communication through alternate means.18 Often, the most effective solution in an emergency is to provide a person to read printed documents and, where applicable, someone to help fill out forms. People who serve as readers or provide assistance filling out forms must be “qualified” – in the context of an emergency shelter, this means being capable of and willing to read materials and complete forms as instructed by the person with a disability.
• Ensure that audible information is made accessible to people who are deaf or hard of hearing. In emergency shelters, most information is conveyed through oral announcements. Shelter operators must ensure that people who are deaf or hard of hearing have access to this information in a timely and accurate manner. In some 15 28 C.F.R. § 35.160. 16 28 C.F.R. § 35.160(b)(2). 17 28 C.F.R. § 35.164. 18 28 C.F.R. § 35.164.

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circumstances, qualified sign language or oral interpreters may be required by the ADA.

In others, posting messages and announcements in written format on a centrally located bulletin board, or writing notes back and forth with residents who are deaf or hard of hearing, may suffice.
• The type of auxiliary aid or service required in a specific situation depends on several factors, including the length, complexity, and importance of the communication and the person’s language skills and history. For example, handwritten notes will not communicate information effectively to a person who cannot read. Similarly, providing a sign language interpreter will not be effective for a person who is hard of hearing and does not understand sign language. If it becomes an undue financial and administrative burden to obtain qualified sign language or oral interpreters at a shelter, then the ADA does not require them. However, advance planning can significantly reduce the costs and administrative burdens of making interpreters available. • Provide a TTY for the use of people who are deaf or hard of hearing. Many people in shelters use telephones to apply for disaster relief benefits, arrange for transitional housing, and speak to family and friends. People who can use standard voice telephones typically make use of shelter telephones or cellular phones for this purpose.

But without access to a teletypewriter (TTY), people who are deaf or hard of hearing and those who have speech disabilities are unable to communicate with others over the telephone.

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PLANNING/INTELLIGENCE SECTION

PURPOSE
To enhance the capability of the City of San Marino to respond to disasters/emergencies by planning application and coordination of available resources. It is the policy of this section that the priorities of responses are to be:
• Protect life, property and the environment.
• Provide planning and direction for the emergency operations and optimize the management of resources.
• Provide support to the other sections of the City’s emergency response team. • At the earliest possible opportunity restore essential services and systems.

OVERVIEW
The Planning/Intelligence Section's primary responsibility is to collect, evaluate, display and disseminate incident information and status of all assigned, available and “out-of-service” resources. This Section functions as the primary support for decision-making to the overall disaster/emergency organization. This Section also provides anticipatory appraisals and develops plans necessary to cope with changing field events. This Section primarily gathers and documents information to answer critical questions: Where are the incidents? How bad are the incidents? How much worse will the incidents become? How can we best manage the incidents? During a disaster/emergency, other department heads will advise the Planning/Intelligence Coordinator on various courses of action from their departmental level perspective.

OBJECTIVES
The Planning/Intelligence Section ensures that safety/damage assessment information is compiled, assembled and reported in an expeditious manner to the various EOC sections, City departments and the Los Angeles County Operational Area via the Operational Area Response and Recovery System (OARSS) via the Internet. This Section is responsible for the preparation and documentation of the EOC Action Plan (with input from Management Section Staff, Section Coordinators, and other appropriate agencies/jurisdictions). The Planning/Intelligence Section is also responsible for the detailed recording (Documentation Unit) of the entire response effort and the preservation of these records during and following the disaster. The Planning/Intelligence Section will accomplish the following specific objectives during a disaster/emergency:
• Collect initial situation and safety/damage assessment information. • Display situation and operational information in the Emergency Operations Center (EOC) using maps and visual aids.
• Disseminate intelligence information to the EOC Director, Deputy EOC Director, Public Information Officer, General Staff and the Los Angeles County Operational Area via OARSS.

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• Conduct mapping and recording operations.
• Prepare summary safety/damage assessment reports for dissemination to other sections, City departments, Cal EMA, FEMA and the Los Angeles County Operational Area via OARSS.
• Prepare required reports identifying the extent of damage and financial losses. • Determine the City's post-event condition.
• Provide Planning/Intelligence support to other sections. • Ensure accurate recording and documentation of the incident. • Prepare the City’s EOC Action Plan.
• Prepare the City’s After-Action/Corrective Action Report. • Prepare a post-disaster recovery plan.
• Maintain proper and accurate documentation of all actions taken to ensure that all required records are preserved for future use and Cal EMA and FEMA filing requirements. • Acquire technical experts for special interest topics or special technical knowledge subjects.

CONCEPT OF OPERATIONS
The Planning/Intelligence Section will operate under the following policies during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed.
• All existing City and departmental operating procedures will be adhered to unless modified by the City Council or EOC Director.
• All on-duty personnel are expected to remain on duty until properly relieved of duty. Offduty personnel will be expected to return to work. • While in a disaster mode, operational periods will be 12 hours for the duration of the event. Operational periods will normally change at 7:00 a.m. and 7:00 p.m. and will be event driven.

SECTION ACTIVATION PROCEDURES
The EOC Director/Deputy EOC Director is authorized to activate the Planning/Intelligence Section.

WHEN TO ACTIVATE
The Planning/Intelligence Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the EOC Director/Deputy EOC Director. If

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communication systems are damaged due to a disaster, personnel shall assume they are needed and report to work immediately.

WHERE TO REPORT
Primary EOC: San Marino City Emergency Operations Center 2200 Huntington Drive
San Marino, CA 91108
Alternate EOC: Crowell Public Library
1890 Huntington Drive
San Marino, CA 91108

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PLANNING/INTELLIGENCE SECTION ELEMENTS
The Planning/Intelligence Section Coordinator will determine, based on present and projected requirements, the need for establishing specific and/or specialized branches/groups/units. The following may be established as the need arises:
• Resources Unit
• Situation Status Unit
• Documentation Unit
• Damage Assessment Unit
• Advance Planning Unit
• Recovery Planning Unit
• Demobilization Unit
• Technical Specialist
The Planning/Intelligence Section Coordinator may activate additional branches/groups/units as necessary to fulfill an expanded role. The Planning/Intelligence Section Coordinator is responsible for overseeing all demobilization post-disaster. All Planning/Intelligence staff will account for all equipment, personnel, and supplies at the end of any operation.

PLANNING/INTELLIGENCE SECTION COORDINATOR
The Planning/Intelligence Section Coordinator, a member of the EOC Director/Deputy EOC Director's General Staff, is responsible for the collection, evaluation, forecasting, dissemination and use of information about the development of the incident. Information is needed to:
• Understand the current situation.
• Predict probable course of incident events.
• Prepare alternative strategies for the incident.

RESOURCES UNIT
The Resources Unit is responsible for maintaining detailed tracking records of resources allocation and use (resources available, resources assigned, resources requested but not yet on scene, “out-of-service” resources and estimates of future resource needs); for maintaining logs and invoices to support the documentation process and for resources information displays in the EOC. It cooperates closely with the Operations Section (to determine resources currently in place and resources needed).

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SITUATION STATUS UNIT
The Situation Status Unit is responsible for the collection and organization of incident status and situation information. The Unit is also responsible for the evaluation, analysis and display of information for use by EOC staff.

DOCUMENTATION UNIT
The Documentation Unit is responsible for initiating and coordinating the preparation of the City’s EOC Action Plans and After-Action/Corrective Action Reports; maintaining accurate and complete incident files; establishing and operating an EOC Message Center; providing copying services to EOC personnel and preserving incident files for legal, analytical and historical purposes.

DAMAGE ASSESSMENT UNIT
The Damage Assessment Unit is responsible for maintaining detailed records of safety/damage assessment information and supporting the documentation process.

ADVANCE PLANNING UNIT
The Advance Planning Unit is responsible for developing reports and recommendations for future time periods and for preparing reports and briefings for use in strategy and/or planning meetings.

RECOVERY PLANNING UNIT
The Recovery Unit is responsible for ensuring that the City receives all disaster/emergency assistance and disaster recovery costs for which it is eligible. The Unit is also responsible for all initial recovery operations and for preparing the EOC organization for transition to a recovery operations organization to restore the City to pre-disaster condition as quickly and effectively as possible.

DEMOBILIZATION UNIT
The Demobilization Unit is responsible for preparing a Demobilization Plan to ensure an orderly, safe and cost-effective release of personnel and equipment.

TECHNICAL SPECIALIST
Technical Specialists are advisors with special skills needed to support a field or function not addressed elsewhere or by any other discipline. Technical Specialists (which may or may not be an employee of a public or private agency) may report to the Planning/Intelligence Section Coordinator; may function within an existing unit such as the Situation Status Unit; form a separate unit if required or be reassigned to other parts of the organization, i.e. Operations, Logistics, or Finance/Administration.

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o Availability of communications.
o Location of work area.
o Identification of eating and sleeping arrangements as appropriate. o Procedural instructions for obtaining additional supplies, services, and personnel. o Identification of operational period work shifts.
 Inform the EOC Director/Deputy EOC Director and General Staff when your Section is fully operational.
 Review responsibilities of branches in your Section. Develop plan for carrying out all responsibilities.
 Meet with other Section Coordinators.
 Review major incident reports and additional field operational information that may pertain to or affect Section operations.
 Prepare work objectives for Section staff and make staff assignments.  Obtain and review major incident reports and other reports from adjacent areas that have arrived at the EOC.
 Direct the Situation Status Unit leader to initiate collection and display of significant disaster events.
 Direct the Documentation Unit leader to initiate collection and display of disaster information.
 Based on the situation as known or forecast, determine likely future Planning/Intelligence Section needs.
 Think ahead and anticipate situations and problems before they occur.  Request additional resources through the appropriate Logistics Section Unit, as needed.  Carry out responsibilities of the Planning/Intelligence Section branches/ groups/units that are not currently staffed.
 Evaluate the need for Critical Incident Stress Debriefing for all affected personnel, victims and bystanders. Arrange debriefings through the Personnel Unit of the Logistics Section.  Make a list of key issues currently facing your Section to be accomplished within the next operational period.
 Keep up to date on situation and resources associated with your Section.  Maintain current status and displays at all times.
 Brief the EOC Director/Deputy EOC Director on major problem areas that need or will require solutions.
 Establish operating procedure with the Information Systems Branch of the Logistics Section for use of telephone, data and radio systems. Make any priorities or special requests known.  Determine status of transportation system into and within the affected area in coordination with the Transportation Unit of the Logistics Section. Find out present priorities and estimated times for restoration of the disaster route system. Provide information to appropriate Branches/Units.
 Ensure that your Section logs and files are maintained.  Monitor your Section activities and adjust Section organization as appropriate.  Ensure internal coordination between branch/group/unit leaders.

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 Update status information with other sections as appropriate.  Resolve problems that arise in conducting your Section responsibilities.  Develop a backup plan for all plans and procedures requiring off-site communications.  Conduct periodic briefings for your Section. Ensure that all organizational elements are aware of priorities.
 Make sure that all contacts with the media are fully coordinated first with the Public Information Officer (PIO).
 Participate in the Deputy EOC Director’s action planning meetings.  Brief your relief at shift change time. Ensure that in-progress activities are identified and follow-up requirements are known.
 Assess the impact of the disaster/emergency on the city, including the initial safety/damage assessment by field units.
 Develop situation analysis information on the impact of the emergency from the following sources:
o Fire Department
o Police Department
o Public Works and Engineering
o Recreation and Parks
o Water and Power
o Planning and Permitting
o Transportation
o San Marino Unified School District
o Housing and Development
o San Marino Chamber of Commerce
o Red Cross, San Gabriel Valley Chapter
o Disaster Communication Services
o Media (Radio and Television)
 Ensure that pertinent disaster/emergency information is disseminated through appropriate channels to response personnel, City EOC section staff, City departments, Los Angeles County Operational Area via OARRS. Also ensure that the public is kept informed through the PIO.
 Review and approve reconnaissance, City status and safety/damage assessment reports for transmission by the Situation Status Unit to the Los Angeles County Operational Area.  Working with the EOC management team and the Documentation Unit, prepare an EOC Action Plan to identify priorities and objectives (Refer to Part II: Forms and Support Documentation – EOC Action Plan).
 Assemble information on alternative strategies.
 Identify the need for use of special resources.
 Initiate the EOC Action Plan development for the current and forthcoming operational periods.
 Direct the coordination of periodic disaster and strategy plans briefings to the EOC Director/Deputy EOC Director and General Staff, including analysis and forecast of incident potential.

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o EOC Action Plan
o Section Reports
o Intelligence Reports
o Field Observations
o Casualty Information
o Resource Status Reports
o Aerial Reports and Photographs
o Values and Hazards Information
o On Duty Personnel from other Sections
o OARRS
 Direct the collection of photographs, videos, and/or sound recordings of disaster events, as appropriate.
 Prepare and maintain EOC displays. Clearly identify incidents. Ensure that all displays reflect the most current and correct information.
 Post to the significant events log casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.

