1. Shelter – Shelter in place
2. Evacuate – Relocate as instructed
3. Prepare – Make preparations
4. Execute – Execute a pre-planned activity
5. Avoid – Avoid the hazard
6. Monitor – View local information sources
7. All clear – The event no longer poses a threat or concern AlertSanDiego and Accessible AlertSanDiego
The County of San Diego has instituted a regional notification system that is able to send telephone notifications, texts and emails to residents and businesses within San Diego County impacted by, or in danger of being impacted by, a disaster. This system (software), called AlertSanDiego, is used by emergency response personnel to notify residents at risk with information about the event and/or actions (such as evacuation, shelter in place, gas leak, missing person at risk, etc.) AlertSanDiego enables emergency dispatchers to call residents, via a reverse 911 type system, and alert them to emergency actions which may need to be taken.
AlertSanDiego combines GIS mapping technologies with 9-1-1 calling data in an easyto-use interface. The system utilizes the region's 9-1-1 database, provided by the local telephone companies, which includes both listed and unlisted landline phone numbers. It is TTY/TDD capable.
AlertSanDiego is also available in accessible formats. Accessible AlertSanDiego provides emergency management the capability of alerting and informing residents in San Diego County who are deaf, blind, hard of hearing, and deaf/blind, before, during, and after a disaster. Accessible AlertSanDiego sends accessible alerts and information to internet and video capable devices, such as computers, cell phones, smart phones, tablet computers, and wireless Braille readers.
Residents are also able to self-register their Voice Over Internet Protocol (VoIP), cellular telephone numbers, and/or email addresses to receive notifications via phone, text, email, and/or American Sign Language with English voice and text.
If a jurisdiction’s Public Safety Official, as determined by the Jurisdiction, determines that the severity of an incident necessitates public alert through AlertSanDiego, the public safety official will be responsible for processing and disseminating the AlertSanDiego message.
Use of the AlertSanDiego system is authorized for the following purposes:
1. Imminent or perceived threat to life or property
2. Disaster notifications
3. Evacuation notices
4. Public health emergencies
5. Any notification to provide emergency information to a defined community
Use of AlertSanDiego email and text alerts for registered mobile devices are authorized to issue a notice about a missing person who may be at risk.
PUBLIC INFORMATION
The need for accurate and timely public information, complete with concise instructions, is a necessity during an emergency. The Office of Communications and the respective public information officers from the public safety departments staff the EOC in response to disasters or emergencies.
Team members must be able to quickly access tools such as the internet, social media platforms and the City’s intranet. Some team members may work from remote locations if they cannot get to the EOC. Team members process emergency information and confirm with the EOC Director as to which emergency updates may be distributed to public outlets. Only information verified/approved by the Incident Commander and the EOC Director can be disseminated by the communications team. The communications team generally disseminates information about areas within the City’s jurisdiction only, but makes referrals to, and coordinates with, other jurisdictions.
The communications team distributes information using several methods, including social media, email subscription services, news conferences, and incident updates (brief press releases). Updated public messaging describes (1) the nature of the hazard; (2) the recommended or required protective actions to take; (3) shelter or recovery information and/or (4) where to obtain more information.
All communication must be effective, equitable, and redundant. The communications team ensures all public information is accessible to the whole community. Inclusive public communications include but are not limited to:
• Accessible public information/messaging throughout event • Social media platforms
• Direct communication accommodations
• Visual Language Translators/Pictograms
• Certified ASL (American Sign language) Interpreter(s) • Video Relay Services (VRS)/ Video Remote Interpreting (VRI) availability • Assistive Listening Devices
• Non-English Translators
• Accessible website updates
• Accessible materials (e.g., forms, brochures)
• Personal Assistant Services (PAS) availability
• Large font signage
• Non-English signage
• Press conference with equal accessibility
• Closed Captioning
ADMINISTRATION, FINANCE, AND LOGISTICS
When the EOP is activated, the Emergency Organization is responsible for ensuring that administrative, financial, and logistical support is provided for efficient and effective emergency response and recovery activities.
Administration
Documentation
Documentation of an emergency incident is an essential task that must be completed during a declared emergency. An incident may have written, visual, and audio records that provide the details of each step of the emergency response. These records must be collected and saved to provide the full documentation of a response. These records are essential when preparing debriefings, lessons learned documents, After Action Reports (AAR), and follow-up action steps. These records will allow the Emergency Planner and the Emergency Planning team to revise and/or develop more functional emergency plans.
Incident Reports
Incident reports capture the narrative of the call for service and any decisions that were made. Field responder’s complete incident reports detail actions taken. All radio communications are monitored by dispatch centers across the county, recording radio transmissions and creating transcripts for records.
Reports Generated by the EOC
EOC personnel complete activity logs which provide chronological logs of the activities and response actions of their section. In addition to the activity logs, EOC personnel provide information to WebEOC to share with other responders in the region. WebEOC is a situational awareness tool that captures incident updates and paints a picture of incident progression.
The EOC is also responsible for producing the EOC Action Plan. The EOC Action Plan provides overall incident actions and strategies. All EOC personnel provide input to the action plan, which is approved by EOC management, and carried out by all incident personnel.
Damage Assessment
Initial Damage Estimate
Following a disaster, jurisdictions must be able to identify, quantify, and describe the damages that have occurred through the preparation of initial damage estimates (IDE).
IDEs allow jurisdictions to report the level of damage experienced, substantiate requests for additional assistance from state or federal partners, and identify community needs.
The City will utilize available personnel to patrol the city and begin collecting information about the type of damaged witnessed. They will estimate and/or quantify the extent of
damage. This includes personnel from Law Enforcement, Public Works, Fire, Engineering, CERT members, etc. This information is collected and compiled into an IDE report which is sent to the County Office of Emergency Services.
Preliminary Damage Assessment (PDA)
Upon receipt of jurisdictional IDEs, the Operational Area EOC will submit IDEs to Cal OES for further consideration of the need for preliminary damage assessments (PDA). PDA is the step in the assessment process which validates data and damages identified through IDEs.
PDAs are conducted by state and federal officials. If PDAs are scheduled, the City will provide representatives to participate in the PDA tour of the damaged areas.
The damage assessment process is described in more detail in the San Diego County Damage Assessment Concept of Operations.
Cost Recovery Documentation
After damage estimates and assessments have been performed, the cost recovery process begins to help jurisdictions recover funds allocated toward disaster response and recovery operations. Adequate documentation is required to show how funds were spent and to ensure that they were allocated toward eligible reimbursable activities. Documentation is needed to secure public assistance and individual assistance for anyone affected by the disaster. The State and Federal reimbursement process requires accurate documentation of costs incurred, including expenses related to personnel, equipment, materials, contracts, etc.
City departments will coordinate to ensure all resources and costs are captured through the various departmental tracking systems.
State and Federal forms to assist with recovery can be found at:
https://www.caloes.ca.gov/office-of-the-director/operations/recovery-directorate/recoveryoperations/public-assistance/recovery-forms-documents-and-reference-materials/ After Action Reports (AAR)
California Code of Regulations, Title 19, § 2450 requires that any jurisdiction 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 AAR to Cal OES. The report must be a comprehensive review of the incident, including but not limited to response actions taken, necessary modifications to plans and procedures, and identified training needs.
The AAR contains an improvement plan that sets a path forward for the identified training needs and implementation of necessary improvements.
The AAR must be completed and submitted to Cal OES within ninety (90) days of the close of the incident period.
Record Retention Schedule
The City’s record retention is a guide to the records produced by the City and their disposition. It includes if and when records should be destroyed or transferred to off-site storage. The schedule requires the various documents that are created during any emergency to adhere to the City’s record keeping guidelines. City retention guidelines must also consider State and Federal retention requirements.