Note: Casualty information cannot be released to the press or public without authorization from EOC Director/Deputy EOC Director and the Public Information Officer.  Coordinate patient and casualty tracking system with the Medical/Health Branch. (Track casualty information about law enforcement and fire service personnel separately). Contact the County Coroner's Office, Police Department, Fire Department and Red Cross for casualty information.
 Develop sources of information and assist the Planning/Intelligence Section Coordinator in collecting, organizing and analyzing data from the following:
o Management Section
o Operations Section
o Logistics Section
o Finance/Administration Section
 Provide for an authentication process in case of conflicting status reports on events.  Meet with the Planning/Intelligence Section Coordinator and EOC Director/Deputy EOC Director to determine needs for planning meetings and briefings. Determine if there are any special information needs.
 Meet with the PIO to determine best methods for exchanging information and providing the PIO with Situation Status Unit information.
 Provide information to the PIO for use in developing media and other briefings.  Establish and maintain an open file of situation reports and major incident reports for review by other sections/units.
 Determine weather conditions, current and upcoming. Keep current weather information posted.
 Prepare an evaluation of the disaster situation and a forecast on the potential course of the disaster event(s) at periodic intervals or upon request of the Planning/Intelligence Section Coordinator.
 Prepare required Operational Area reports. Obtain approval from the Planning/Intelligence Section Coordinator and transmit to the Los Angeles County Operational Area via OARRS.

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 Prepare written situation reports at periodic intervals at the direction of the Planning/Intelligence Section Coordinator.
 Assist at Planning Meetings as required.
 As appropriate, assign “field observers” to gather information.

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 Establish copying service and respond to authorized copying requests.  Establish a system for collecting all section and unit journal/logs at completion of each operational period.
 Periodically collect, maintain and store messages, records, reports, logs, journals and forms submitted by all sections and units for the official record.  Verify accuracy/completeness of records submitted for file – to greatest extent possible; correct errors by checking with EOC personnel as appropriate.  Prepare an overview of the documented disaster events at periodic intervals or upon request from the Planning/Intelligence Section Coordinator.

DOCUMENTATION AAR CHECKLIST
 Designate a Documentation Unit staff that is responsible for collecting all documentation from activated positions in the event.
 All documentation will be used for developing the AA/CA Report. Sources of documentation include:
o Action Plans developed to support operational period activities o Unit activity logs and journals
o RIMS forms
o Written messages
o Position checklists
o Public information news releases and media reports
o FEMA-developed forms
o Other forms
 Decide the method to be used in the Documentation Unit for initiating, collecting, and compiling the documentation for the After Action/Corrective Action Report.  At the close of the event, all documentation should be passed to the Documentation Unit Leader.
 Identify the person who will be responsible as the lead for the development of the AA/CA report. This person will be the AA/CA point of contact (POC).  Documentation Unit Leader passes all event documentation to the AA/CA POC, the staff responsible for the development of the AA/CA Report. The AA/CA POC continues the process as follows in this checklist.
 Identify all organizations and contact information for all involved in the event, exercise or training.
 Establish an after action reporting system to collect after action and corrective action information from all organizations involved in the event/exercise or training.  Determine the AA/CA Reporting mechanism that will be used for developing the AA/CA Report - - RIMS forms via the internet or the CalOES AA/CA Report Word document template.
 Identify when and where AA/CA Hot Wash will occur.
 A hot wash can be conducted after the operational periods or as part of the demobilization process at the end of the event.
 Hot Washes can also be conducted at the close of or as soon after the event as possible.

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 Hot Wash comments should be compiled for inclusion in the AA/CA report.  Send out AA/CA Report survey to all those not in attendance including return date for the survey.
 Prepare for conducting an AA/CA Hot Wash and sending out AA/CA Report survey form.  Conduct AA/CA Hot Wash involving all those activated in the event; document and collect all Hot Wash comments and consolidate.
o Seek maximum participation in the Hot Wash.
o Maintain focus on event objectives – WHAT not WHO.
o Identify what went right.
o Identify what corrective actions are needed.
o Constantly review teaching points/lessons learned.
o Record key points.
 Send out AA/CA Report survey to organization’s personnel activated in the event that could not attend the AA/CA Hot Wash in person. (OES AA/CA Word template can be used).
 Request that the AA/CA Report survey template be filled out, completed, and returned within a specific time period.
 Returned AA/CA Reports must show the approval of the assigned authority.  Receive the returned AA/CA Reports from all individuals and/or organizations that were sent the AA/CA Report template. (Deadline for returning AA/CA Reports must meet NIMS compliance - 60 days).
 Initiate development of the AA/CA Report using all the compiled information/data from the Hot Wash and the AA/CA Report surveys that were returned.  Develop a timeline or work plan for completing the AA/CA Report.  Develop an AA/CA Report Team, as necessary, to assist in the AA/CA Report development process.
 Ensure that the after action/corrective action development is capable to do the following:
o Analyze the collected after action information – group by SEMS/NIMS functions. o Identify and triage corrective actions needed.
o Prioritize corrective actions by SEMS/NIMS functions. o Identify and link the appropriate involved organizations with the specific corrective actions.
o Identify the expected outcome and the anticipated completion date of each corrective action.
o Identify the jurisdictional or organizational authority that must provide signature approval of the AA/CA Report before it is released from the organization and forwarded.
o Identify the jurisdictional or organizational POC for monitoring corrective action tracking.
 Ensure that the after action/corrective action reporting addresses at a minimum the following:
o What went right - actions that were successful?
o What did not go well and why?

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o What needs to be changed – retraining, procedural fixes, equipment shortfalls, staffing problems?
o What corrective actions will be taken to improve areas that did not go well? o What type of mechanism (ex. Database, spreadsheet, etc.) will be used for tracking corrective actions to completion?
 Identify points of contact for each organization that will receive the jurisdiction’s AA/CA Report (drafts for any review comments and the final report).  Establish suspense dates throughout the process for completing and forwarding After Action/Corrective Action Reports to meet compliance deadlines.  For declared state of emergencies, local jurisdictions forward AA/CA Report to the OES Region within 90 days of the close of the incident or event to meet SEMS requirements.
 CalOES Region forwards all AA/CA Reports to State:

CalOES HQ AA/CA POC.

Southern Region (LOS ALAMITOS)
11200 Lexington Drive Building 283
Los Alamitos, CA 90720-5002 (562) 795-2900
 For undeclared events, exercises and trainings, local jurisdictions forward the approved AA/CA report to the next higher SEMS organization level.  Develop a mechanism or planning tool that can be used for tracking identified corrective actions or lessons learned.
 Tracking tool might be a spreadsheet, a database, or other mechanism that provides a means of tracking.
 Ensure the tracking tool is capable of producing quarterly, semi-annual, or annual reports to be used for review.
 Identify a point of contact (Tracking POC) responsible for tracking the corrective action status through its completion.
 The position, the Tracking POC, should be assigned in coordination with all the affected organizations linked with that particular corrective action.  Clarify that the tracking of corrective actions is for the purpose of having a more effective event the next time, incorporating lessons learned; tracking corrective actions is to be used as a positive tool for more effective emergency management.  Track the identified corrective action status through its completion.

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 Coordinate with Planning and Development for all land use and zoning varianceissues; permits and controls for new development; revision of building regulations and codes; code enforcement; plan review; and building and safety inspections.  Coordinate with Public Health for restoration of medical facilities and associatedservices; continue to provide mental health services; and perform environmental reviews.  Coordinate with Public Works for debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services.  Coordinate with Human Services and Housing and Community Development forhousing for the needy; oversight of care facility property management; and low income and special housing needs.
 Coordinate with Finance Department for public finance; budgeting; contracting;accounting and claims processing; taxation; and insurance settlements.  Coordinate with Planning and Development for redevelopment of existing areas;planning of new redevelopment projects; and financing new projects.  Coordinate applications for disaster financial assistance; liaison with assistanceproviders, onsite recovery support; and disaster financial assistance project manager with the Finance Department and the Emergency Management Coordinator with the Fire Department.  Coordinate with City Attorney on emergency authorities; actions, and associatedliabilities; preparation of legal opinions; and preparation of new ordinances and resolutions.  Coordinate with FEMA, Cal EMA, Los Angeles County Operational Area and non-profit organizations to expedite disaster assistance for individuals, families, businesses, public entities and others entitled to disaster assistance.
 Coordinate with City Manager’s Office for continuity of operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support.

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EOC ACTION PLANNING
The EOC Action Planning process is an essential tool for the City, particularly in managing sustained emergency operations. If the City is to have a well planned and executed approach to resolving the problems posed by the disaster, the City must remain focused and unified in its efforts. The EOC Action Planning process is a key element in ensuring that the entire City will be focused and acting as a coordinated body in unison with the Incident Commander, the Policy Group, City Council and other key stakeholders. If the City is going to move forward in a unified manner, there must be clear understanding of what goals are being pursued, what time frame is being used (the Operational Period) and how individual unit efforts are a part of the overall City efforts.

Common goals are set by EOC Director/Deputy Director. A good understanding of the current situation and some idea of where the situation is going is important to enable the EOC Director/Deputy EOC Director to draft goals that are SMART (Specific, Measurable, Achievable, Realistic, and Time Sensitive.) They need to know not only what has happened in the last operational period, but also what is likely to occur in the next and future operational periods.

This information should be provided by the Planning/Intelligence Section in the form of a Situation Status Report. The Situation Status Report must contain all key information and should also illustrate what outcomes are to be expected.

Once the EOC Action Plan has been delivered, the EOC Director/Deputy Director shall determine the strategic goals for the next operational period. These may or may not be different from the operational goals from the last period. This short list of organizational goals must be verifiable and measurable.

Once the city goals are set, they should be communicated to the other sections, which in turn should communicate to their departments.

The Policy Group must receive copies of the EOC Action Plan.

SUMMARY OF ACTIVITIES BY SECTION (IN SEQUENTIAL ORDER)

1. Planning/Intelligence Presents the verbal Action Report or the situation status report.

2. Management Sets goals

3. Planning/Intelligence Posts goals for organization’s use.

4. Operations Determines tactics to achieve goals.

5. Logistics Determines how it will support operations.

6. Finance/Administration Determines how it will support operations.

7. Planning/Intelligence Prepares Action Plan (document); continues collecting, analyzing, and displaying
information and continues Action Planning
process.

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ACTION PLANNING AT SEMS EOC LEVELS
Action planning at all EOC levels, like that of the field level, is based around the use of an operational period. The length of the operational period for the EOC is determined by first establishing a set of objectives and priority actions that need to be performed and then establishing a reasonable time frame for accomplishing those actions.

Generally, the actions requiring the longest time period will define the length of the operational period.

Typically, operational periods at the beginning of an emergency are short, sometimes only a few hours. As the emergency progresses, operational periods may be longer, but should not exceed twenty-four hours. Operational periods should not be confused with staffing patterns or shift change periods. They may be the same, but need not be.

The initial EOC Action Plan may be a verbal plan put together in the first hour after EOC activation. It is usually done by the EOC Director/Deputy Director in concert with the general staff. Once the EOC is fully activated, EOC Action Plans should be written.

EOC Action Plans should not be complex or create a time-consuming process. The format may vary somewhat within the several EOC SEMS levels, but the EOC Action Plan should generally cover the following elements:
• Listing of objectives to be accomplished (should be measurable). • Statement of current priorities related too objectives. • Statement of strategy to achieve the objectives (identify if there is more than one way to accomplish the objective, and which way is preferred).
• Assignments and actions necessary to implement the strategy. • Operational period designation: the time frame necessary to accomplish the action. • Organizational elements to be activated to support the assignments (also, later EOC action plans may list organizational elements that will be activated during or at the end of the period).
• Logistical or other technical support required.

FOCUS OF THE EOC ACTION PLAN
The primary focus of the EOC Action Plan should be on citywide issues. The plan sets overall objectives for the City and establishes the citywide priorities as determined by the EOC Director/Deputy EOC Director. It can also include mission assignments to departments, provide policy and cost constraints, and include inter-agency considerations, etc. Properly prepared, the EOC Action Plan becomes an essential input to developing departmental action plans.

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ACTION PLAN MEETING
This meeting is critical. The status of the incident and action plan should be discussed. The Planning & Intelligence Section Coordinator is responsible for holding this meeting.

THE PLANNING “P” TOOL
The Planning “P” is a guide to the process and steps involved in planning for an incident. The leg of the “P” describes the initial response period: Once the incident/event begins, the steps are Notifications, Initial Assessment, Incident Briefing and Initial Management Meeting. • At the top of the leg of the “P” is the beginning of the first operational planning period cycle. In this circular sequence, the steps are Setting Management Priorities, Section Meetings (to develop Section Objectives), Preparing for the Chief/Coordinators Meeting, Section Chiefs/Coordinators Meeting, preparing for the Planning Meeting, Planning Meeting, EOC Action Plan Prep & Approval, and Section Briefing (briefing of new shift coming on).
• At this point a new operational period begins. The next step is Execute Plan & Assess Progress, after which the cycle begins again

INITIAL ASSESSMENT
Planning begins with a thorough size-up that provides information needed to make initial management decisions. The EOC Action Plan provides Management Staff with information about the incident situation and the resources allocated to the incident.

This form serves as a permanent record of the initial response to the incident and can be used for transfer of command.

THE START OF EACH PLANNING CYCLE

1. Setting Management Priorities: The EOC Director/Deputy EOC Director with input from the General Staff establishes incident priorities and General Objectives for the incident.

2. Section Meetings: Each Section Coordinator will meet with their staff and develop Section-specific objectives to accomplish the EOC priorities and General Objectives for the Operational Period. Each Section will fill-out the appropriate page in the EOC Action Plan for their specific Section. Objectives should be Specific, Measurable, Attainable, Realistic and Time Oriented.

3. Preparing for the Coordinators/Chiefs Meeting: The Planning Section will compile all of the Section Objectives submitted by each Section Coordinator and have it ready for the Section Chief/Coordinators Meeting.

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4. Section Chief/Coordinators Meeting: EOC Director/Deputy EOC Director and General Staff will review completed objectives for all Sections and fine tune them for the upcoming Planning Meeting.

5. Prep for the Planning Meeting: The Planning Section will compile the entire EOC Action Plan with any attachments and have it ready for the Planning Meeting.

6. Planning Meeting and Action Plan Prep & Approval: Management and General Staff attend the Planning Meeting to review and validate the EOC Action Plan. The Planning Section Coordinator facilitates this meeting.

The Agenda for the Planning Meeting is:
• Give situation and resource briefing; conduct planning meeting – Planning Intelligence Coordinator
• Provide priorities and policy issues – EOC Director/Deputy EOC Director. • Provide Section Objectives and/or Objective Status – Management and General Staff.
• Provide a status on resources – Logistics Section Coordinator • Provide a Safety & Security Briefing – Safety Officer and Security Officer • Finalize, approve and implement the EOC Action Plan – Planning Section Coordinator finalizes the EOC Action Plan,
• EOC Director/Deputy EOC Director approves the EOC Action Plan, • Management and General Staff implement the EOC Action Plan.

7. Section Briefing: The Section Briefing may be referred to as the shift briefing. This briefing is conducted at the beginning of each Operational Period.

8. New Operational Period Begins: After the Section Briefing a new Operational Period begins and the EOC Action Plan process starts all over.

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AFTER ACTION/CORRECTIVE ACTION GUIDELINES
(This information is based on the California Implementation Guidelines for the National Incident Management System, Workbook and User Manual, May, 10 2006)

INTRODUCTION
The SEMS Technical Group established the After Action/Corrective Action (AA/CA) SEMS Specialist Committee to address the NIMS requirements for After Action, Corrective Actions, and plans within the framework of SEMS. Products developed by this committee will be for use by state, local and tribal governments in order to support efforts towards NIMS compliance.

LEGAL AUTHORITIES
Local and State Agency requirement to transmit AAR to CALOES for declared events. Section 2450 (a) of the SEMS Regulations states “Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and transmit an after action report to OES (now CalOES) within ninety (90) days of the close of the incident period as specified in the California Code of Regulations, Title 19, §2900(j).”
The completion of an AAR is a part of the required SEMS reporting process. The Emergency Services Act (Chapter 7 of Division 1 of Title 2of the Government Code), Section 8607 (f) specifies that the Office of Emergency Services (OES) [now CalOES] shall in cooperation with involved state and local agencies complete an AAR within 120 days after each declared disaster.

It also states “This report shall review public safety response and disaster recovery activities and shall be made available to all interested public safety and emergency management organizations.”

TRIBAL GOVERNMENTS
While tribal governments are not required by law to comply with SEMS, they are encouraged to submit AARs to CalOES; this provides for the statewide AAR to reflect a comprehensive collective response of local, state, and Tribal governments. As such, tribal governments have been included in this guidance.

AAR CONTENTS
Section 2450 (b) of the SEMS Regulations states, “The after action report shall, at a minimum, be a review of response actions taken, application of SEMS, suggested modifications to SEMS, necessary modifications to plans and procedures, identified training needs, and recovery activities to date.”

AARS FOR NON-DECLARED DISASTERS / AARS AS TOOLS
AARs are used to document an event and to identify “corrective actions” that need to be completed. Overall, the AA/CA process improves the quality of emergency management in

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California. AA/CA reports should be completed for both declared and non-declared disasters, for training/ exercises, and pre- identified planned events consistent with NIMS requirements.

For exercises conducted using federal funding complete an After Action Report and Improvement Plan within the grant required timeframe of the event, and post the report on the Homeland Security Exercise and Evaluation Program secure portal, or attach the Word version of the After Action/Corrective Action Report to the portal.

AAR/CA PROCESS
The complete AAR/CA process involves five (5) basic components:

1. Compile and sort all documentation from the response and recovery activities.

2. Analyze and triage emergency response and recovery activities data by SEMS functions.

3. Prepare and submit the AAR, including corrective actions. [In many cases, the AAR will have corrective actions. These may not be final corrective actions, and they may not be the ones that become action items in a corrective action plan.]

4. Identify corrective action planning activities necessary based on the AAR.

5. Implement and track to completion the identified CAs.

FUNCTION OF AA/CA REPORTS
The SEMS required CalOES AAR is the only one mandated to be available to state and local agencies. Non-CalOES agencies have no mandated need to share their reports with any agency except CalOES. It should be noted that state and local government agencies are required to comply with requests under the California Public Records Act.

CalOES AA/CA reports are available to all interested public safety and emergency management organizations and serve the following important functions:
• Provide a source for documentation of response and recovery activities Identify problems and successes that occurred during emergency operations Analyze the effectiveness of components of the SEMS.
• Describe and defines a plan of action for implementing improvements, including mitigation activities.

IMPORTANCE OF DOCUMENTATION
Documentation is critical for developing AARs and must be initiated early in the response phase of a declared or non-declared event, a training/exercise, or a pre- identified planned event.

DOCUMENTATION
• Is essential to operational decision-making
• May have future legal ramifications

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• May have implications for determining reimbursement eligibility • Is essential for the continual improvement of the emergency management system. • Emphasizes the importance of documentation
• Allows for early identification of possible system improvements and facilitates possible on-the-spot improvements
• Allows data to be compiled before too much time has elapsed and participants have returned to their normal duties
• Allows for establishing timelines and expedites the actual preparation of the AAR

ASSIGN RESPONSIBILITY FOR AAR
• Initiate early during response phase
• Assign responsibility to Planning/Intelligence Function • Assign the responsibility for collecting and filing all documents and data pertaining to the event
• Designated person assigned should have background in
o Planning function
o Emergency management organizational functions
o SEMS
o NIMS
• Continuance of documentation following Field and EOC deactivations. • Follow-up AAR function may be assigned to the same person involved early in the event to provide continuity.

FOR NON-DECLARED EVENTS
Note: A similar process as that described in the previous section for declared events, may be followed for non-declared events, exercises/trainings, or pre- identified planned events, based upon CalOES’s determination that an AAR process is appropriate and would benefit emergency management in California.

After Action/Improvement Plan reporting for federally funded exercises:
• For federally funded exercises, follow the applicable grant guidelines/conditions.

CORRECTIVE ACTION COMPONENTS
Plans for improving and/or correcting items identified in the AAR should address multiple areas.

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For each principal corrective action identified, include the following information:
• Issue Description (identified issue or problem)
• Description of corrective actions to be taken and/or recommendations • Identify the SEMS level and function that connects with the CA • Assignments – Identify agencies/departments/ jurisdictions/ positions that would be involved with correcting the issue or problem
• Associated costs and budget for carrying out corrective actions, if available • Timetable for completion of the identified corrective actions, if known • Follow-up responsibility (identify agencies/ jurisdictions/ positions that will be involved with following-up on or tracking the corrective action to completion, if known) • Documentation to verify the corrective actions taken to completion.

AA/CA IN RECOVERY PHASE
SEMS regulations call for identifying “Recovery activities to date.” The Recovery activities listed in the AAR are the likely areas that will fall within the 120-day scope. The Joint Field Office (JFO) may develop a separate AAR to address Recovery activities.

It is the responsibility of the key stakeholders to develop the CA measures needed to remedy any problems identified in the JFO AAR.

RECOVERY ACTIVITIES
The description of Recovery Activities should include the following information:
• General background and description of recovery activities performed by participating agencies
• Proclamation/Declaration process
• Joint Field Office (description of locations and services offered to public) • Damage Assessment (description of assessed damages)
• Safety Assessment Program activities
• Public Assistance Programs (description of activities and services provided to government • Applicant Briefings
• Individual Assistance Program (description of services/programs offered to individuals adversely affected by the disaster)
• Activation of Assistance Centers (description of services offered to public)

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• Hazard Mitigation Program (description of services offered) Based on the number of agencies involved in the response, recovery, and mitigation activities, those activities identified by participating agencies may be displayed in the body of the report, or they may be displayed in an attachment that delineates the information by each participating agency.

OARRS STEP-BY-STEP QUICK REFERENCE GUIDE

FILING JURISDICTIONAL (CITY) REPORTS USING THE OPERATIONAL AREA

RESPONSE AND RECOVERY SYSTEM (OARRS)
• Go to https://oarrs.lacounty.gov/oarrs/home/login.jsp • Go to the “Login” box at the top center of the OARRS sign in page: Enter your:
o Username
o Password
• (If you have forgotten your password, use the “forgot password’ feature immediately below the sign in box).
• Note: Make sure that you are signed in to the “Operations” section. The box will indicate whether you are in the “Operations” or the “Training” area of OARRS. • Once signed in you will be taken to the “Personal Profile” screen. Verify your personal information and select the “Submit” button located in the upper right hand section of the screen.

CREATING A “JURISDICTION SITUATION” REPORT (CITIES)
• You are now at the “All reports by Event/Incident/Activity Screen. • On the left hand side of the screen are a series of blue reference tabs. • Count down eight tabs to the “Situation” tab. Select the tab by pushing the left button on your mouse.
• The first underline section indicated is the “Jurisdiction Sitrep.” Select “Jurisdiction SitRep” by pushing the left button on your mouse.
• At the top left portion of the page designated “Jurisdiction by Event/Incident/Activity” there is a button that says “Create”. Click on the “create” button using the left button of your mouse. A screen will appear which indicates “Jurisdiction Situation Report”. • Fill in the requested information available at the time of the submission of your report.

You can return to update this report as additional information is made available.

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Note: An “Event” will be created by the staff at the Los Angeles County Operational Area Emergency Operations Center (CEOC). If an event has not been created at the time of your report submission, please create an incident. (See below). Your incident will be added to the event as soon as the event is created by CEOC staff.

CREATING AN INCIDENT
You can create an event by returning to the same series of blue reference tabs that contain your Situation Report.
• Select the “Event/Incident/Activity” tab.
• Select the first underlined section indicated, “Incident”. • At the top left portion of the page designated “Incident by Status” there is a button that says “Create”. Click on the “create” button using the left button of your mouse.

You have now created an incident that can be used for your Jurisdiction Situation Report.

This incident can be the basis of your Jurisdiction report if an event has not been created by the CEOC. It can also be used to add incidents to the event if your jurisdiction creates a report regarding an incident related to the current event.
• Fill in the requested information available at the time of the submission of your incident.

You can return to update this incident as additional information is made available.

CREATING A RESOURCE REQUEST
• You can create a Resource Request by returning to the same series of blue reference tabs that contain your Situation Report.
• Select the “Resources” tab.
• Select the first underlined section indicated, “Resource Request”. • At the top left portion of the page designated “Resources by Priority” there is a button that says “Create”. Click on the “create” button using the left button of your mouse. • Fill out the “Basic Info” screen providing the information requested. • Select an event or incident as part of the information submitted in the “Basic Info” section. • Select a resource category which best fits the description of the nature of the request. • Select a Resource Type/Kind that best fits the description of the nature of the request. • Select “each” as the unit of measure. CEOC Logistics will determine the actual unit of measurement of your request.
• Select “one” as the quantity of your request. CEOC Logistics will determine the actual quantity of your request.

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• Indicate the mission that this resource request will support. • Place additional information regarding the request in the “Special Instructions” section.

THE VENDOR SELECTION FIELD IS NOT AVAILABLE AT THIS TIME. DO NOT USE! • Under “Summary of Actions” indicate that you are submitting the request and our awaiting a response.
• Estimated cost – Indicate a”1” no decimals. CEOC Logistics will determine the actual cost of the request.
• Add your Individual contact information.
• PRESS “SELECT” BUTTON IN THE UPPER RIGHT-HAND CORNER OF THE SCREEN.

RECOVERY UNIT

TYPES OF RECOVERY PROGRAMS
Program and Type
of Assistance
Local State Federal Program Implementation Criteria
FMAG: Fire
Suppression
No No Yes The uncontrolled fire must threaten
such destruction as would
constitute a major disaster.

State PA –
Director’s
Concurrence:

Restoration of
public
infrastructure only
Yes No No The event must be beyond the
control/capabilities of the local
jurisdiction.

State PA –
Governor’s
Proclamation:

Response and
restoration costs
Yes Yes No The event must be beyond the
control/capabilities of the local
jurisdiction.

Federal PA – Major
Disaster: Response
and restoration
costs
Yes Yes Yes The state must request within 30
days of the occurrence;
demonstrate that necessary actions
are beyond the state’s capability and
damages must meet the per capita
threshold and/or other criteria
defined in federal regulations.

Federal PA –
Emergency:

Response costs
only
Yes Yes Yes The state must request within 5
days after the need becomes
apparent; must demonstrate that
effective response is beyond the
state’s capability and that federal
assistance is necessary to save lives

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and protect health, safety, and
property.

Federal IHP:

Grants to
individuals for
necessary
expenses or
serious needs
Yes Yes Yes May be implemented upon a
Presidential declaration. There is no
set threshold; however, FEMA
considers such criteria as
concentration of damages, trauma,
special populations, etc.

SSGP:

Supplemental
grants beyond IHP
Yes Yes Yes Administered by DSS and only
implemented when Federal IHP is
activated.

SBA EIDL:

Working capital
loans for small
businesses
No No Yes May be independently implemented
when at least 5 small businesses
have suffered economic injury and
other assistance is not otherwise
available; may be implemented
under an USDA designation; and
may be implemented under SBA
physical declarations.