Vital records pertaining to emergency response are stored on the City network which is managed by the Information Technology Department. Computer records are routinely backed up and stored separately from the hard drives.
Disaster Service Workers (DSW)
During an incident, there are some City employees who do not have specific task assignments. They are automatically designated by State Law as Disaster Service Workers (DSWs) during a disaster and serve in the response effort. • “All public employees and all registered volunteers of a jurisdiction having an accredited disaster council are Disaster Service Workers,” per Government Code Title I, Division 4, Chapter 8, and Labor Code, Part I, Division 4, Chapters 1 and 10. • The term public employees include all persons employed by the State, or any County, City or public district.
Other personnel, including volunteers, can be registered by the City as DSWs, which provides Workers Compensation and liability coverage.
Finance
The Finance Department manages all financial aspects of disaster response and recovery. The Finance Department has established City protocols for financial management, including procurement, cost accounting, and reimbursement. The Finance Director serves as the lead for the Finance Section in the EOC, monitoring all disaster expenditures, including timekeeping, contracts, supplies and equipment, and materials, etc.
The EOC Finance Section is responsible for tracking all costs associated with an EOC activation and ensures all costs are appropriate with existing emergency operations, procedures, and rules. The City’s disaster procurement policy is outlined in the City Municipal Code under section 3.24.140, which authorizes emergency purchases under conditions that pose an immediate threat to public health, safety or welfare.
The Finance Section will also ensure that, to the extent possible, all eligible costs are collected and submitted to State and Federal agencies for the purposes of reimbursement. Fiscal representatives from each City department, in coordination with the Recovery Director, will coordinate to ensure all appropriate reimbursement documentation is submitted for all possible public and/or individual assistance reimbursement programs.
When an incident occurs, the Finance Department or Finance Section institutes the City’s emergency policies and protocols for all incident related purchases, agreements, overtime, etc.
All incident personnel are briefed through their chain of command on proper stewardship of incident related funding.
Public Assistance
Cost recovery is achieved through Federal and State public assistance programs. Each jurisdiction has the responsibility to complete and submit the required documents for both State and Federal public assistance programs, if seeking and accepting such assistance. There are various public assistance programs available based on the type of disaster that has occurred, including but not limited to:
• Fire Management Assistance Grant (FMAG)
• National Resources Conservation Service (NRCS) Emergency Watershed Program (EWP)
• U.S. Army Corps of Engineers Rehabilitation and Inspection Program • Federal Highway Administration Emergency Relief Program • US Department of Housing and Urban Development
• US Department of Agriculture Emergency Loans
• California Disaster Assistance Act (CDAA)
Each of these programs are referenced in the San Diego County Operational Area Recovery Plan and can be found in the most recent FEMA Public Assistance Program and Policy Guide for more thorough planning and operational FEMA Public Assistance considerations.
Individual Assistance
Individuals are expected, whenever possible, to provide for themselves and be responsible for their own personal recovery. However, many individuals will need and expect the government to deliver assistance to them well after the disaster. The City will coordinate with FEMA to acquire assistance from the Individuals and Households Program, which provides financial help or direct services to those who have necessary expenses and serious needs if they are unable to meet these needs through other means. Assistance falls into two categories:
• Housing Assistance (including Temporary Housing, Repair, Replacement, and Semi Permanent or Permanent Housing Construction)
• Other Needs Assistance (including personal property and other items)
Logistics
Proper planning and forward-leaning preparations will greatly enhance the City’s ability to respond to and effectively manage a disaster. Adequate staffing, proper training, and sufficient warehousing of equipment and resources are key considerations. The City’s Emergency Management program coordinates with subject matter experts in various City departments and partner agencies to ensure logistical needs are addressed before and during an emergency.
Examples of logistical support actions include but are not limited to:
Before:
• Acquiring and typing County equipment
• Stockpiling supplies
• Designating emergency facilities, such as shelter sites • Establish mutual aid agreements, such as with American Red Cross; and prepare a resource contact list
During:
• Move emergency equipment into place
• Arrange for food and transportation
• Arrange for shelter facilities; if needed, call on mutual aid; and if needed, provide backup power and communications
Homeland Security Grant Program
Many of the resources required to sustain preparedness and response efforts are funded through the Homeland Security Grant Program. The Homeland Security Grant Program (HSGP) plays an important role in the implementation of the National Preparedness System by supporting the building, sustainment and delivery of core capabilities essential to achieving the National Preparedness Goal of a secure and resilient nation. With the HSGP, there are two programs in particular that provide funding for the City’s preparedness:
State Homeland Security Grant Program (SHSP)
The State Homeland Security Program (SHSP) is a core assistance program that provides funds to build capabilities at the State, local, tribal, and territorial levels, to enhance our national resilience to absorb disruptions and rapidly recover from incidents both natural and manmade as well as to implement the goals and objectives included in State homeland security strategies and initiatives in their State Preparedness Report (SPR).
Activities implemented under SHSP must support terrorism preparedness by building or enhancing capabilities that relate to the prevention of, protection from, mitigation of, response to, and recovery from terrorism in order to be considered eligible.
However, many capabilities which support terrorism preparedness simultaneously support preparedness for other hazards.
Urban Area Security Initiative (UASI)
As a part of the San Diego County Operational Area, the City receives funding from the Urban Area Security Initiative (UASI). The UASI Program assists high-threat, highdensity Urban Areas in efforts to build and sustain the capabilities necessary to prevent, protect against, mitigate, respond to, and recover from acts of terrorism. The UASI program is intended to provide financial assistance to address the unique multi-discipline planning, organization, equipment, training, and exercise needs of high-threat, highdensity Urban Areas, and to assist these areas in building and sustaining capabilities to prevent, protect against, mitigate, respond to, and recover from threats or acts of terrorism using the Whole Community approach.
Support Requirements/Mutual Aid
The foundation of California's emergency planning and response is a statewide mutual aid system, which is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s).
No jurisdiction has the resources necessary to fully respond to and recover from major or catastrophic disasters. The City will request mutual aid and fill mutual aid requests in accordance with SEMS and NIMS. In particular, the City will coordinate with the County for services such as hazardous materials response, public health response, and environmental services.
Resource Management
During any emergency, resource management rests with the entity/agency in charge of that incident. Typically, incident commanders will manage their resources from the established command post. If the EOC is activated, the EOC will support resource ordering and tracking.
During any emergency, the logistics section’s primary responsibility is to ensure the acquisition, transportation, and mobilization of resources to support the response effort at the disaster sites, public shelters, EOC, etc.
PLAN DEVELOPMENT AND MAINTENANCE
The Operational Area (OA), as designated by the County of San Diego Office of Emergency Services, coordinates the update of the Operational Area Emergency Operations Plan (OA EOP) every four years. The OA EOP was developed following the guidelines contained within FEMA’s Comprehensive Preparedness Guide (CPG) 101.
The City, along with the other jurisdictions in San Diego County, utilize the OA EOP as the base upon which it has developed the current EOP. The San Diego County Emergency Managers Working Group established an EOP subcommittee charged with developing a local template based on the OA EOP. The subcommittee worked to identify the appropriate local-level operations, policies, and procedures needed for inclusion in this plan. The established goal of the EOP Committee is to further the standardization of plans and processes throughout the county. Every effort will be made to enhance the highest degree of collaboration and coordination within the OA.
Plan review is a recurring activity. The EOP will be reviewed and considered for updates after the following events:
• A major incident
• A change in operational resources (e.g., policy, personnel, organizational structures, management processes, facilities, equipment)
• Each activation
• Major exercises
• A change in elected officials
• A change in the jurisdiction’s demographics or hazard or threat profile • A formal update of planning guidance or standards
• The enactment of new or amended laws or ordinances.