SBA Physical
Disaster Loan
Program; Real and
personal property
loans
No No Yes May be independently implemented
when at least 25 homes and/or 3
businesses have suffered 40%
uninsured losses; may also be
implemented upon a Presidential
declaration.

USDA Disaster
Designation: Crop
production loss
loans
No No Yes May be made available to
farmers/ranchers who have suffered
at least 30% crop production loss or
a physical loss to livestock products,
real estate or chattel property.

USDA can implement this program
when requested by CalOES on
behalf of a local agricultural
commissioner or local government
authority.

Crisis Counseling
Programs: Referral
services and shortterm counseling
Yes Yes Yes Funded by FEMA and administered
by DMH to provide short- or longterm (up to 9 months) benefits.

Disaster
Unemployment
Assistance:

Weekly benefits
Yes Yes Yes May be implemented by the
Department of Labor upon a
Presidential declaration to provide
up to 26 weeks of unemployment
benefits.

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LOGISTICS SECTION

PURPOSE
To enhance the capability of the City of San Marino to respond to emergencies by establishing logistics protocols in managing personnel and equipment. It is the policy of this section that the priorities of responses are to be:
• Protect life, property and the environment.
• Provide operational and logistical support for emergency response personnel and optimize the utilization of resources.
• Provide support to the other sections of the City’s emergency response team. • Support the restoration of essential services and systems.

OVERVIEW
The Logistics Section’s primary responsibility is to ensure the acquisition, transportation, mobilization and tracking of resources to support the response effort at the disaster sites, public shelters, EOCs, etc. This Section provides all necessary personnel, supplies and equipment procurement support. Methods for obtaining and using facilities, equipment, supplies, services and other resources to support emergency response at all operational sites during emergency/disaster conditions will be the same as that used during normal operations unless authorized by the EOC Director or emergency orders of the City Council.

OBJECTIVES
The Logistics Section ensures that all other sections are supported for the duration of the incident. Any personnel, equipment, supplies or services required by the other sections will be ordered through the Logistics Section. Logistics provides support to the emergency management organization only, i.e., Management, Operations, Planning, Finance - not the community-at-large.

The Logistics Section will accomplish the following specific objectives during a disaster/emergency:
• Collect information from other sections to determine needs and prepare for expected operations.
• Coordinate provision of logistical support with the EOC Director/Deputy EOC Director. • Prepare required reports identifying the activities performed by the Logistics Section. • Determine the City’s logistical support needs and plan for both immediate and long- term requirements.

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• Maintain proper and accurate documentation of all actions taken and all items procured to ensure that all required records are preserved for future use and Cal EMA and FEMA filing requirements.

CONCEPT OF OPERATIONS
The Logistics Section will operate under the following policies during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed.
• All existing City and departmental operating procedures will be adhered to unless modified by the City Council or EOC Director/Deputy EOC Director. • All on-duty personnel are expected to remain on duty until properly relieved of duty. Offduty personnel will be expected to return to work. • While in a disaster mode, operational periods will be 12 hours for the duration of the event. Operational periods will normally change at 7:00 a.m. and 7:00 p.m. Operational periods should be event driven.
• Available and accessible resources from neighboring jurisdictions, the private sector, and volunteer organizations will be accessed through the City’s own resources and private sector contacts. Non-fire and non-law mutual aid will be accessed through the Los Angeles County Operational Area via the Operational Area Response and Recovery System (OARRS).

SECTION ACTIVATION PROCEDURES
The EOC Director/Deputy EOC Director is authorized to activate the Logistics Section.

WHEN TO ACTIVATE
The Logistics Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the EOC Director/Deputy EOC Director.

WHERE TO REPORT
Primary EOC: San Marino City Emergency Operations Center 2200 Huntington Drive
San Marino, CA 91108
Alternate EOC: Crowell Public Library
1890 Huntington Drive
San Marino, CA 91108

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LOGISTICS SECTION ELEMENTS
The Logistics Section Coordinator will determine, based on present and projected requirements, the need for establishing specific and/or specialized units. The following units may be established as the need arises:
• Information Systems Branch
• Transportation Unit
• Personnel Unit
• Supply/Procurement Unit
• Facilities Unit
The Logistics Section Coordinator may activate additional units as necessary to fulfill an expanded role.

LOGISTICS SECTION COORDINATOR
The Logistics Section Coordinator, a member of the EOC Director/Deputy EOC Director’s General Staff, is responsible for supporting the response effort and the acquisition, transportation and mobilization of resources. Information is needed to:
• Understand the current situation.
• Predict probable resource needs.
• Prepare alternative strategies for procurement and resources management.

INFORMATION SYSTEMS BRANCH
The Information Systems Branch is responsible for managing all radio, data, and telephone needs of the EOC staff.

TRANSPORTATION UNIT
The Transportation Unit is responsible for transportation of emergency personnel, equipment and supplies and for coordinating the Disaster Route Priority Plan.

PERSONNEL UNIT
The Personnel Unit is responsible for obtaining, coordinating and allocating all non-fire and nonlaw enforcement mutual aid personnel support requests received; for registering volunteers as Disaster Services Workers and for managing EOC personnel issues and requests.

PROCUREMENT UNIT
The Procurement Unit is responsible for obtaining all non-fire and non-law enforcement mutual aid materials, equipment and supplies to support emergency operations and arranging for delivery

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of those resources. The Procurement Unit is responsible for administering all financial matters pertaining to purchases, vendor contracts, leases, fiscal agreements and tracking expenditures.

The Procurement Unit is responsible for identifying sources of equipment, preparation and signing equipment rental agreements, and processing all administrative paperwork associated with equipment rental and supply contracts, including incoming and outgoing mutual aid resources.

The Procurement Unit is also responsible for ensuring that all records identify scope of work and site-specific work location.

FACILITIES UNIT
The Facilities Unit is responsible for ensuring that adequate facilities are provided for the response effort, including securing access to the facility and providing staff, furniture, supplies and materials necessary to configure the facility in a manner adequate to accomplish the mission. • Determine and anticipate support requirements and forward to your EOC organizational supervisor.
• Monitor your position activities and adjust staffing and organization to meet current needs.
• Use face-to-face communication in the EOC whenever possible and document decisions and policy.
• Ensure that your personnel and equipment time records and a record of expendable materials used are provided to your EOC organizational supervisor at the end of each operational period.
• Brief your relief at shift-change time. Ensure that in-progress activities are identified and follow-up requirements are known.
• Do NOT throw any paperwork (notes, memos, messages, etc.) away. This documentation can be used for FEMA reimbursement.

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o Identification of eating and sleeping arrangements as appropriate. o Procedural instructions for obtaining additional supplies, services, and personnel. o Identification of operational period work shifts.
 Inform the EOC Director/Deputy EOC Director and General Staff when your Section is fully operational.
 Meet with other Section Coordinators.
 From Planning/Intelligence Section Coordinator, obtain and review major incident reports and additional field operational information that may pertain to or affect Section operations.  Prepare work objectives for Section staff and make staff assignments.  Carry out responsibilities of the Logistics Section branches/ groups/units that are not currently staffed.
 Evaluate the need for Critical Incident Stress Debriefing for all affected personnel, victims and bystanders. Arrange debriefings through the Personnel Unit of the Logistics Section.  Make a list of key issues currently facing your Section to be accomplished within the next operational period.
 Keep up to date on situation and resources associated with your Section.  Maintain current status and displays at all times.
 Brief the EOC Director/Deputy EOC Director on major problem areas that need or will require solutions.
 Provide situation and resources information to the Situation Status Unit and Resources Unit of the Planning/Intelligence Section on a periodic basis or as the situation requires.  Provide briefing to the General Staff on operating procedure for use of telephone, data and radio systems.
 From Planning/Intelligence Section and field sources, determine status of transportation system into and within the affected area. Find out present priorities and estimated times for restoration of the disaster route system.
 Provide information to other Sections.
 Monitor your Section activities and adjust Section organization as appropriate.  Ensure internal coordination between branch/group/unit leaders.  Update status information with other sections as appropriate.  Resolve problems that arise in conducting your Section responsibilities.  Develop a backup plan for all plans and procedures requiring off-site communications.  Conduct periodic briefings for your Section. Ensure that all organizational elements are aware of priorities.
 Make sure that all contacts with the media are fully coordinated first with the Public Information Officer (PIO).
 Participate in the EOC Director/Deputy EOC Director’s action planning meetings.  Brief your relief at shift change time. Ensure that in-progress activities are identified and follow-up requirements are known.

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 Protect equipment from weather, aftershocks, electromagnetic pulse, etc.  Coordinate needed telephone data lines.
 Support activities for restoration of computer services.

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 Coordinate with staff and other agency representatives to ensure adherence to service and repair policies.
 Ensure that vehicle usage is documented by activity and date and hours in use.

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 Coordinate feeding, shelter and care of personnel, employee’s families and volunteers with the Procurement Unit, Facilities Unit and the Care and Shelter Branch.  Establish a plan for child care for City employees as needed. Coordinate with Facilities Unit for suitable facilities and with the Care and Shelter Branch for staff support.  Assist and support employees and their families who are also disaster victims.  Develop a plan for communicating with those agencies having personnel resources capable of meeting people with access and functional needs.
 Coordinate with the Los Angeles County Operational Area EOC for additional personnel needs via OARRS.
 Coordinate transportation of personnel and volunteers with the Transportation Unit.  If the need for a call for volunteers is anticipated, coordinate with the PIO and provide the specific content of any broadcast item desired.
 Keep the PIO advised of the volunteer situation. If the system is saturated with volunteers, advise the PIO of that condition and take steps to reduce or redirect the response.  Ensure the organization, management, coordination and channeling of the services of individual citizens and volunteer groups during and following the emergency.  Obtain health/medical personnel, e.g., nurse’s aides, paramedics, Red Cross personnel and other trained volunteers to meet health/medical needs.
 Request technical expertise resources not available within the jurisdiction (hazardous materials, environmental impact, structural analysis, geotechnical information, etc.) through established channels, mutual aid channels or the Los Angeles County Operational Area EOC via OARRS.

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 Issue purchase orders for needed items within dollar limits of authority delegated to Unit.  Notify Finance/Administration Coordinator of procurement needs that exceed delegated authority. Obtain needed authorizations and paperwork from Finance Section Coordinator.  Prepare and sign contracts as needed within established contracting authority.  Establish contracts and agreements with supply vendors.  Verify cost data in pre-established vendor contracts with Cost Analysis Unit in Finance Section.
 Ensure that all records identify scope of work and site specific locations.  Ensure that a system is in place which meets City’s property management requirements.

Ensure proper accounting for all new property.
 Interpret contracts/agreements and resolve claims or disputes within delegated authority.  Coordinate with Compensation/Claims Unit in Finance Section on procedures for handling claims.
 Finalize all agreements and contracts.
 Arrange for delivery of procured resources. Coordinate with Transportation and Facilities Units.
 Identify to the Logistics Section Coordinator any significant resource request(s) which cannot be met through local action. Suggest alternative methods to solve the problem if possible.
 Establish contact with the appropriate Operations Section Branches and Red Cross representatives(s) and discuss the food and potable water situation with regard to mass care shelters and mass feeding locations. Coordinate actions.  Establish a plan for field and EOC feeding operations. Coordinate with EOC Operations Section to avoid duplication (Refer to Part II: Logistics – Considerations for Feeding EOC Support and Field Staff).
 Be prepared to provide veterinary care and feeding of animals (Refer to Part II: Logistics – Consideration for Animal Care During Disasters).
 Assemble resource documents that will allow for agency, vendor and contractor contacts; e.g., telephone listings, procurement catalogs, directories and supply locations.  Continually update communications availability information with the Information Systems Branch. Revise contact methods with suppliers as improved communications become available.
 Review the situation reports as they are received. Determine/anticipate support requirements. Verify information where questions exist.  Begin disaster documentation and record tracking of disaster-related requests for expenditures of equipment, supplies, personnel, funds, etc.  Provide updated reports on resource status to Resources Unit.  Identify and maintain a list of available and accessible equipment and supplies to support response and recovery efforts.
 Arrange for storage, maintenance and replenishment or replacement of equipment and materials.

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 Provide and coordinate with Operations Section the allocation and distribution of utilities, fuel, water, food, other consumables and essential supplies to all disaster operation facilities, including mass care shelters.
 Procure and arrange for basic sanitation and health needs at mass care facilities (toilets, showers, etc.) as requested by Operations Section.
 Support activities for restoration of utilities to critical facilities.  Procure and coordinate water resources for consumption, sanitation and firefighting.  Coordinate resources with relief agencies (American Red Cross, etc.)  Obtain and coordinate necessary medical supplies and equipment for persons with access and functional needs.
 Obtain necessary protective respiratory devices, clothing, equipment and antidotes for personnel performing assigned tasks in hazardous radiological and/or chemical environments.
 Ensure the organization, management, coordination and channeling of donations of goods from individual citizens and volunteer groups during and following the disaster/emergency.  Identify supply sources to augment and/or satisfy expanded medical needs during emergency operations.
 In coordination with Operations Section and Los Angeles County Operational Area, maintain essential medical supplies in designated Field Treatment Sites and/or Points of Distribution.

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 Oversee the distribution of utilities, fuel, water, food, other consumables and essential supplies to all disaster operation facilities.
 Ensure that basic sanitation and health needs at mass care facilities (toilets, showers, etc.) are met.
 Ensure that access and other related assistance for residential care and special needs persons are provided in facilities.
 Provide facilities for sheltering essential workers and volunteers. Coordinate with the Care and Shelter Branch.
 Be prepared to provide facilities for animal boarding as required (Refer to Part II:

Logistics – Considerations for Animal Care During Disasters).  Coordinate water resources for consumption, sanitation and firefighting at all facilities.

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PERSONNEL RECALL AND NOTIFICATION POLICY

PROCEDURES FOR DISASTER RESPONSE EMPLOYEE RESPONSIBILITY The residents of San Marino rely on City government for leadership and assistance in the event of a disaster. It is imperative that all City employees be available to assist in this type of emergency response.

The Government Code of the State of California Chapter 8 of Division 4 of Title 1 Section 3100:

Declaration; Public Employees as Disaster Workers states:

It is hereby declared that the protection of the health and safety and preservation of the lives and property of the people of the state from the effects of natural, manmade, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and resources is of paramount state importance requiring the responsible efforts of public and private agencies and individual citizens. In furtherance of the exercise of the police power of the state in protection of its citizens and resources, all public employees are hereby declared to be disaster service workers subject to such disaster service activities as may be assigned to them by their superiors or by law.

The City’s Emergency Operations Plan and Chapter 4 Article 03 Section (G) 3. of the City’s Municipal Code provides that the City Manager, as Director of Emergency Services (or designee):

1. May require emergency services of any City officer or employee, and in the event of the proclamation of a “state of emergency”, to command the aid of as many citizens of the city as he/she deems necessary in the execution of his/her duties. Such persons shall be entitled to all privileges, benefits and immunities, as are provided by state law for registered emergency workers;

2. May requisition necessary personnel or material of any City department or agency; In any emergency, City employees may be assigned, regardless of their Job Description/Checklist Actions, any duties that they are capable of performing safely.

In the event a disaster occurs during normal working hours:
• All City employees shall remain at work to provide for disaster relief if required. • Department heads (or designee) shall be responsible for ensuring employees remain at work.
• Department heads (or designee) shall authorize release of employees. • Employees who leave without authorization may be subject to disciplinary action. • In the event a disaster occurs beyond normal working hours:
• All employees in public safety operations shall respond to established emergency response procedures for their departments.

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• All non-public safety employees will be expected to report to work unless informed otherwise via automated phone systems, the media or the Emergency Alert System that non-essential employees are not required to report to work. Radio stations providing information: KFI 640AM, KFWB 980FM, and KNX 1070AM.
• All employees have an obligation to attempt, and continue to try contacting their department or the employee emergency call-in numbers to determine whether it is necessary to report to work.

In the event of an emergency in or affecting the City of San Marino, City employees have been instructed in writing to call the City’s Emergency Information Hotline at (626) 300-0761 to receive further information if, when and where they should report to work (Refer to Part III:

Additional Documents – San Marino Employee Emergency Information Hotline).

RELEASE OF EMPLOYEES (BY CITY MANAGER OR DESIGNEE AUTHORITY) Only the City Manager (or designee) has the authority to order a general release of City employees in the event of a disaster. However, the City Manager (or designee) may authorize department heads (or their designee) to exercise their judgment in releasing individual employees or work units to return home. Such decisions will consider the total scope of the emergency at hand, including but not limited to, the following factors:
• The condition of local transportation routes; employees will not be permitted to leave work if doing so would exacerbate existing transportation problems; • The availability of safe work sites and in the event of an extended stay, the availability of food and other support services and facilities;
• The need for City personnel;
• The scope of the disaster and the resources needed to respond; and • Whether the need to provide support services for City employees would otherwise interfere with or detract from the efforts to respond to the disaster.

RELEASE OF EMPLOYEES (BY DEPARTMENT HEAD OR DESIGNEE

AUTHORITY)
Notwithstanding the release authority of the City Manager (or designee), department heads (or appointed designees) may otherwise release employees by authorizing emergency leave or personal leave in the following cases:
• When an employee is psychologically or physically incapacitated to the degree that he/she is unable to function effectively (provided that no employee will be released unless they are able to care for and transport themselves safely);
• When the City is unable to provide shelter or services to support the continued presence of the employee(s) at work;

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• When the City Manager (or designee) has called for a general release of employees in non-disaster response positions and the department head (or designee) is aware that the employees will not be needed for disaster relief; and/or • When the continued presence of the employee(s) at the work site would present a direct hazard.

DEPARTMENTAL REQUIREMENTS
The primary responsibility for managing City employees during and following a disaster lies with the individual operating departments. It is important for all departments to consider that even though their department may not have direct responsibility for disaster response; all employees represent a valuable resource for disaster relief. All departments are, therefore, required to develop an Emergency Action Plan (EAP) to be submitted for review by the City's Emergency Services Coordinator (City Fire Chief). Such plans shall assist in the identification of emergency assignments.

The departmental EAP will provide City employees with an effective means for responding to emergencies and major disasters.

EMERGENCY SCHEDULING & NOTIFICATION
In the event of a major disaster, or at the direction of the City Manager or his/her designee, an Emergency Scheduling Plan will be put into effect. It is the responsibility of individual departments to plan for staffing their departments and to provide staff to other City departments during a disaster. Departments should have a staff "recall plan". In the event of an earthquake, or other sudden disaster, scheduling will be put into effect automatically by departments and affected employees know ahead of time that they are to report for work.

If employees are unable to report to their regular facility or alternate staging area, they are encouraged to report to their closest local governmental jurisdiction to register as a Disaster Services Worker for that agency. All City employees are declared to be Disaster Services Workers by Section 3100 of Chapter 8 of Division 4 of Title 1 of the Government Code.

NOTIFICATION
The San Marino Police Station main phone line (626) 300-0720 is the 24-hour point of contact for warnings and emergency notification (Fax: (626) 300-0727; Email address: [email protected]).

The San Marino Fire Department main phone line (626) 300-0735 should be contacted for activation of the EOC and staff notifications (Fax: (626) 289-5426; Email address:
[email protected]). The Fire Chief, Police Chief or Public Works Director or designee shall contact the City Manager (EOC Director) to advise of the emergency. The EOC Director can, in turn, notify other City Staff to activate the EOC.

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SHIFT ASSIGNMENTS/CHANGES
Shifts are normally at the listed 12-hour intervals. The EOC Director has the responsibility of ensuring the City and its departments are properly staffed.

DEACTIVATION
Deactivation of the Emergency Operations Center is called for by the EOC Director.

CONSIDERATIONS FOR FEEDING EOC SUPPORT AND FIELD STAFF
• Coordinate all feeding operations for the EOC, support and field personnel. • Establish a feeding plan, which identifies cost limits, authorized vendors and catering companies, type of food, etc. Ensure everyone is aware of this policy. • Set meal schedules. Consider the impact of curfews on businesses you may use. • Set up and manage eating areas for EOC, staff and field personnel. Notify workers of food schedules and locations.
• Pre-identify low-cost vendors and catering companies to maximize efficiency and lower costs (FEMA may question upscale or expensive restaurants or catering). • Arrange with local catering services or restaurants for in-house feeding. • Establish a personnel-feeding account for EOC, support and field personnel at local restaurants.
• Brief all EOC personnel as to location, cost limitations and incident number to be used for each restaurant or caterer.
• Coordinate acquisition, preparation and service of meals. • Be aware of and provide for special diets.
• Provide for on-site employee child-care needs, if needed. • Arrange for and coordinate cleanup of eating, food preparation and serving areas. • Provide snacks/water/coffee/beverages for EOC, support and field personnel. • Consider a chit or voucher system at the location set up for feeding operations to identify those employees’ meals, which are reimbursable under FEMA guidelines. FEMA may not reimburse for all feeding operations. Currently, FEMA will not reimburse for meals provided during an employee’s normal working hours.
• Unless it is stipulated in the employer’s MOU. FEMA will reimburse for meals given to volunteers or unpaid workers and employees working overtime. This may be the individual call/interpretation of the disaster adjuster. • Document cost of meals and report daily to the Finance/Administration Section for cost recovery purposes.

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• Advise disaster workers regarding agency policy for reimbursement of disaster- related meals.
• Encourage all EOC staff to take regular meal and snack breaks.

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CONSIDERATIONS FOR ANIMAL CARE DURING DISASTERS
Animals will not be kept where their owners are sheltered. They will be sheltered in various locations depending on the disaster and the area of the city affected.

Coordinate plans with San Marino Humane Society, the SPCA and Los Angeles County Animal Control to access the Equine Emergency Response Teams and small animal volunteer forces.

Identify within the local jurisdiction:
• Small animal veterinarians
• Large animal veterinarians
• Small animal shelters
• Potential large animal shelters
• Determine animal shelter needs.
• Identify appropriate areas to accommodate animals.
• Manage animal rescue and care activities.
• Coordinate rescue of trapped animals.
• Coordinate evacuation of animals which might be endangered by hazardous conditions. • Coordinate transport of animals.
• Ensure that an Animal Registration System has been activated. • Maintain an updated list of animals and their locations. • Coordinate disposal of dead animals.
• Evaluate and relocate any animal shelter areas which become endangered by hazardous conditions.
• Coordinate return of animals to their owners when disaster has ended.

REQUESTING CRITICAL INCIDENT STRESS MANAGEMENT (CISM)

PROCEDURES

INTRODUCTION
Case studies by medical groups of work-related incidents where injuries or fatalities occurred have revealed that significant numbers of employees experience some form of stress-related symptoms following the incident. Many of these symptoms were transitory and most personnel had no long-term detrimental effects. These studies, however, have also revealed that a small percentage of personnel do experience continuing, long-term detrimental effects resulting from exposure to such incidents. Some of these effects have been delayed, surfacing later after a period with no apparent symptoms.

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Without professional intervention, these personnel have experienced declining work performance and deterioration of family relationships, as well as increased health problems. The objective of this procedure is to provide professional intervention immediately after major critical incidents or crises to minimize stress-related injuries to city personnel and to provide all necessary support to city personnel during a crisis.

Incident debriefing is not a critique of an incident. Performance issues will not be discussed during the debriefing. The debriefing process provides a format where personnel can discuss their feelings and reactions and, thus, reduce the stress resulting from exposure to critical incidents and crisis situations. All debriefings will be strictly confidential.

Debriefings may be conducted anywhere that provides ample space, privacy and freedom from distractions. Selection of the site will be determined by the city’s Human Resources Manager or an appointed CISM coordinator based on the type of debriefing required.

The debriefing team will consist of CISM professionals (mental health counselors specifically trained in stress-related counseling) as well as trained peer counselors. The team members’ role in the debriefing process will be to assist and support the professional counselors as necessary.

All follow-up care will be approved by the Human Resources Department prior to beginning treatment.

ACTIVATION OF CISM
Department directors, managers and supervisors bear the responsibility for identifying/ recognizing significant incidents that may qualify for debriefing. When an incident is identified as a critical incident or crisis, a request for debriefing consideration may be made as soon as possible to the EOC Director.

GUIDELINES FOR UTILIZATION OF VOLUNTEERS

INTRODUCTION
As recent disasters have shown, volunteers play a significant role in both the response and recovery phases of a disaster. Volunteers are among the first to arrive on scene following a major event or disaster. They will be essential to the sheltering, mass feeding, and other operations established in the wake of these disasters.

Volunteers will come forward in every major disaster—whether they emerge spontaneously or have been pre-registered and trained by a response agency. Having a plan in place for how volunteers will be recruited, managed and utilized will assist jurisdictions in improving the overall effectiveness of their disaster response.

Management of the volunteer function is in the Logistics Section of the EOC. Management of claims for Workers Compensation Insurance is handled by the Finance/Administration Section.

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PURPOSE
The following materials provide guidelines for registering volunteer Disaster Service Workers in the State Workers' Compensation and Safety Program. It also provides general guidance for managing volunteer workers during an emergency.

BACKGROUND
Workers' Compensation Insurance provides benefits for employees injured on the job or who become ill from job related conditions. Damage to artificial limbs, dentures or medical braces is also considered an injury. Workers' Compensation benefits are set by the legislature and spelled out in the Labor Code. One section of the Labor Code defines Disaster Service Workers as "employees" under certain conditions and describes their benefits.

ELIGIBILITY
A Disaster Service Worker is anyone registered with a Disaster Council certified by the California Emergency Council or any person ordered by a person or body having authority to command the aid of citizens to carry out assigned duties to perform services during a State of War Emergency or any State of Emergency or Local Emergency.

The approved classification of Disaster Service Workers includes:

1. Animal Rescue, Care and Shelter

2. Communications

3. Community Emergency Response Team Member

4. Emergency Operations Center/Incident Command

5. Fire

6. Human Services

7. Laborer

8. Law Enforcement

9. Logistics

10. Medical & Environmental Health

11. Safety Assessment Program Evaluator

12. Search & Rescue

13. Utilities
Any Disaster Service Worker is eligible for Workers' Compensation benefits while performing duties or undergoing any authorized training activities. Any injury, under these circumstances is covered no matter where it occurs.

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EXCLUSIONS
If the Disaster Service Worker is paid for these services, an "employer-employee" relationship exists. A Disaster Service Worker injured while in this relationship would be entitled to Workers’ Compensation benefits under their regular employer’s program.

Members registered as active firefighters of any regularly organized and municipally supported volunteer fire department are excluded from disaster service benefits.

VOLUNTEER DISASTER SERVICE WORKERS
Volunteers active in emergency services and/or disaster relief operations usually belong to one of two categories: organized volunteers or spontaneous (convergent) volunteers. Depending on circumstances, different registration procedures are utilized to serve each group’s needs.