To ensure the EOP is a relevant and current tool, and in compliance with State-level regulations, the EOP will be reviewed and revised every two years, and brought before City Council for adoption every four years.
Although the EOP is a public document, it is also a living document that may be changed frequently, therefore the most current version of the EOP is kept on file with the City. Anyone wishing to access the EOP may do so by contacting the City and requesting a copy of the EOP.
AUTHORITIES AND REFERENCES
• Unified San Diego County Emergency Services Organization, Fifth Amended Emergency Services Agreement, 2005
• California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code
• San Diego County Operational Area Emergency Operations Plan – September 2022 • Petris (SEMS) SB 1841 Chapter 1069 - Amendments to the Government Code, Article 7, California Emergency Services Act
• California Master Mutual Aid Agreement
• Incident Command System, Field Operations Guide, ICS 420-1 • San Diego County Mutual Aid Agreement for Fire Departments • California Law Enforcement Mutual Aid Plan
• Public Works Mutual Aid Plan
• San Diego County Multi-Jurisdictional Hazard Mitigation Plan 2023 • San Diego Urban Area Tactical Interoperable Communications Plan, February 2006 • Unified San Diego County Emergency Services Organization Resolution adopting the National Incident Management System updated October 2017 • Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide (CPG) 101 Version 2.0, September 2021
• FEMA Independent Study (IS) 0368 - Including People with Disabilities and Others with Access and Functional Needs in Disaster Operations
• Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter, November 2010
• Public Law 288, 93rd Congress, Disaster Relief Act of 1974 • Public Law 920, 81st Congress, Federal Civil Defense Act of 1950 • A Whole Community Approach to Emergency Management: Principles, Themes ad Pathways for Action, December 2011
• California Government Code 8593.3 (2018) – Accessibility to Emergency Information and Services
• Web Content Accessibility Guidelines (WCAG) 2.2, 2022 • San Diego County Operational Area Recovery Plan (2019). • California Disaster Assistance Act (CDAA) and Regulations • Standardized Emergency Management System (SEMS) Regulations • Disaster Service Worker Volunteer Program Regulations
• California Disaster and Civil Defense Master Mutual Aid Agreement o Emergency Compacts Interstate Civil Defense and Disaster Compact o Emergency Management Assistance Compact
• County of San Diego Alert and Warning MOA
• San Diego County Animal Control Mutual Aid Agreement
• General Order No. 166 – California Public Utilities Commission • State of California Executive Order N-15-19
• 2023 City of Santee Hax Mit Annex
ATTACHMENTS/APPENDIX
Master Mutual Aid Agreement (https://www.caloes.ca.gov/wpcontent/uploads/Preparedness/Documents/CAMasterMutAidAgreement.pdf) Functional Annexes of the County of San Diego EOP
(https://www.sandiegocounty.gov/content/sdc/oes/emergency_management/oes_jl_oparea.html)
GLOSSARY
ACCESS AND FUNCTIONAL NEEDS (AFN) Access and functional needs (AFN) refers to individuals who are or have (1) physical, developmental, or intellectual disabilities; (2) chronic conditions or injuries; (3) limited English proficiency; (4) older adults; (5) children; (6) low income, homeless and/or transportation disadvantaged (i.e., dependent on public transit); (7) pregnant women.
ADAPTABILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Adaptability refers to the idea that a plan must be constructed so that other departments, jurisdictions, or agencies can utilize some or all of the plan if needed.
AFTER ACTION REPORT(S) (AAR) An AAR is a detailed critical summary or analysis of a past event (such as an emergency event) made for the purposes of re-assessing decisions and considering possible alternatives for future reference.
ALL-HAZARDS (APPROACH OR PLANNING) By taking an All-Hazards approach, jurisdictions produce emergency plans that serve as the basis for effective response to any hazard that threatens the jurisdiction; facilitate integration of mitigation into response and recovery activities; and facilitate coordination with State, Federal, tribal, Non-Governmental, and other authorities when a local emergency, disaster or catastrophe is declared.
AMERICANS WITH DISABILITIES ACT OF 1990 (ADA) The Americans with Disabilities Act of 1990 or ADA is a civil rights law that prohibits discrimination based on disability. It affords similar protections against discrimination to Americans with disabilities as the Civil Rights Act of 1964, which made discrimination based on race, religion, sex, national origin, and other characteristics illegal, and later sexual orientation.
COMMAND AND CONTROL Command and Control, sometimes referred to as C2, is the exercise of authority and direction by a properly designated commander over assigned personnel in the accomplishment of the present mission. As all incidents have a local beginning and end, Command and Control is typically established on-scene or within the local, affected area. Command and Control functions are performed through an arrangement of personnel, equipment, communications, facilities, and procedures employed by the Incident Commander in planning, coordinating, and controlling operations.
COMMAND STAFF Within an Incident Command System, the Command Staff is assigned to carry out staff functions needed to support the Incident Commander. These functions include interagency liaison, incident safety, and public information. Command Staff positions are established to assign responsibility for key activities not specifically identified in the General Staff functional elements.
COMMUNITY EMERGENCY RESPONSE TEAM (CERT) The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, allowing them to focus on more complex tasks.
COMMUNITY RESILIENCY Community resilience is the sustained ability of a community to use available resources to respond to, withstand, and recover from adverse situations. This allows for the adaptation and growth of a community after disaster strikes.
COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM A Comprehensive Emergency Management plan or system describes the responsibilities and capabilities of the agencies and organizations in a specified jurisdiction working to prevent, protect against, mitigate, respond to, and recover from emergencies and major disasters impacting the community.
CONCEPT OF OPERATIONS (CON-OPS) A concept of operations (Con-Ops) is a high-level description of the actions to be taken in the pursuit of mission accomplishment during any activation of an emergency operations or response plan. The Con-Ops can be thought of from the perspective of ends, ways, and means. The “end” is the stated objective, ranging from a very broad strategic aim to the accomplishment of a specific task. The “means” are the capabilities to be employed in each situation. The “ways” are the description of how the means are to be employed to achieve the ends.
CRITICAL INFRASTRUCTURE Critical Infrastructure includes the vast network of highways, connecting bridges and tunnels, railways, utilities, hospital and medical facilities, and buildings necessary to maintain normalcy in daily life. Transportation, commerce, public healthcare, clean water, fuel supplies, natural gas, and electricity all rely on these vital systems.
CULTURAL COMPETENCE Cultural competence refers to an ability to interact effectively with people of different cultures and socio-economic backgrounds, particularly in the context of human resources, non-profit organizations, and government agencies whose employees work with persons from different cultural/ethnic backgrounds. Cultural competence comprises four components: Awareness of one's own cultural worldview, Attitude towards cultural differences, Knowledge of different cultural practices and worldviews, and cross-cultural skills.
DISASTER SERVICES WORKERS (DSW) During an emergency or disaster, the City may ask employees to do work outside the normal scope of their duties as Disaster Service Workers (DSW). All public employees in the State of California are considered Disaster Service Workers.
Even though employees may work outside of their scope, they will not be asked to perform duties that require specialized technical skills or physical activities that are beyond their individual capacities or capabilities.
EMERGENCY EVENT An emergency is a situation that poses an immediate risk to health, life, property, or environment. Most emergencies require urgent intervention to prevent a worsening of the situation. Some, but not all emergency situations may be prevented or mitigated due to diligent pre-planning and risk reduction. Sometimes emergencies can be overwhelming and despite rapid and effective emergency response efforts, the situation may devolve into humanitarian or palliative care in the aftermath.