ORGANIZED VOLUNTEERS
Organized volunteers are defined as individuals affiliated with specific organizations prior to an emergency or disaster. These organizations are usually chartered to provide volunteer emergency and/or disaster relief services.

Members of these organizations usually participate in scheduled exercises to practice their disaster relief skills and integrate with the local community’s emergency plan and response effort.

Examples of these organizations include:
• American Radio Relay League
• American Red Cross
• California Rescue Dog Association
• Salvation Army
Public safety agencies usually prefer to utilize trained, organized volunteers because their organizations are familiar with working under a unified structure. They also provide their own supervision, transportation and support needs.

AGENCY TRAINED VOLUNTEERS
To ensure that they have an adequate pool of organized volunteers, some jurisdictions organize and train teams of civilian volunteers to act as disaster first responders within their own neighborhoods or jurisdictions. These volunteer organizations possess several advantages:
• Familiarity with the disaster area, its hazards and resources • Knowledge of the jurisdiction's emergency organization • Opportunity to regularly exercise and drill with the jurisdiction served

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SPONTANEOUS (CONVERGENT) VOLUNTEERS
Spontaneous (convergent) volunteers are members of the general public who spontaneously volunteer during emergencies. They are not usually involved with organized volunteer organizations and may lack specific disaster relief training when there is very little time and few resources to train them. They come from all walks of life and comprise the majority of volunteer personnel available to local public safety agencies during a disaster response.

Public safety agencies often form volunteer assembly points for recruiting and classifying volunteers during disaster response operations. To be eligible for Workers' Compensation, the spontaneous volunteer must also be registered as a Disaster Services Worker.

CONSIDERATIONS IN VOLUNTEER UTILIZATION
In order to manage volunteers effectively, there are several issues that need to be addressed. For pre-registered volunteers, the process may be fully organized and accomplished over a period of time. Because this process must be accomplished under extreme conditions with convergent volunteers, it is essential that the planning and execution of the process be thoroughly worked out in advance of the disaster. Issues to be addressed include:

RECRUITING
Volunteer recruitment may become an issue if the disaster lasts a long time and the initial number of convergent volunteers begins to dwindle. It also may become necessary to recruit volunteers with specific skills, such as heavy equipment operators, medical personnel, translators, etc.

Recruitment avenues include the local media and other organizations. Organizations to contact for recruitment assistance include local labor unions, educational institutions and private companies.

SCREENING
Pre-registered volunteers will have been screened in advance. Walk-ins, however, will have to be screened at the time that they appear for assignment prior to duty.

Certain vital information is essential if volunteers are to be properly and efficiently used; and screening teams must be identified and trained in advance on the screening of volunteers. The data or information required regarding the volunteers should also be developed in advance. The actual data requirements should be held to a minimum, consistent with the needs of the local jurisdiction.

IDENTIFICATION
Once screening is completed, all volunteers must be issued proper I.D. and be required to sign for any equipment issued for their position. Organized volunteers will possess identification issued by their organizations. The jurisdiction is responsible for providing identification to convergent volunteers. Forms of I.D. include arm bands, vests, patches, and city I.D. cards.

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TRAINING
Before being deployed, it is essential that volunteers receive an adequate amount of training. At a minimum, volunteers must be thoroughly briefed on the legal aspects of the tasks to which they are to be assigned. They should also fully understand their responsibilities and the limits to which they may go in performing their assigned duties.

Records must be established for each volunteer that reflects the training received. Training records should be maintained as part of the permanent record of the emergency response to the specific disaster.

SUPERVISION
More so than paid staff, volunteers must be supervised according to the task assigned. Ideally, though not always possible, paid staff personnel should supervise all volunteer effort. When this is not possible, skilled, highly trained volunteers should be assigned as supervisors.

PLANNING
The jurisdiction must recognize that volunteers will appear after the onset of a major disaster.

Established plans are needed for the proper management of volunteer personnel in order to optimize this resource and prevent convergent volunteers from becoming a problem. Properly managed, volunteer resources may mean the difference between success and failure of the emergency response.

RECOGNITION
The final requirement of the jurisdiction is to ensure that volunteers are properly recognized for their services. Recognition may be in the form of individual commendation by the elected officials, public acknowledgment by the media, or a letter of appreciation from the local emergency manager.

These guidelines do not supersede guidelines for volunteer utilization set forth by the Governor’s Office of Emergency Services. For more information and registration forms, Refer to “The Disaster Service Worker Volunteer Program (DSWVP) Guidance,” October 2016.

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OARRS STEP-BY-STEP QUICK REFERENCE GUIDE RESOURCE REQUEST

SUBMITTING RESOURCE REQUESTS USING THE OPERATIONAL AREA

RESPONSE AND RECOVERY SYSTEM (OARRS)
• Go to https://oarrs.lacounty.gov/oarrs/home/login.jsp • Go to the “Login” box at the top center of the OARRS sign in page: Enter your:
o Username
o Password
• (If you have forgotten your password, use the “forgot password’ feature immediately below the sign in box).
• Note: Make sure that you are signed in to the “Operations” section. The box will indicate whether you are in the “Operations” or the “Training” area of OARRS. • Once signed in you will be taken to the “Personal Profile” screen. Verify your personal information and select the “Submit” button located in the upper right hand section of the screen.

CREATING A RESOURCE REQUEST
• You can create a Resource Request by returning to the same series of blue reference tabs that contain your Situation Report.
• Select the “Resources” tab.
• Select the first underlined section indicated, “Resource Request”. • At the top left portion of the page designated “Resources by Priority” there is a button that says “Create”. Click on the “create” button using the left button of your mouse. • Fill out the “Basic Info” screen providing the information requested. • Select an event or incident as part of the information submitted in the “Basic Info” section. • Select a resource category which best fits the description of the nature of the request. • Select a Resource Type/Kind that best fits the description of the nature of the request. • Select “each” as the unit of measure. CEOC Logistics will determine the actual unit of measurement of your request.
• Select “one” as the quantity of your request.
• CEOC Logistics will determine the actual quantity of your request. • Indicate the mission that this resource request will support. • Place additional information regarding the request in the “Special Instructions” section. (THE VENDOR SELECTION FIELD IS NOT AVAILABLE AT THIS TIME.

DO NOT USE!)

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• Under “Summary of Actions” indicate that you are submitting the request and our awaiting a response.
• Estimated cost – Indicate a”1” no decimals. CEOC Logistics will determine the actual cost of the request.
• Add your Individual contact information.
• PRESS “SELECT” BUTTON IN THE UPPER RIGHT-HAND CORNER OF THE SCREEN.

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FINANCE/ADMINISTRATION SECTION

PURPOSE
To enhance the capability of the City of San Marino to respond to disasters/emergencies by providing financial support and coordination to City disaster/emergency operations and coordinating the recovery of costs as allowed by Federal and State law. It is the policy of this section that the priorities are to be:
• Protect life, property and environment.
• Provide continuity of financial support to the City and community. • Cooperate with the other sections of the City's disaster/emergency response team. • Document the City's costs and recovery of those costs as allowable. • Maintain a positive image for the City in its dealings with the community.

OVERVIEW
The Finance/Administration Section’s primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during a disaster/emergency.

These systems include:
• Payroll
• Payments
• Revenue collection
• Claim processing
• Cost recovery documentation
The Section also supervises the negotiation and administration of vendor and supply contracts and procedures.

The extent of the disaster/emergency will determine the extent to which the Finance/Administration Section will mobilize. In a low-level emergency, only part of the section will mobilize. In a wide-spread disaster that damages communications and systems, the entire section will mobilize.

OBJECTIVES
The Finance/Administration Section acts in a support role in all disasters/emergencies to ensure that all required records are preserved for future use and Cal EMA and FEMA filing requirements through maintenance of proper and accurate documentation of all actions taken.

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CONCEPT OF OPERATIONS
The Finance/Administration Section will operate under the following policies during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed.
• All existing City and departmental fiscal operating procedures will be adhered to unless modified by City Council or EOC Director/Deputy EOC Director. • For disasters/emergencies that render the accounting systems either inaccessible or unusable for any period of time, appropriate personnel in the activated units will be on an operational period determined by the EOC Director/Deputy EOC Director. This may be a period of 12 hours.

SECTION ACTIVATION PROCEDURES

AUTHORIZATION
The Finance/Administration Section will be activated whenever the EOC Director/Deputy EOC Director determines that the City of San Marino is involved or may soon be involved in a disaster/emergency that will require a Finance/Administration response.

The Finance/Administration Section’s Cost Recovery Documentation Unit may continue to function when the EOC is not activated.

Units will be activated only as conditions necessitate. Invariably, these other conditions will mean that the EOC will also be activated.

The Finance/Administration Section Coordinator will activate the various units of the Finance/Administration Section as the disaster/emergency situation develops. All units may be placed on an alert basis when there is warning of an impending or developing disaster/emergency.

In the event of a major, widespread disaster/emergency that disrupts normal communication channels, all units in the Finance/Administration Section are to assume activation and are to report to the City EOC.

WHERE TO REPORT
Primary EOC: San Marino City Emergency Operations Center 2200 Huntington Drive
San Marino, CA 91108
Alternate EOC: Crowell Public Library
1890 Huntington Drive
San Marino, CA 91108

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FINANCE SECTION ELEMENTS
The Finance/Administration Section Coordinator will determine, based on present and projected requirements, the need for establishing specific and/or specialized branches/groups/units. In certain of the functional areas such as procurement, a functional unit need not be established if only one person would work in the unit. In that case, the normal procurement officer would be assigned rather than designating a unit. The following may be established as the need arises:
• Cost Recovery Documentation Unit
• Time Unit
• Cost Analysis Unit
• Compensation/Claims Unit
The Finance/Administration Section Coordinator may activate additional units to fulfill an expanded role if necessary.

FINANCE/ADMINISTRATION SECTION COORDINATOR
The Finance/Administration Section Coordinator supervises the financial support, response and recovery for the disaster/emergency; ensures that the payroll and revenue collection process continues and activates the Disaster Accounting System.

COST RECOVERY DOCUMENTATION UNIT
The Cost Recovery Documentation Unit should be activated at the onset of any disaster/emergency and is responsible for maintaining the Disaster Accounting System and procedures to capture and document costs relating to a disaster/emergency in coordination with other sections and departments. The Unit also acts as liaison with the disaster assistance agencies and coordinates the recovery of costs as allowed by law. Maintenance of records in such a manner that will pass audit is also an extremely important task of this Unit. Accurate and timely documentation is essential to financial recovery.

TIME UNIT
The Time Unit is responsible for tracking hours worked by paid personnel, volunteers, contract labor, mutual aid and all others and ensuring that daily personnel time recording documents are prepared and compliance to agency’s time policy is being met. The Time Unit is responsible for ensuring that time and equipment use records identify scope of work and site-specific work location consistent with initial safety/damage assessment records, sites and Project Worksheets.

Personnel time and equipment use records should be collected and processed for each operational period as necessary.

Records must be verified, checked for accuracy and posted according to existing policy. Excess hours worked must also be determined and separate logs will be maintained.

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Time and equipment use records must be compiled in appropriate format for cost recovery purposes.

COST ANALYSIS UNIT
The Cost Analysis Unit is responsible for providing cost analysis data for the incident to help the planning and recovery efforts. The Unit must ensure that all pieces of equipment and personnel that require payment are properly identified; obtain and record all cost data; analyze and prepare estimates of incident costs and maintain accurate records of incident costs.

The Cost Analysis Unit will be increasingly tasked to support the planning function in terms of cost estimates of resources used. The Unit must maintain accurate information on the actual costs for the use of all assigned resources.

COMPENSATION/CLAIMS UNIT
The Compensation/Claims Unit is responsible for managing the investigation and compensation of physical injuries and property damage claims involving the City arising out of an emergency/disaster, including completing all forms required by worker’s compensations programs and local agencies, maintaining a file of injuries and illnesses associated with the incident and for providing investigative support of claims and for issuing checks upon settlement of claims.

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 Obtain all witness statements pertaining to claim and review for completeness.

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DISASTER/EMERGENCY ACCOUNTING RECORDS
When a disaster or an emergency strikes the City it may be in the form of an earthquake, storm damage, major oil or chemical/hazardous waste spill, civil disturbance, or a fire emergency. Those employees who are assigned work directly associated with the disaster/emergency are to use the Disaster Cost Accounting System numbers for their department. The use of these numbers will enable the city to collect, sort, and document costs associated with the disaster/emergency.

The purpose of separate accounting for these costs is to obtain sufficient backup data in the event the city qualifies for federal and/or state assistance.

Obtaining federal and state assistance requires the City to collect and retain a broad range of original documents that clearly demonstrate that they were used for the disaster/emergency including:
• Employee time cards showing hours (regular and overtime) worked and which indicate the type and location of the work.
• Use of city-owned equipment supported by equipment identification, dates and number of hours used each day, location and purpose for using the equipment. • Use of city-owned supplies supported by a reasonable basis for determining costs, why the material was necessary, and location of where the material was used. • Purchases of material supported by invoices showing quantity, description, unit cost, where, when and how the material was used.
• Rental of equipment supported by invoices identifying the type and description of equipment, rate per hour indicating with or without operator, dates and hours used each day, where and why the equipment was used.
• Invoices for work performed by contract must provide detailed breakdown of cost, where, when and why the work was performed.

The above records and documentation must be retained for AT LEAST THREE YEARS from the date of final settlement of claim. All such records should be forwarded to the Cost Recovery Unit for audit follow-up.