EMERGENCY OPERATIONS CENTER (EOC) The City’s Emergency Operations Center (EOC) serves as the coordination hub for an incident response. This facility provides a central intelligence arena for decision makers and response team personnel to gather critical information, coordinate response activities, and manage personnel as the emergency dictates.
EMERGENCY OPERATIONS PLAN (EOP) The Emergency Operations Plan provides the structure and processes that the City utilizes to respond to and initially recover from an event.
The EOP is therefore the response and recovery component of the Emergency Management Plan.
EMERGENCY PREPAREDNESS Emergency preparedness is the state of readiness achieved through proper and timely planning. Such readiness relies on proactive steps taken to prepare for unexpected, serious, and dangerous occurrences. Emergency planning may involve preparation and planning for a natural or manmade disaster, accidents, security breaches, domestic and foreign terrorism, mass casualty incidents, mass fatality situations, food and water disruptions, supply chain interruptions, infrastructure damage, or any disruptive catastrophe.
EMERGENCY RESPONSE Emergency response includes any systematic response to an unexpected or dangerous occurrence. The goal of an emergency response procedure is to mitigate the impact of the event on people and the environment.
FLEXIBILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Flexibility refers to the idea that a plan must be able to allow for improvisation and redirection if the original plan is rendered unusable.
FULL-SCALE EXERCISE A full scale exercise is a multi-agency, multi-jurisdictional, multidiscipline exercise involving functional responses (e.g., a joint field office, emergency operation centers, Department Operations Centers, etc.) and ‘‘boots on the ground’’ responses (e.g., firefighters decontaminating mock victims, EMS personnel establishing triage areas, activating alerts and messaging, etc.) It is intended to test and evaluate the operational capability of the emergency management system in an interactive manner.
GENERAL STAFF The group of incident management personnel reporting to the Incident Commander. They may have one or more Deputies, as needed. The General Staff consists of the Operations Section Chief, Planning/Intelligence Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.
INCIDENT COMMAND SYSTEM (ICS) The Incident Command System (ICS) is a standardized approach to the command, control, and coordination of emergency response providing a common hierarchy within which responders from multiple jurisdictions, departments, or agencies can be effective.
INCIDENT COMMANDER (IC) The incident commander is the person responsible for all aspects of an emergency response; including quickly developing incident objectives, managing all incident operations, application of resources as well as responsibility for all persons involved.
The incident commander sets priorities and defines the organization of the incident response teams and the overall incident action plan. The role of incident commander may be assumed by senior or higher qualified officers upon their arrival or as the situation dictates. Even if subordinate positions are not assigned, the incident commander position will always be designated or assumed.
INTEROPERABLE COMMUNICATIONS See “Interoperability” below.
INTEROPERABILITY Interoperability is an essential communications link within public safety and public service wireless communications systems which permits units from two or more different entities to interact with one another and to exchange information according to a prescribed method to achieve predictable results.
JOINT INFORMATION SYSTEM (JIS) A joint information system provides the process for merging incident information and public affairs into a united organization. This organizational structure provides consistent, coordinated, and timely information during a crisis or incident operations. Its mission includes (1) to provide a structure and system for developing and delivering coordinated interagency messages; (2) to develop, recommend, and execute public information plans and strategies on behalf of the incident commander; and (3) to advise the incident commander on public affairs issues that could affect a response effort, and controlling rumors and inaccurate information that could undermine public confidence.
MITIGATION Mitigation encompasses all activities that reduce or eliminate the probability of a hazard occurrence or eliminate or reduce the impact from the hazard if it should occur. In Comprehensive Emergency Management, mitigation activities are undertaken during the time prior to an imminent or actual hazard impact.
MULTI-AGENCY COORDINATION SYSTEM (MACS) Multi-agency Coordination Systems (MACS) are a part of the standardized Incident Command System. MACS provides the basic architecture for facilitating the allocation of resources, incident prioritization, coordination, and integration of multiple agencies for large-scale incidents and emergencies.
MUTUAL AID (AGREEMENTS) (ASSISTANCE) In the context of emergency management, mutual aid is an agreement among emergency responders to lend assistance across jurisdictional boundaries. This may occur due to an emergency response that exceeds local resources, such as a natural disaster act of terror. Mutual aid may be ad hoc, requested only when such an emergency occurs. It may also be a formal standing agreement for cooperative emergency management on a continuing basis, such as ensuring that resources are dispatched from the nearest locale, regardless of which side of the jurisdictional boundary the incident is on.
NON-GOVERNMENTAL ORGANIZATION (NGO) Organizations which are independent of government involvement are known as non-governmental organizations or non-government organizations. NGOs are a subgroup of organizations founded by citizens, which include clubs and associations that provide services to their members and others. NGOs are usually nonprofit
organizations, and many of them are active in humanitarianism or the social sciences. Several NGOs avail themselves to the community during times of crisis.
OPERATIONAL AREA (OA) Operational Area refers to the Cal OES (Southern) region which has the responsibility of carrying out the coordination of information and resources within the region and between the SEMS state and regional levels to ensure effective and efficient support to local response. Operational Areas serve as the conduit for local and regional perspective and provide a physical presence for Cal OES functions at the local level in all phases of emergency management.
PUBLIC INFORMATION OFFICER (PIO) During ongoing and significant emergencies, the City may appoint or designate a Public Information Officer or Officer who would be responsible for creating and enabling communication between the jurisdiction, and both news media outlets and the public. This position serves in the Incident Command Structure and supports the mission of the Incident Commander. It's up to the PIO(s) to make sure any statements released to the press and the public follow agency guidelines, are accurate, and adhere to official policy or laws.
RECOVERY A critical part of handling any serious emergency is in the management of the Disaster Recovery Phase. The Recovery Phase is likely to involve, to a significant degree, external emergency services. The priority during this phase is the safety and wellbeing of the citizens, emergency workers, and disaster recovery personnel. Another top priority is the minimization of the emergency itself, the removal or minimization of the threat of further injury or damage and the re-establishment of external services such as power, communications, water etc. A significant task during this phase is also the completion of Damage Assessment Forms.
RESILIENCY (COMMUNITY) See Community Resiliency above.
SCALABILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Scalability refers to the idea that a plan must be able to be expanded or compressed based on the complexity of a potential emergency.
STAKEHOLDERS An emergency management stakeholder is an individual who is affected by the decisions made (or not made) by emergency managers and policymakers in his or her community. Since all citizens are likely to be affected by emergency management policies, this definition implies all citizens are emergency management stakeholders.
TABLETOP EXERCISE A table-top exercise (TTX) is a discussion-based exercise in response to a scenario intended to generate a dialogue of various issues to facilitate a conceptual understanding, identify strengths and areas for improvement, and/or achieve changes in perceptions about plans, policies, or procedures.
TACTICAL See Tactical Response below
TACTICAL RESPONSE A tactical response is contrasted with a strategic vision.
Strategy defines the long-term goals of the mission and how the response team might achieve them. Put another way, strategy gives the organization the path needed to achieve a successful mission. Tactics and tactical response measures are much more concrete and are often oriented toward smaller steps and a shorter time frame along the way. Tactical milestones are easily identifiable.
UNIFIED COMMAND A Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability. Under a Unified Command, a single, coordinated Incident Action Plan will direct all activities.
UNIFIED DISASTER COUNCIL (UDC) The Unified Disaster Council (UDC) is the governing body of the Unified San Diego County Emergency Services Organization. The Council is comprised of the San Diego County Board of Supervisors, who serves as Chair of the Council, and representatives from the 18 incorporated cities.
VIRTUAL TECHNOLOGIES During a major disaster or catastrophic event that prevents people from reporting to a physical location, many departments, jurisdictions, and agencies may ask certain employees to work from home. Remote work is enabled by technologies including virtual private networks (VPNs), voice over internet protocols (VoIPs), virtual meetings, cloud technology, work collaboration tools and even facial recognition technologies that enable a person to appear before a virtual background to preserve the privacy of the home. Remote work also saves commute time and provides more flexibility.
VULNERABLE POPULATIONS Vulnerable populations include patients who are racial or ethnic minorities, children, elderly, socioeconomically disadvantaged, underinsured or those
with certain medical conditions. Members of vulnerable populations often have health conditions that are exacerbated by unnecessarily inadequate healthcare.
WebEOC WebEOC is a web-enabled crisis information management system that provides realtime information sharing and situational awareness. It provides a platform for real-time information-sharing between organizations, within and across disciplines, and among geographic regions.
WHOLE COMMUNITY (PLANNING OR APPROACH) Whole Community is defined by FEMA as "a means by which residents, emergency management practitioners, organizational and community leaders, and government officials can collectively understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their assets, capacities, and interests.”
SECTION XIV: ACRONYMS
AAR (AFTER ACTION REPORT)
ADA (AMERICANS WITH DISABILITIES ACT OF 1990)
AFN (ACCESS AND FUNCTIONAL NEEDS)
ARC (AMERICAN RED CROSS)
ASL (AMERICAN SIGN LANGUAGE)
CAL OES (CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES)
CC (CLOSED CAPTIONING)
CDAA (CALIFORNIA DISASTER ASSISTANCE ACT)
CERT (COMMUNITY EMERGENCY RESPONSE TEAM)
CHP (CALIFORNIA HIGHWAY PATROL)
COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM
CON-OPS (CONCEPT OF OPERATIONS)
CPG (COMPREHENSIVE PREPAREDNESS GUIDE 101)
DES (DIRECTOR OF EMERGENCY SERVICES)
DOC (DEPARTMENT OPERATIONS CENTER)
DSW (DISASTER SERVICES WORKERS)
EAS (EMERGENCY ALERT SYSTEM)
ECDC (SAN DIEGO EMERGENCY COMMUNICATIONS AND DATA CENTER)
EEI (ESSENTIAL ELEMENTS OF INFORMATION)
EO (EMERGENCY ORGANIZATION)
EOC (EMERGENCY OPERATIONS CENTER)
EOP (EMERGENCY OPERATIONS PLAN)
EWP (EMERGENCY WATERSHED PROGRAM)
FCC (FEDERAL COMMUNICATIONS COMMISSION)
FEMA (FEDERAL EMERGENCY MANAGEMENT AGENCY)
FMAG (FIRE MANAGEMENT ASSISTANCE GRANT)
HR (HUMAN RESOURCES)
HSGP (HOMELAND SECURITY GRANT PROGRAM)
IC (INCIDENT COMMANDER)
ICS (INCIDENT COMMAND SYSTEM)
IDE (INITIAL DAMAGE ESTIMATE)
IT OR ITS (INFORMATION TECHNOLOGY SYSTEMS)
JFO (JOINT FIELD OFFICE)
JIS (JOINT INFORMATION SYSTEM)
LE (LAW ENFORCEMENT, POLICE, SHERIFF, ETC.)
MACS (MULTI-AGENCY COORDINATION SYSTEM)
NGO (NON-GOVERNMENTAL ORGANIZATION)
NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM)
NRCS (NATIONAL RESOURCES CONSERVATION SERVICE)
OA (OPERATIONAL AREA)
P/I (PLANNING/INTELLIGENCE)
PDA (PRELIMINARY DAMAGE ASSESSMENT)
PIO (PUBLIC INFORMATION OFFICER)
PW (PUBLIC WORKS DEPARTMENT)
RCS (REGIONAL COMMUNICATIONS SYSTEM)
SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM)
SHSGP (STATE HOMELAND SECURITY GRANT PROGRAM)
SOBARS (SOUTH BAY AMATEUR RADIO SOCIETY)
SOC (STATE OPERATIONS CENTER)
SPR (STATE PREPAREDNESS REPORT)
TLO (TERRORISM LIAISON OFFICER)
UASI (URBAN AREA SECURITY INITIATIVE)
UCG (UNIFIED COORDINATION GROUP)
UDC (UNIFIED DISASTER COUNCIL)
URBAN AREA SECURITY INITIATIVE (UASI)
VoIP (VOICE OVER INTERNET PROTOCOL)
VRI (VIDEO REMOTE INTERPRETING)
VRS (VIDEO RELAY SERVICES)
WEA (WIRELESS EMERGENCY ALERTS)
XV: INDEX (TO BE AMENDED)
2-1-1 37, 39
9-1-1 56,58
AAR (AFTER ACTION REPORT) 61, 62, 63, 71, 79
ACCESS, EQUAL 25, 26, 59, 60
ACCESS, PHYSICAL 18, 19, 25, 26, 71, 72, 76, 77
ACCESS AND FUNCTIONAL NEEDS (AFN) 12,14,18, 19, 25, 68, 71 ACCESSIBLE ALERTSANDIEGO 56, 58, 59
ACTIVATION OF THE EOP 20, 43
ACTIVATION OF THE EOC 53
ADA (AMERICANS WITH DISABILITIES ACT OF 1990) 18, 19, 71 ADMINISTRATION, FINANCE, AND LOGISTICS 61
AFTER ACTION REPORT(S) (AAR) 61, 62, 63, 71, 79
ALERTSANDIEGO 56, 58, 59
ALERTING (ALERTS AND WARNINGS) 18, 57, 58
ALL-HAZARDS (APPROACH OR PLANNING) 4, 17, 43, 71
AMERICAN RED CROSS 33, 37, 39, 65, 79
AMERICAN SIGN LANGUAGE (ASL) 58, 59, 60, 79
AMERICANS WITH DISABILITIES ACT OF 1990 (ADA) 18, 19, 71 ANIMAL CARE FACILITY 33, 34
ASL (AMERICAN SIGN LANGUAGE) 58, 59, 60, 79
BRAILLE READER 58
CAL OES MUTUAL AID REGIONS, 20
CALIFORNIA CODE OF REGULATIONS, TITLE 19, § 2450 62
CALIFORNIA DISASTER ASSISTANCE ACT (CDAA) 64, 68
CALIFORNIA GOVERNMENT CODE § 8593.3 19
CALIFORNIA EMERGENCY SERVICES ACT 43, 68, 94
CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES (CAL OES) 37, 96 CALIFORNIA HIGHWAY PATROL (CHP) 32,79
CALIFORNIA MASTER MUTUAL AID AGREEMENT 49, 55, 68, 95, 96 CAL OES (CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES) 20, 37, 39, 52,62, 63, 76, 79
CAPABILITIES 17, 20, 51, 65, 66, 72, 94, 96
CAPACITY 14, 48
CC (CLOSED CAPTIONING) 59, 60, 71
CDAA (CALIFORNIA DISASTER ASSISTANCE ACT) 47, 48, 64, 68, 75 CERT (COMMUNITY EMERGENCY RESPONSE TEAM) 21, 37, 62, 79 CHILD SUPPORT SERVICES, COUNTY OF SAN DIEGO 26