DO’S AND DON’T’S FOR USING THE DISASTER ACCOUNTING SYSTEM • DO record all regular and overtime hours WORKED on the disaster/emergency, categories C through G.
• DO record all overtime hours WORKED on the disaster/emergency, categories A and B. • DO write on time card the location and brief description of work performed. • DO charge vehicles and equipment used and indicate when and where they were used. • DO charge equipment rentals to the appropriate charge points. • DO charge outside contracts to the appropriate charge points.

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• DO document how contracts were awarded.
• DO place limits on contract with, “Amount not to exceed”. If more work needs to be done, then amend contract.
• DO use terms such as “Assess risk to public Health and Safety” instead of “Survey damage”.
• DO use terms such as “Direct”, “Control”, “Assign”, and “Dispatch” instead of “Administer”.
• DO report all damage to Cost Recovery Unit.
• DO keep all records and unit logs accurately and up to date. • DO ask questions of the Cost Recovery Unit for clarifications. • DO NOT order everyone to charge all time to the disaster. Only charge those people and hours actually WORKED. (See above 1st and 2nd Do’s) • DO NOT charge stand-by time to the system. FEMA will only pay for time worked. • DO NOT charge manager overtime to the system. The system will not post it, the City does not pay it, and FEMA will only reimburse what was paid. (If the city does compensate manager overtime, do record this time.) • DO NOT enter into sole source contracts without explicit documentation of why it was necessary.
• DO NOT enter into cost plus contracts.
• DO NOT enter into open ended contracts with no cap on expense. Place limits and amend if necessary.
• DO NOT use terms such as “Damage Survey”: use “Assess for risk to health and safety”. • DO NOT use the term “Administer” in place of “Direct”, “Control”, “Assign”, or “Dispatch”.
• DO NOT assume damage to a City facility is not recoverable. It may be, but let the disaster assistance agencies make that decision. Let's not make it for them. • DO NOT throw away records.
• DO NOT forget to ask questions.

NOTE: While recent FEMA regulations do not allow recovery of straight time for emergency response activities (Categories A and B), record it anyway. Allocation for straight time may be charged to your home function (program) covering categories A and B. The city can recover straight time for other categories and in some cases where we assist other agencies, therefore charge all Force Account Labor to the disaster function (program). Better to record and not use than not record and try to recreate.

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PROCEDURES FOR APPLYING FOR FINANCIAL ASSISTANCE

GENERAL INFORMATION
Financial assistance may come from the state alone or both the state and federal governments.

For state assistance, it is necessary for the Governor to proclaim a “Disaster” in specified counties. For federal assistance, it is necessary for the President to declare a “Disaster” in those same locations.

In both cases, the lead agency is the California Office of Emergency Services (CalOES). Their address and phone number is:

CalOES
Disaster Assistance Division 3650 Schriver
Mather, CA 95655
Phone (916) 845-8100

PRE-DISASTER DECLARATION STEPS
Following a disaster/emergency, the City will report damage and a rough estimate of costs to the Los Angeles County Operational Area.

These estimates should include City personnel and equipment costs, damage to facilities with cost to repair, and cost to replace facilities and equipment damaged beyond repair. Disaster Reimbursement Forms can be obtained at: www.caloes.ca.gov/cal-oes-divisions/recovery.

The Los Angeles County Operational Area will transmit the estimates to CalOES and then the Governor will decide whether to proclaim a State of Emergency in the County. If the Governor does proclaim a State of Emergency, then the State will request a Presidential declaration. If the President declares a Major Disaster, then FEMA will be involved.

POST DISASTER DECLARATION STEPS
At this point, CalOES will notify the Los Angeles County Operational Area, who will in turn notify the City. There will usually be an orientation meeting where all agencies desiring to participate will be briefed on the application procedures. The Public Assistance Coordinator (PAC) will be introduced to assist the applicants through the reimbursement process.

Several Forms must be submitted. These are:

1. Request for Public Assistance Form. This indicates that the City will be applying for assistance. Does not restrict City form making changes, but must be sent within 30 days of the declaration date.

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2. Project Listing (OES Form) This indicates the categories and projects which the City is asking assistance for. It may be revised later on. It gives CalOES an idea of the scope of the damage.

3. Designation of Applicants' Agency Resolution (OES Form 130) this is a resolution passed by the City Council authorizing specified individuals to act as the City’s agent in dealing with CalOES and FEMA. There is no deadline, but payments cannot be made until CalOES receives it. A City usually designates as agents one or more of the following:
o Director of Finance Services
o Assistant Director of Finance Services
o Assistant City Manager

4. Vendor Data Record (Form STD 2040 For State's1099 purposes. No deadline, but no payment until submitted.

5. Project Application for Federal Formal application for FEMA funding. Assistance (OES Form 89). No specific deadline, but no payment until submitted.

6. Project Worksheet (PW) The City will fill out this form for all small

7. Projects and submit to the Public Assistance Coordinator (PAC). The PAC will assist the city to write the large project PW. The PWs are prepared based on Permanent Work or Emergency Work. THE PAC will provide for most current small project threshold.

ON-SITE INSPECTIONS
CalOES and FEMA may send an inspector to visit each applicant. You may get one inspector from one of the organizations or two to make up a team approach. The inspector(s) will meet with the City’s Designated Agent who will arrange meetings with other City personnel as necessary.

These local representatives should be people who have detailed knowledge of damaged facilities, cost estimates and potential mitigation work that may prevent future damage.

Past experience has been that these meetings will be on short notice. CalOES usually sets up a field office and starts scheduling visits soon after. A week’s notice is the best that can be expected.

The team may want to see:
• Damaged facilities.
• Pictures or videos of damage/destruction.
• Narratives on work done.
• A broad summary of costs to date with estimates of work to be completed. • Proposals on repair, reconstruction and mitigation projects.

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• These need not be final; they can be changed.
• The team will want to discuss:
• How payroll costs are organized and developed.
• How payroll cost relates to time worked.
• How fringe benefit rates are made up.

The use of a Disaster Accounting System is highly recommended. A Disaster Accounting System can document payroll costs related to the disaster, a record of who worked for how many hours on which day on what type of task. The Labor Distribution reports can be merged with payroll data to provide the time records that CalOES and FEMA will need. They can also be used to create summary schedules for the inspectors.

There is a sixty-day period in which to bring new damage sites to the attention of the disaster assistance agencies from the date of the team's first on-site visit.

POST PW PROCEDURES
All documentation and costs must be gathered and sorted to support their respective PWs. Thus, if there is one PW for Debris Clearance, all payroll overtime costs and time cards for those personnel working on Debris Clearance must be sorted and organized to document these costs on that PW. Also all equipment costs (use FEMA rates), dump fees, etc. for this work becomes part of the documentation package for this PW.

The PWs for construction projects will require the same specific documentation. Each will require, as appropriate: engineering studies, architectural plans, bid packages, selection records, contracts, contractor's invoices, payment records, and all other costs.

Also note that since government money is involved that the Davis Bacon Act and/or state prevailing wage clauses will apply and must also be documented.

HOW PAYMENT IS MADE
The State Public Assistance program is authorized under the California Disaster Assistance Act (CDAA). CALOES administers this program. CDAA assistance may be obtained following a Local Emergency with the concurrence of the Secretary of CalOES for permanent repairs only or for all eligible costs including personnel costs following the Governor’s proclamation of a State of Emergency. The cost share on eligible costs may be 75% state share and 25% local government share. For example: CalOES determines that there are $100,000 in eligible emergency response costs for the city. CalOES pays $75,000 and the city must handle the remaining $25,000. Failure to follow SEMS, however, may disqualify the city from receiving all or part of the state’s share and accordingly change a $25,000 loss back to $100,000. The CDAA program is coordinated as supplemental to the federal program following the Declaration of a Major Disaster by the President of the United States.

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The Federal Public Assistance program is authorized under the Stafford Act and is administered by FEMA in coordination with CalOES at the request of the Governor, who has designated the CalOES Secretary as his representative.

FEMA will pay eligible costs to local governments on a 75% federal share and a 25% state and/or local share. If CalOES finds that the costs covered by FEMA are also eligible under CDAA criteria, then the state may cover 75% of that 25% share. For example: a city is determined to have $100,000 of eligible emergency personnel costs by FEMA. FEMA will reimburse up to $75,000, leaving $25,000 for the state and local governments to handle. CalOES determines that the costs are eligible under CDAA and may pay$18,750 which leaves $6,250 for the local government to handle. Failure to follow SEMS may jeopardize the state share and cause the $6,250 loss to increase up to the full $25,000 state local share.

State and federal assistance are based upon reimbursements of eligible costs incurred. There are provisions for partial advances for emergency work; however, the amounts and conditions may change. Assistance is based upon uninsured loss and is not a substitute for insurance. The reimbursement process is a lengthy one involving the complete review of damage estimates and documentation. Actual receipt of funds may take weeks or months.

Sometime later, perhaps two years, the State Controller may audit the project. If discrepancies are found, they will require reimbursement of the disallowed costs if the allowable costs are less than what was already paid.

If allowable costs are greater than prior payments, then the balance will follow after official sign off on the claim by FEMA and/or CalOES. This also is a long process and can require a lengthy commitment of staff time and oversight.

An important thing to remember: Document each cost to a specific disaster action and location.

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FEMA CATEGORIES OF WORK

EMERGENCY WORK
CATEGORY A: DEBRIS REMOVAL
Clearance of trees and woody debris; building wreckage; sand, mud, silt, and gravel; vehicles; and other disaster-related material deposited on public and, in very limited cases, private property.

CATEGORY B: EMERGENCY PROTECTIVE MEASURES
Measures taken before, during, and after a disaster to save lives, protect public health and safety, and protect improved public and private property.

PERMANENT WORK
CATEGORY C: ROADS AND BRIDGES
Repair of roads, bridges, and associated features, such as shoulders, ditches, culverts, lighting and signs.

CATEGORY D: WATER CONTROL FACILITIES
Repair of irrigation systems, drainage channels, and pumping facilities. Repair of levees, dams, and flood control channels fall under Category D, but the eligibility of these facilities is restricted.

CATEGORY E: BUILDINGS AND EQUIPMENT
Repair or replacement of buildings, including their contents and systems; heavy equipment; and vehicles.

CATEGORY F: UTILITIES
Repair of water treatment and delivery systems; power generation facilities and distribution lines; and sewage collection and treatment facilities.

CATEGORY G: PARKS, RECREATIONAL FACILITIES, AND OTHER ITEMS Repair and restoration of parks, playgrounds, pools, cemeteries, and beaches. This category also is used for any work or facility that cannot be characterized adequately by Categories A-F

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HAZARD MITIGATION

PURPOSE
This section establishes actions, policies and procedures for implementing Section 409 (Minimum Standards for Public and Private Structures) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended), following a Presidentially declared Emergency or Major Disaster. It also assigns hazard mitigation responsibilities to various elements of federal, state, and local governments in California.

AUTHORITIES AND REFERENCES
Activities enumerated in this enclosure will be conducted in accordance with the enabling legislation, plans, and agreements listed in Part I – Authorities and References.

GENERAL
Hazard mitigation is defined as any action taken to reduce or eliminate the long-term risk to human life and property from disasters. Section 322 of Public Law 106-390 requires, as a condition of receiving certain federal disaster aid, that local governments develop a mitigation plan that outlines processes for identifying the natural hazards, risks and vulnerabilities in their jurisdiction.

Mitigation plans must:
• Describe actions to mitigate hazards, risks and vulnerabilities identified under the plan. • Establish a strategy to implement those plans.

Specific plan requirements are listed in 44 CFR Section 201.6. Local jurisdictions without an approved hazard mitigation plan will not be eligible to receive funds for the Hazard Mitigation Grant (HMGP), Pre-Disaster Mitigation (PDM) or Flood Mitigation Assistance (FMA) programs.

Local mitigation plans are the jurisdiction’s commitment to reduce risks from natural hazards and guide decision makers as they commit resources to reduce the damage from natural hazards.

Hazard mitigation planning and actions are continuous year- round efforts.

PRE-DISASTER MITIGATION (PDM)
The Pre-Disaster Mitigation (PDM) grant program may provide financial assistance to local jurisdictions to develop and update plans or identify and mitigate pre-disaster conditions to reduce vulnerability.

PDM funding is provided through the National Pre-Disaster Mitigation Fund and is subject to Congressional appropriations. PDM projects are nationally competitive and opportunities to apply for grants are announced once a year by the Governor’s Office of Emergency Services.

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HAZARD MITIGATION GRANT PROGRAM
Following a disaster, mitigation opportunities and financial assistance may be available through the Hazard Mitigation Grant Program (HMGP). The program funds projects that are cost-effective and which substantially reduce the risk of future damage, hardship, loss or suffering as a result of a natural disaster. The HMGP is funded for each disaster; total allocation is based upon a sliding scale of between 7.5 and 15 percent of the Federal Emergency Management Agency’s (FEMA) estimate of all public infrastructure damages (not emergency work) and individual assistance costs in a particular disaster. As an incentive to encourage the development of local plans, DMA2000 permits local government to be eligible for up to a 20 percent share of the total damages estimated in the Public and Individual Assistance programs if they have an approved local hazard mitigation plan. HMGP awards are competitive among jurisdictions that are part of the disaster declaration.

FLOOD MITIGATION ASSISTANCE PROGRAM (FMA)
FEMA’s Flood Mitigation Assistance Program (FMA) provides funding to communities to reduce or eliminate the long-term risk of flood damage to buildings, manufactured homes and other structures insurable under the National Flood Insurance Program (NFIP). The program provides grants for mitigation planning, projects and technical assistance to reduce claims under the NFIP.

A priority of the FMA Program is to fund flood mitigation activities that reduce the number of repetitive loss structures insured by the NFIP. Repetitive loss structures are those that have sustained two or more losses, each exceeding $1000, within a ten-year period. FEMA encourages communities to develop plans that address repetitive loss properties.

The federal contribution for an individual HMGP, PDM or FMA project can be up to 75 percent of the cost of the proposed project with applicants providing match funding through a combination of either state, local or private sources. Awards go to projects that best demonstrate the goals and objectives of local mitigation programs.

HMGP funding may not be used to fund any mitigation project that is eligible under Public Assistance or other federal programs, though it may be used to complement or enhance mitigation funded under Individual or Public Assistance.

IMPLEMENTATION
Following each Presidential declared Emergency or Major Disaster, the Regional Director of the Federal Emergency Management Agency (FEMA) and the Governor execute a document called the Federal/State Agreement. 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 specific 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.

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• Follow up with applicants to ensure that the appropriate hazard mitigation plan or plans are developed and submitted to the FEMA Regional Director for concurrence. • Review and update as necessary disaster mitigation portions of emergency plans. • A hazard mitigation officer is appointed for the state and local applicant. These individuals will constitute the hazard mitigation survey team which will:
• Identify significant hazards in the affected areas, giving priority to disaster- related hazards. • Evaluate impacts of these hazards and recommend mitigation measures.

The hazard mitigation survey team uses information from Project Worksheets (PWs) and visits selected sites where significant damage has occurred. The state and local representatives on the hazard mitigation survey team are responsible for ensuring that there is adequate consultation among interested federal, state, and local parties.

The hazard mitigation survey team also prepares a hazard mitigation plan which is submitted to the FEMA Regional Director through the Governor's authorized representative within 180 days after a Presidential declaration. The plan:
• Recommends hazard mitigation measures for local, state, and federal agencies. • Establishes short and long-term planning frameworks for implementation of hazard mitigation efforts.

The State sets mitigation priorities and awards for HMGP grants. FEMA conducts the final eligibility review to ensure that all projects are compliant with Federal regulations. This includes the Federal law that requires States and communities to have FEMA- approved mitigation plans in place prior to receipt of HMGP project funds.

RESPONSIBILITIES
Hazard mitigation measures include avoidance, reduction and land use regulations. Key responsibilities of local governments are to:
• Participate in the process of evaluating hazards and adoption of appropriate hazard mitigation measures, including land use and construction standards. • Appoint a Local Hazard Mitigation Officer, if appropriate. • Participate on Hazard Mitigation Survey Teams and Inter-Agency Hazard Mitigation Teams, as appropriate.
• Participate in the development and implementation of section 409 plans or plan updates, as appropriate.
• Coordinate and monitor the implementation of local hazard mitigation measures.

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FORMS AND SUPPORT DOCUMENTATION
FORMS
INCIDENT BRIEFING (EOC 201)
Responsible Section: Management
EOC 201 Incident
Briefing
The Incident Briefing (EOC 201) provides the Emergency Manager or initial EOC responders with basic information regarding the incident situation and the resources allocated to the incident. This document is prepared by the Incident Commander or by the Emergency Manager or initial EOC responders. It serves as a permanent record of the initial response to the incident. The briefing form is presented to the incoming Emergency Manager or EOC Management along with a more detailed oral briefing. The EOC 201 is duplicated and distributed before the initial briefing of the Department Representatives or other responders as appropriate.

INCIDENT OBJECTIVES (EOC 202)
Responsible Section: Planning & Intelligence
EOC 202 Incident
Objectives
The EOC 202 describes the basic incident strategy, incident objectives, command emphasis/priorities, and safety considerations for use during the next operational period. The EOC 202 is completed by the Planning Section.

COMMUNICATIONS LIST (EOC 205A)
Responsible Section: All Sections
EOC 205A
Communications Lis
The EOC 205A records methods of contact for EOC and other key personnel.

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ORGANIZATION CHART (EOC 207)
Responsible Section: Planning & Intelligence
EOC 207
Organization Chart
The Incident Organization Chart (EOC 207) provides a visual wall chart depicting the EOC organization position assignments for the incident. The EOC 207 is used to indicate what EOC organizational elements are currently activated and the names of personnel staffing each element.

Personnel responsible for managing organizational positions are listed in each box as appropriate. The EOC 207 is prepared by the Planning Section.

SAFETY MESSAGE (EOC 208)
Responsible Section: Management
EOC 208 Safety
Message
The EOC 208 is an optional form that may be included and completed by the Safety Officer (if established) for the EOC Action Plan.

INCIDENT STATUS SUMMARY (EOC 209)
Responsible Section: Planning & Intelligence
EOC 209 Incident
Status Summary
The EOC 209 is used for reporting information on significant incidents.

The EOC 209 contains basic information elements needed to support decision making in the EOC to support the incident. The ICS 209 is designed to provide a “snapshot in time” to effectively move incident decision support information where it is needed. This form is completed by the Planning Section.

CHECK-IN FORM (EOC 211)
Responsible Section: Planning & Intelligence
EOC 211 Check-in
Form
The EOC 211 is used by the Planning Section to record personnel arriving or demobilizing from the EOC.

GENERAL MESSAGE (EOC 213)
Responsible Section: Planning & Intelligence
EOC 213 General
Message
The General Message (EOC 213) is used by EOC personnel to transmit and record messages. This form is used to send any message or notification to EOC personnel that requires hard copy delivery. A copy of every EOC 213 should be sent to and maintained by the Planning Section.

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RESOURCE REQUEST (EOC 213RR)
Responsible Section: Logistics
EOC 213RR
Resource Request
The EOC 213RR is used to request non-mutual aid supplies, services, personnel, teams, equipment, fuel, facilities, or any other resource or incident management activity required from the Operational Area (OA).

This form may be used by EOC personnel requesting resources from the OA EOC.

ACTIVITY FORM (EOC 214)
Responsible Section: Planning & Intelligence
EOC 214 Activity
Form
The Activity Log (EOC 214) records details of notable activities in the EOC. These logs provide basic EOC activity documentation, and a reference for any after-action report. An EOC 214 can be initiated and maintained by personnel in various positions as it is needed or appropriate. Personnel should document how relevant incident activities are occurring and progressing, or any notable events or communications.

Completed EOC 214s are submitted to supervisors, who forward them to the Planning Section.

DAILY MEETING SCHEDULE (EOC 230)
Responsible Section: Planning & Intelligence
EOC 230 Daily
Meeting Schedule
The Daily Meeting Schedule records information about the daily scheduled meeting activities. Copies of EOC 230s are distributed to Command Staff, Section Coordinators, and appropriate Unit Leaders. All completed original forms are submitted to the Documentation Unit.

INITIAL DAMAGE ESTIMATE
Responsible Section: Planning & Intelligence
Initial Damage
Estimate
The City’s local proclamation of emergency that is submitted to Cal OES’ Regional Operations should include an IDE form prepared by the Planning Section of the EOC. An IDE is the local governments’ initial identification of the impacts and local response and recovery activities. The IDE assists Cal OES to understand the jurisdiction's damages and prioritize Preliminary Damage Assessment (PDA) efforts, which in turn can lead to a state or federal disaster declaration. The IDE should include:
• Type and extent of public and private sector damage;
• Estimates of damages and emergency response costs; and • Any acute public health and environmental issues

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The IDE is forwarded with the proclamation of emergency to Cal OES; the Los Angeles County Emergency Operations Center; and the Area “C” Disaster Management Area Coordinator.

COST WORKSHEET
Responsible Section: Finance & Administration
Cost Worksheet
The Finance & Administration section may use the Cost Worksheet to track the costs of all labor, equipment, and materials used during an event.

DISASTER SERVICE WORKER REGISTRATION
Responsible Section: Logistics
Disaster Service
Worker Registration
This form is intended for the registration of volunteers that are not employees of the City. The Disaster Service Worker Volunteer Program (DSWVP) was created as the result of legislation to provide workers’ compensation benefits to registered Disaster Service Worker (DSW) volunteers who are injured while participating in authorized disasterrelated activities, including pre-approved training. Disaster service, as defined for the Program, is designed to aid in the response and recovery phases in a disaster or emergency.

OUTSIDE AGENCY NOTIFICATION
Responsible Section: Management
Outside Agency
Notification
This form may be used to notify outside agencies of an emergency affecting the City of San Marino.

MEDIA CALL INTAKE
Responsible Section: Management
Media Call Intake
This form may be used to document inquiries received from media outlets.

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PUBLIC CALL INTAKE
Responsible Section: Management
Public Call Intake
This form may be used to document calls received by residents, requests, and actions required to complete their requests.

WINDSHIELD SURVEY
Responsible Section: Operations
Windshield Survey
The Windshield Survey form may be used to report damages witnessed during City-wide windshield surveys. Refer to Part IV: EOP Annex Plans – Earthquake Operations Annex for windshield survey routes to be utilized by Police and Fire personnel.

GUIDES

DAMAGE CATEGORIES
Responsible Section: Finance & Administration
Damage Categories
The Damage Categories guide may be used by the Finance & Administration when filling in the Public Assistance (PA) section of the Initial Damage Estimate.

EMERGENCY ALERT SCRIPTS
Responsible Section: Management
Emergency Alert
Scripts
The Emergency Alert Scripts contains sample emergency alerts that may be used for various disasters.

JOINT INFORMATION CENTER
Responsible Section: Management
Joint Information
Center
The Joint Information Center guide provides operational instructions for individuals assigned to the Public Information Operation unit.

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LEGAL AUTHORITY REFERENCE
Responsible Section: Management
Legal Authority
Reference
The Legal Authority Reference guide provides additional Federal, State, and Local Codes not referenced in Part I – Authorities and References of the Emergency Operations Plan.

MEDIA BRIEFING – MOST ASKED QUESTIONS
Responsible Section: Management
Media Briefing
This guide contains a list of the 77 questions most frequently asked by the media during a press conference.

PLANNING P
Responsible Section: Planning & Intelligence
Planning P
The Planning “P” Guide provides a breakdown of each section of the Planning “P” and provides a sample timeline of when each objective should be completed.

PLANS

DEMOBILIZATION PLAN
Responsible Section: Planning & Intelligence
Demobilization
Plan
The Demobilization Plan may be used to document the demobilization of the Emergency Operations Center.

EOC ACTION PLAN
Responsible Section: Planning & Intelligence
EOC Action Plan
At local, disaster management area, regional and state levels, the use of EOC action plans provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement.

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REPORTS

COMMUNICATION STATUS
Responsible Section: Operations
Communication
Status
The Communication Status report may be used to identify the operational status of radio, telecommunications, and broadband systems.

MASS CARE STATUS
Responsible Section: Operations
Mass Care Status
Use this report to identify the number of people displaced during an event, locations of evacuation centers, medical centers, etc., and the number of people located at each site.

SEARCH AND RESCUE
Responsible Section: Operations
Search and Rescue
Use this report to identify the status of search and rescue teams, including search areas, number of people missing, number of people recovered, and areas where search is still pending.

SITUATION STATUS
Responsible Section: Planning & Intelligence
Situation Status
The Situation Status report should be utilized to record significant events, damage to infrastructure, and EOC activity.

UTILITY STATUS
Responsible Section: Operations
Utility Status
Use the Utility Status Report to identify damage to gas, electric, and water systems.

Emergency Operations Plan – PART II
Forms and Support Documentation
362
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Emergency Operations Plan – PART III
363
Part III
Appendix

RESTRICTED USE DOCUMENT DUE TO THE SENSITIVE NATURE OF

THE INFORMATION

Emergency Operations Plan – PART III
364
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Emergency Operations Plan – PART IV
391
Part IV
Annexes

Emergency Operations Plan – PART IV
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Emergency Operations Plan – PART IV
EOP Annex Plans
394

EOP ANNEXES

ALERT AND WARNING PLAN
The purpose of the Alert and Warning Plan is to outline the procedures to be implemented by the City of San Marino to activate and utilize the available public alert and warning systems. The systems described are meant to provide the public with emergency warnings, pertinent information, and instructions in a timely manner during significant incidents and emergencies.

Alert and Warning
Plan

DISEASE PANDEMIC ANNEX
The City of San Marino’s Disease Pandemic Preparedness and Response Plan deals with the specific threat of any disease or influenza, creating pandemic conditions within the City of San Marino. Disease Pandemic Annex

CYBERSECURITY ANNEX
The Cybersecurity Annex assists in providing information about cybersecurity processes in coordination with Information Technology and Emergency Management personnel to identify, protect, detect, respond and recover from a cybersecurity incident affecting the City of San Marino. Cybersecurity Annex

EXTREME HEAT / POWER INTERRUPTION ANNEX
The purpose of the Extreme Heat / Power Interruption Annex is to guide decision makers during extreme heat conditions or when a power shutoff or a rotating outage is impacting San Marino. This plan identifies resources, actions and critical issues regarding an extreme heat event, including monitoring, public information, and cooling centers.

Extreme Heat /
Power Interruption
Annex

EARTHQUAKE OPERATIONS ANNEX
During a large earthquake, the City of San Marino could sustain substantial damage, including structure collapse and interruption of transportation routes, utilities, and communications. The Earthquake Operations Annex provides instructions for Public Safety Departments response during a major earthquake event.

Earthquake
Operations Annex