CHILDREN, ESSENTIAL NEEDS 14, 19, 25, 26, 71, 78
CITY ATTORNEY 35, 39, 99
CITY CLERK 30, 36
CITY COUNCIL 4, 28, 29, 30, 35, 36, 39, 47, 48, 67, 99
CITY MANAGER 20, 28, 2i, 30, 39, 43, 45, 48
CLOSED CAPTIONING (CC) 59, 60, 71
COMMAND AND CONTROL 71
COMMAND STAFF 24, 72
COMMUNICATIONS 18, 19, 25, 34, 35, 37, 39, 41, 55-57, 59-61, 65, 72, 75, 76, 96, 99 COMMUNICATIONS TEAM 59, 60
COMMUNICATIONS, OFFICE OF 32
COMMUNITY EMERGENCY RESPONSE TEAM (CERT) 21, 37, 62, 79 COMMUNITY RESILIENCY 18, 72, 76
COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM 72, 79 COMPREHENSIVE PREPAREDNESS GUIDE 101 (CPG) 4, 79
CON-OPS (CONCEPT OF OPERATIONS) 20, 72, 79
CONCEPT OF OPERATIONS (CON-OPS) 20, 72, 79
COST RECOVERY 51, 62, 64
COUNTY OF SAN DIEGO DEPARTMENT OF ANIMAL SERVICES 34
COUNTY OF SAN DIEGO CHILD SUPPORT SERVICES 26
COUNTY OF SAN DIEGO OPERATIONAL AREA 4
CRITICAL FACILITIES 14, 16, 53
CRITICAL INFRASTRUCTURE 38, 53, 73
CULTURAL COMPETENCE 19, 73
CULTURALLY DIVERSE COMMUNITY 18, 19
DAMAGE ASSESSMENT 31, 35, 42, 46, 61, 62, 76, 80
DEACTIVATION OF EOC 46
DEPARTMENT OPERATIONS CENTER (DOC) 50, 74, 79
DES (DIRECTOR OF EMERGENCY SERVICES) 20, 27- 30, 43, 45, 47, 48, 79 DEVELOPMENT SERVICES DEPARTMENT 23, 35
DIRECTOR OF EMERGENCY SERVICES (DES) 20, 27- 30, 43, 45, 47, 48, 79 DISASTER COUNCIL 2, 57, 63, 77
DISASTER PREPAREDNESS 21, 37, 72
DISASTER PROCUREMENT POLICY 63
DISASTER SERVICES WORKERS (DSW) 73, 79
DISPATCH, DISPATCHER, DISPATCHING 53, 56- 58, 59, 61, 75, 95 DOC (DEPARTMENT OPERATIONS CENTER) 50, 74, 79
DOCUMENTATION 36, 41, 61, 62, 64, 98
EAS OPERATIONAL AREA 57
EMERGENCY ALERT SYSTEM (EAS) 56, 79
EMERGENCY CONTRACTING SUPPORT 32
EMERGENCY EVENT 2, 17, 71, 77
EMERGENCY FACILITIES 65
EMERGENCY MANAGEMENT PROGRAM 21, 23, 36, 39, 65
EMERGENCY OPERATIONS CENTER (EOC) 18, 28, 44, 47, 51, 73, 79 EOC (EMERGENCY OPERATIONS CENTER) 18, 22, 27, 29, 32, 33-39, 44-47, 50-56, 59-63, 66, 73, 78, 79
EMERGENCY OPERATIONS PLAN (EOP) 2, 4, 12, 13,67, 68, 73 EMERGENCY OPERATIONS PLAN, ACTIVATION 20, 23, 43-47, 51, 53, 57, 63, 67, 72 EMERGENCY ORGANIZATION (EO) 12, 20, 28, 29, 32, 50, 61, 79 EMERGENCY PLANNING 2, 14, 19, 61, 66, 73
EMERGENCY PREPAREDNESS, PREPAREDNESS 2, 12, 17, 24, 36, 37, 49, 73 EMERGENCY RESPONSE 2, 4, 12, 17, 21, 23 , 24, 26, 29, 20, 37, 44, 50, 58, 61, 72-75 ENGINEERING (DEPARTMENT) 33, 62, 99
EOC—ACTION PLAN 51, 61, 74, 77
EOC—ACTIVATION 53
EOC—DEACTIVATION 46
EOC DIRECTOR 46, 54, 59
EOC—FINANCE/ADMIN 42, 47, 71
EOC—LOCATION/ALTERNATE LOCATION 30
EOC—LOGISTICS 41, 47, 61, 65, 66, 74
EOC—MANAGEMENT 39, 61
EOC—OPERATIONS 18, 22, 27, 29, 32, 33-39, 44-47, 50-56, 59-63, 66, 73, 78, 79 EOC—ORGANIZATION 12, 20, 28, 29, 32, 50, 61, 79
EOC—ORGANIZATIONAL CHART 99
EOC—OVERVIEW 13, 20
EOC—POLICY GROUP 28, 35, 39, 47, 51
EQUAL ACCESS 25, 26, 59, 60
ESSENTIAL ELEMENTS OF INFORMATION (EEI) 53
ESSENTIAL NEEDS OF CHILDREN 26
EWP (NATIONAL RESOURCES CONSERVATION SERVICE (NRCS) EMERGENCY WATERSHED PROGRAM) 64
FAMILY SEPARATION 26
FEDERAL COMMUNICATIONS COMMISSION (FCC) 57
FEDERAL COORDINATION 52
FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) 4, 37, 57
FEDERAL HIGHWAY ADMINISTRATION EMERGENCY RELIEF PROGRAM 64 FEDERAL LAWS 19
FEMA PUBLIC ASSISTANCE PROGRAM AND POLICY GUIDE 64
FINANCE DEPARTMENT 35, 63, 64
FINANCE DIRECTOR 653
FINANCE/ADMINISTRATION—EOC FUNCTIONAL AREA 42, 47, 71
FIRE MANAGEMENT ASSISTANCE GRANT (FMAG) 64
FIRE DEPARTMENT (FD) 21, 31, 32, 49, 55, 56, 64
FIRST RESPONDERS 25, 32, 34, 44, 55
FLEXIBLE 12, 43, 50
FULL-SCALE EXERCISE 22, 74
GENERAL STAFF 22, 72, 74
GIS MAPPING 58
GOVERNOR 29, 37, 43, 46, 48, 62
HAZARD MITIGATION 15, 16, 23, 68
HAZARD MITIGATION GRANT PROGRAM 23
HAZARD MITIGATION PLAN 23, 68
HAZARDOUS MATERIALS 2, 13, 15, 31, 40, 53, 66
HAZARDOUS MATERIALS INCIDENT 2, 13
HAZARDOUS MATERIALS RESPONSE PLAN 31
HOMELAND SECURITY GRANT PROGRAM (HSGP) 65
HOUSEHOLD PETS 26
HOUSING ASSISTANCE 64
HUMAN RESOURCES (HR) 36, 39, 73
IMPROVEMENT PLAN 62
INCIDENT COMMAND SYSTEM (ICS) 20, 50, 55, 68, 72, 74, 75 INCIDENT COMMANDER (IC) 24, 44, 45, 46, 50, 53, 54, 59, 60, 66, 72, 74-76 INCIDENT COMMUNICATIONS 55
INCIDENT REPORT 61
INCLUSION 25, 67
INCLUSIVE EMERGENCY MANAGEMENT PRACTICES 18, 25
INDIVIDUAL ASSISTANCE 42, 62, 64
INDIVIDUALS AND HOUSEHOLDS PROGRAM 64
INFORMATION COLLECTION, ANALYSIS, DISSEMINATION 46, 51, 53 INFORMATION DISSEMINATION 54
INFORMATION TECHNOLOGY SERVICES (IT OR ITS) 35, 39
INITIAL DAMAGE ESTIMATE (IDE) 61, 62
INTEGRATION 26, 68, 71, 75, 96
INTEROPERABLE COMMUNICATIONS 18, 68, 75, 96
INTEROPERABILITY 55, 56, 75
JOINT FIELD OFFICE (JFO) 52, 74
JOINT INFORMATION SYSTEM (JIS) 34, 75
KLSD (1360 AM) 57
KOGO (600 AM) 57
LAW ENFORCEMENT (LE) (POLICE, SHERIFF) 18, 21, 24, 26, 31, 32, 37, 49, 55, 56, 62, 68
LEVELS OF ACTIVATION (EMERGENCIES) [CHART] 44
LOGISTICS—EOC FUNCTIONAL AREA 38, 45, 51, 62, 67, 69
MANAGEMENT—EOC FUNCTIONAL AREA 39, 61
MASS CARE 33
MASS CASUALTY INCIDENT (EVENT) 31, 32, 74
MASS NOTIFICATION 18, 31, 45, 57
MAYOR 28, 39
MITIGATION, MITIGATE 4, 15-17, 23, 65, 68, 71, 75
MULTI-AGENCY COORDINATION SYSTEM (MACS) 20, 75
MULTI-JURISDICTIONAL HAZARD MITIGATION PLAN (SD COUNTY) 23, 68 MUTUAL AID (AGREEMENTS) (ASSISTANCE) 12, 14, 17, 20, 23-25, 31, 33, 44, 49-52, 55, 65, 66, 68-70, 75
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) 2, 17, 20, 22, 50, 66 NATIONAL PREPAREDNESS GOAL 65
NATIONAL RESOURCES CONSERVATION SERVICE (NRCS) EMERGENCY WATERSHED PROGRAM (EWP) 64
NEEDS ASSISTANCE 64
NGO (NON-GOVERNMENTAL ORGANIZATION) 17, 76
NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM) 7,11,13, 18, 19, 69, 72 NO CHARGE 24
NON-GOVERNMENTAL ORGANIZATION (NGO) 17, 49, 76
NORMAL OPERATIONS 44
OFFICE OF COMMUNICATIONS 60
OPERATIONS—EOC FUNCTIONAL AREA 18, 22, 27, 29, 32, 33-39, 44-47, 50-56, 59-63, 66, 73, 78, 79
OPERATIONAL AREA (OA) EOP 4, 12, 23, 24, 27, 36, 37, 43, 44, 48-52, 57, 62, 64, 66-68, 76 PERSONAL ASSISTANT SERVICES 59, 60
PHYSICAL ACCESS 25
PICTOGRAMS/VISUAL LANGUAGE TRANSLATORS 60
PLAN CONCURRENCE 5
PLAN DEVELOPMENT AND MAINTENANCE 67
PLANNING/INTEL (P/I)—EOC FUNCTIONAL AREA 47, 74
POLICY GROUP 28, 35, 39, 47, 51
POST-INCIDENT RESILIENCY 18
PRE-DISASTER MITIGATION GRANTS 23
PRELIMINARY DAMAGE ASSESSMENT (PDA) 63
PRE-POSITIONING (EMERGENCY EQUIPMENT) 33
PRESIDENTIAL DECLARATION OF A NATIONAL EMERGENCY 43, 44 PROCLAMATION(S) OF LOCAL EMERGENCY 29, 29, 38, 43, 44, 47, 48 PROGRAM MODIFICATION 26
PROMULGATION STATEMENT 2
PROTECTIVE ACTION 57, 59, 60
PUBLIC ASSISTANCE 31, 42, 62, 64
PUBLIC EDUCATION/OUTREACH 21
PUBLIC INFORMATION 18, 25, 28, 34, 37, 46, 52, 59, 60, 75 PUBLIC INFORMATION OFFICER (PIO) 28, 34, 46, 59, 60, 76 PUBLIC MESSAGING 18, 35, 38, 60
PUBLIC WORKS (DEPARTMENT) 4, 20, 24, 32, 39, 43, 45, 47, 49, 56, 62, 68 RCS (REGIONAL COMMUNICATIONS SYSTEM) 55
RECORD RETENTION 36, 63
RECOVERY 4, 12, 13, 14, 20, 21, 25-28, 35, 42, 44, 46, 49, 51, 53, 55, 59-65, 68, 71, 73, 76 RECOVERY DIRECTOR 27, 35, 42, 63
RECOVERY OPERATIONS 13, 21, 26, 27, 35, 44, 46, 55, 62
RECREATION DEPARTMENT 33
REGIONAL COMMUNICATIONS SYSTEM (RCS) 55
REIMBURSEMENT (FEDERAL/STATE) 35, 42, 62-64
RESILIENCY (COMMUNITY) 18, 72, 76
RESILIENCY (POST-INCIDENT) 18, 72, 76
RESOURCE MANAGEMENT 66
RESPONSE 2, 4, 12, 13, 15, 17-27, 29, 30, 32-37, 39, 43, 44, 49-53, 58-63, 65, 66, 71-77 RESPONSE (TACTICAL) 29, 45, 50, 51, 68, 71, 77
REVERSE 9-1-1 58
SAN DIEGO COUNTY DAMAGE ASSESSMENT CONCEPT OF OPERATIONS 62 SAN DIEGO COUNTY EMERGENCY MANAGERS WORKING GROUP 67
SAN DIEGO COUNTY OPERATIONAL AREA RECOVERY PLAN, 27, 64, 68 SAN DIEGO LAW ENFORCEMENT COORDINATION CENTER 32
SCALABLE 12, 20, 43, 50
SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM) 2, 17, 20, 23, 24, 50, 55, 66, 68, 76
SENATE BILL 19
SERVICE ANIMALS 25, 26
SHELTERING POLICIES (CITY) 26
SHSGP (STATE HOMELAND SECURITY GRANT PROGRAM) 65
SOC (STATE OPERATIONS CENTER) 52
SOCIAL MEDIA 21, 34, 53, 54, 59, 60
(SPR) STATE PREPAREDNESS REPORT 65
STAKEHOLDERS 4, 17, 18, 77
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) 2, 17, 20, 23, 24, 50, 55, 66, 68, 76
STANDARDIZED TERMINOLOGY AND PROTOCOLS, 17
STATE COORDINATION 52
STATE HOMELAND SECURITY GRANT PROGRAM (SHSGP) 65
STATE OF EMERGENCY 29, 43, 44, 46, 48, 62
STATE OF WAR EMERGENCY 43, 48
STATE OPERATIONS CENTER (SOC) 52
STATE PREPAREDNESS REPORT (SPR) 65
STOCKPILING 65
SUPPORT REQUIREMENTS 66
SUPPORTING ORGANIZATIONS 21, 36
TABLETOP EXERCISE 22, 77
TACTICAL 25, 49-51, 68, 77
TACTICAL RESPONSE 50, 51, 77
TACTICAL ROLES AND RESPONSIBILITIES 50
TERRORISM LIAISON OFFICER (TLO) 32
TRAINING AND EXERCISES 21
TTY/TDD 58
UASI (URBAN AREA SECURITY INITIATIVE) 66
UCG (UNIFIED COORDINATION GROUP) 52
UDC (UNIFIED DISASTER COUNCIL) 2, 77
UNINCORPORATED AREA 52
UNIFIED COMMAND 24, 25, 46, 50, 52, 77
UNIFIED COORDINATION GROUP (UCG) 52
UNIFIED DISASTER COUNCIL (UDC) 2, 77
URBAN AREA SECURITY INITIATIVE (UASI) 66
U.S. ARMY CORPS OF ENGINEERS REHABILITATION AND INSPECTION PROGRAM 64 US DEPARTMENT OF AGRICULTURE EMERGENCY LOANS 64
US DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT 64
VIDEO RELAY SERVICES (VRS) 59, 60
VIDEO REMOTE INTERPRETING (VRI) 59-60
VIRTUAL TECHNOLOGIES 77
VISUAL LANGUAGE TRANSLATORS/PICTOGRAMS 59, 60
VOICE OVER INTERNET PROTOCOL (VoIP) 58
VoIP (VOICE OVER INTERNET PROTOCOL) 58
VRI (VIDEO REMOTE INTERPRETING) 59, 60
VRS (VIDEO RELAY SERVICES) 59, 60
VULNERABLE POPULATIONS 12, 14, 25, 78
WEA (WIRELESS EMERGENCY ALERT) 56, 57
WEA 56, 57
WebEOC 61, 78
WHOLE COMMUNITY (PLANNING OR APPROACH) 18, 33, 35, 59, 60, 66, 68 WIRELESS EMERGENCY ALERT (WEA) 56, 57
WIRELESS SERVICES DIVISION (COUNTY OF SAN DIEGO SHERIFF’S DEPARTMENT) 55 ZONING ORDINANCES 23
ATTACHMENT 1- MASTER MUTUAL AID AGREEMENT
The foundation of California’s emergency planning and response is a statewide mutual aid system, designed to ensure that adequate resources, facilities, and other support services are provided to jurisdictions whenever their own resource capabilities are exceeded or overwhelmed during any incident. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided for in the California Emergency Services Act. The Civil Defense Master Mutual Aid Agreement was developed in 1950 and adopted by California’s incorporated cities and by all 58 counties. It created a formal structure, in which each jurisdiction retains control of its own personnel and facilities but can give and receive help whenever it is needed. State government, on the other hand, is obligated to provide available resources to assist local jurisdictions in emergencies. The Standardized Emergency Management System (SEMS) includes mutual aid as an essential element in responding to disasters and emergencies.
To facilitate the coordination and flow of mutual aid, the state has been divided into six California Emergency Management Agency Mutual Aid Regions, and the Southern Administrative Region contains two of the six Mutual Aid Regions (see map - Figure 3). Through this mutual aid system, Cal OES can receive a constant flow of information from every geographic and organizational area of the state. This includes direct notification from a state agency or department or from a local government official that a disaster exists or is imminent. In some cases, it also includes information that makes it possible to anticipate an emergency and mitigate its effects by accelerated preparations, or perhaps prevent an incident from developing to disaster proportions.
To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue, and Law Enforcement Coordinators have been selected and function at the Operational Area (countywide), Mutual Aid Region (two or more counties), and at the state level. It is expected that during a catastrophic event, such as an earthquake, Coordinators will be assigned at all levels for other essential services (e.g., Medical, Care and Shelter, Rescue).
Responsibilities
Local jurisdictions are responsible for:
• Developing and maintaining current emergency plans that are compatible with the California Master Mutual Aid Agreement and the plans of neighboring jurisdictions and are designed to apply local resources to the emergency requirements of the immediate community or its neighbors.
• Maintaining liaison with the appropriate Cal OES Mutual Aid Region Office and neighboring jurisdictions.
• Identifying Multipurpose Staging Areas (MSA) to provide rally points for incoming mutual aid and/or a staging area for support and recovery activities. • Responding to requests for mutual aid.
• Dispatching situation reports to the appropriate Operational Area Coordinator and/or Cal OES Mutual Aid Region as the emergency develops and as changes in the emergency dictate.
• Requesting assistance from neighboring jurisdictions, and/or the Operational Area, as necessary and feasible.
• Receiving and employing resources as may be provided by neighboring jurisdictions, state, federal, and private agencies.
• Carrying out emergency regulations issued by the Governor.
Operational Area (OA) is responsible for:
• Coordinating intra-county mutual aid.
• Maintaining liaison with the appropriate Cal OES Mutual Aid Region Coordinator, the local jurisdictions within the county, and neighboring jurisdictions. • Identifying Multipurpose Staging Areas (MSA) to provide rally points for incoming mutual aid and/or staging areas for support and recovery activities. • Channeling local mutual aid requests which cannot be satisfied from within the county to the appropriate Cal OES Mutual Aid Region Coordinator. • Dispatching reports to the appropriate OES Mutual Aid Region Coordinator as the emergency develops and as changes in the emergency dictate. • Receiving and employing resources provided by other counties, state, federal, and private agencies.
• Carrying out emergency regulations issued by the Governor.
Cal OES Mutual Aid Region is responsible for:
• Coordinating inter-county mutual aid.
• Maintaining liaison with appropriate state, federal, and local emergency response agencies located within the Region.
• Providing planning guidance and assistance to local jurisdictions.
• Responding to mutual aid requests submitted by jurisdictions and/or Operational Area Coordinators.
• Receiving, evaluating, and disseminating information on emergency operations. • Providing the State Director, OES, with situation reports and, as appropriate, recommending courses of action.
California Governor’s Office of Emergency Services (Cal OES) is responsible for:
• Performs executive functions assigned by the Governor. • Coordinates the extraordinary emergency activities of all state agencies. • Receives, evaluates, and disseminates information on emergency operations. • Prepares emergency proclamations and orders for the Governor and disseminates to all concerned.
• Receives, processes, evaluates, and acts on requests for mutual aid. • Coordinates the application of state mutual aid resources and services. • Receives, processes, and transmits requests for federal assistance. • Directs the receipt, allocation, and integration of resources supplied by federal agencies and/or other states.
• Maintains liaison with appropriate state, federal, and private agencies. • Coordinates emergency operations with bordering states.
Other State Agencies
Provide mutual aid assistance to local jurisdictions based on capabilities and available resources.
Policies and Procedures
• Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement and supporting separate agreements. • During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the appropriate Operational Area or Mutual Aid Regional level whenever the available resources are:
o Subject to state or federal control
o Subject to military control
o Located outside the requesting jurisdiction
o Allocated on a priority basis
• Due to the variety of radio communications systems, local agencies should coordinate, where possible, with incoming mutual aid forces to provide an interoperable communications plan.
• Requests for and coordination of mutual aid support will normally be accomplished through established channels (cities to Operational Areas, to Mutual Aid Regions, to State). Requests should include, as applicable:
o Number of personnel needed
o Type and amount of equipment
o Reporting time and location
o Authority to whom they are to report
o Access routes
o Estimated duration of operations
References
Mutual aid assistance may be provided under one or more of the following authorities:
• California Fire and Rescue Emergency Plan
• California Law Enforcement Mutual Aid Plan
• Local Mutual Aid Agreement
• Federal Disaster Relief Act of 1974 (Public Law 93_288) (Provides federal support to state and local disaster activities) • State of California Emergency Management Mutual Aid Plan (EMMA) • Emergency Management Assistance Compact (EMAC)
Figure 3 – Southern Mutual Aid Region
ATTACHMENT 2 – EOC ORGANIZATION CHART
Policy Group
City Manager, City Attorney, City Directors
EOC Director
PIO Webmaster Safety Officer Liaison Officer
Advisory Council
Mayor
City Council
City Clerk
Operations
Section Coordinator
Planning & Intel
Section Coordinator
Logistics
Section Coordinator
Finance
Section Coordinator
Fire and Rescue
Law Enforcement
Public Works
Engineering and
Utilities
Care and Shelter
Animal Services
Situation Status
GIS
Resource
Status/Tracking
Documentation
Advanced
Planning
Web EOC Unit
Communications
and IT Unit
Facilities Unit
Supply Unit
Transportation
Unit
EOC Support
Time Tracking
Unit
Procurement
Unit
Comp Claims
Cost Accounting
Public Safety
Cost Accounting
Public Works
Deputy Ops Chief
Recovery
Director
CAST