Sebastopol City Council
December 16, 2025

CITY OF SEBASTOPOL CITY COUNCIL
AGENDA ITEM REPORT FOR MEETING OF: December 16th, 2025
=========================================================================================== To: Honorable Mayor and City Councilmembers
From: Sean McDonagh, Chief of Police
Responsible Department: Police
Subject: Discussion and review of the version 1 draft Emergency Operations Plan (EOP) =========================================================================================== RECOMMENDATIONS:

That the council receive this report regarding the 1
st revised draft of the city’s Emergency Operations Plan (EOP) and provide direction on next steps toward formal adoption.

EXECUTIVE SUMMARY:

The City of Sebastopol last formally adopted its EOP in September 2021. Since that time, federal, state, and regional guidance—including FEMA, Cal OES, SEMS, and NIM has continued to evolve. Recognizing the need for the city’s plan to remain current, operationally relevant, and statutorily compliant, staff has undertaken a thorough review and revision of the EOP.

The revised draft EOP reflects:
• A streamlined, operationally concise structure that is easier for city staff and first responders to use during emergencies;
• Updates to statutory authority, roles, and responsibilities; • Enhanced coordination protocols with Sonoma County DEM, mutual aid partners, and neighboring jurisdictions;
• Expanded guidance on community engagement, including CERT, SCNU, and Map Your Neighborhood (MYN) and other community and faith based groups;
• Integration of access and functional needs (AFN) considerations to ensure equitable support for all residents;
• Clarified activation levels for the Emergency Operations Center (EOC) and standardized EOC procedures; and
• Updated maintenance, mitigation, and post-incident documentation procedures.

The Police Chief, in the role of Director of Emergency Services, has worked closely with Sonoma County DEM subject matter experts, whose guidance and operational expertise have been invaluable in ensuring the revised EOP aligns with regional experiences, expectations and best practices. Their assistance has helped the city enhance and align coordination, interoperability, and resilience in emergency management.

BACKGROUND
Following the merger of the Sebastopol Fire Department with Gold Ridge Fire Protection District, responsibility for the city’s EOP rests with the Police Chief, who serves as Director of Emergency Services. The EOP provides the framework for disaster and emergency response, detailing coordination, mutual aid, operational protocols, and statutory authority.

Since 2021, significant changes in emergency management guidance, coupled with operational realities in the Police Department, including staff transitions and administrative limitations necessitated a comprehensive update to ensure the EOP remains practical, legally compliant, and fully operationally relevant.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

DISCUSSION:

The revised draft EOP is designed to be concise, far more user friendly and actionable, while maintaining all necessary statutory and operational requirements. With these improvements in mind, it is anticipated that it will be far more likely to be referred to and usable during any emergency that arises and aligns with the style, references and terminology used in the revised Sonoma County Emergency Operations Plan.

Key improvements and updates include:
• Organizational Clarity: Clearly defined EOC sections, responsibilities, and communication flows. • Activation Protocols: Three-tiered EOC activation levels (Monitoring, Partial Activation, Full Activation) with authority clearly assigned to the Director of Emergency Services and aligned with partner stakeholders to ensure interoperability during an emergency activation. • Community Engagement: Updated guidance for volunteer organizations (CERT, SCNU, MYN) to ensure coordinated support through the EOC rather than self-deployment. • Access and Functional Needs (AFN): Whole-community integration for evacuation, sheltering, transportation, communication, and resource distribution. • Concept of Operations: Strategic support from the EOC, emphasizing coordination, resource management, situational awareness, and public messaging. • Maintenance & Mitigation: Annual review of the EOP, ongoing EOC readiness, and integration of longterm risk reduction measures. • Threat Assessment Annex & Message Templates: Updated hazard-specific guidance and all-hazards messaging templates for consistent public communication.

California Department of Justice Security Requirements for EOC Access To comply with California Department of Justice (DOJ) standards, any person permitted to enter a secured area of the Police Department and move unescorted during emergency operations including CERT, SCNU, ACS, or any other volunteer parties, city personnel assigned to EOC roles, and elected officials called upon to attend the EOC at any given time must meet and complete the following requirements:

1. Fingerprinting with DOJ Results Returned. Clearance must be verified prior to unescorted access.

2. California Law Enforcement Telecommunications System (CLETS) Test Completion with Certificate.

Personnel must complete the CLETS test and certification be maintained by the department.

3. Signed DOJ CLETS Statement. Personnel must sign the DOJ CLETS statement acknowledging adherence to strict confidentiality, legal, and procedural requirements.

Optional / Enhanced Security Clearance:

If deemed appropriate by the City Attorney, the city may implement a background investigation process similar to those conducted by the Sonoma County Sheriff’s Office and other law enforcement agencies for such access, which are a cost to the city and should be on a justified ‘needs’ basis only to maintain fiscal responsibility.

https://www.sebastopolready.org
The city’s emergency information website, SebastopolReady.org, has been returned to city control and is now actively maintained by SNCU with a view to ensuring that residents have access to timely and accurate information. Website messaging during an emergency must be authorized, aligned and coordinated with EOC communications to ensure consistency with hazard notifications and public outreach protocols.

Volunteer groups
The city benefits from the strong presence of community based volunteer organizations, including but not limited to SNCU, MYN and CERT volunteers. During an activation of the city’s Emergency Operations Center (EOC), the participation of any volunteer group in the City’s emergency response is at the discretion of the Director of Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Emergency Services, based on operational need and the nature of the incident. To maintain accountability, ensure proper documentation and reporting pertinent to any reimbursement ability and to preserve the integrity of emergency communications, tasking, information sharing, or situational reports, these volunteer groups must route all information through the city’s police dispatch facility. This routing requirement ensures activities are accurately logged within the Police Department’s Records Management System (RMS) and Computer-Aided Dispatch (CAD) system, supports consistent information flow, and provides a verifiable record of volunteer contributions during an emergency response.

Training
Staff has participated in a variety of tabletop exercises, coordinated extensively with Sonoma County DEM and other partner agencies and stakeholders, and reviewed lessons learned from regional emergency management operations to ensure the revised plan is operationally feasible.

The immense support from Sonoma County DEM subject matter experts has been critical in providing technical guidance, aligning procedures and terminology with regional stakeholders, and ensuring interoperability with surrounding jurisdictions which will be critical to the timely and efficient response during an emergency.

ACTION ITEMS TAKEN TO DATE:
• Reviewed and revised EOP content with subject matter expert input from Sonoma County DEM to include but not limited to:
o It was determined that sections needed to be more concise to include more bulleted items. o We aligned the Activation Levels accordingly.
o SebastopolReady.org was added as a resource for community members. o Kept the Threat Assessment Annex Chart, but removed the Threat Explanation section and added a quick reference to the Sonoma County Threat and Hazard Identification and Risk Assessment (THIRA)
• Updated EOC, equipment and technology.
• Coordinated with Sonoma County DEM on alignment of the revised draft plan. • Engaged with community volunteer groups (CERT, SCNU, MYN) for integration into operational procedures.
• Drafted hazard specific messaging templates and standardized communication protocols. • SebastopolReady.org management transferred to the City of Sebastopol and is currently maintained by SNCU.

PLANNED ACTIONS:
• Study to be conducted into mounting of SNCU radio infrastructure at the police department to ensure that the infrastructure does not interfere with police communications systems. • Continue development of coordinated operational procedures with community-based volunteer organizations, including SNCU, MYN, CERT, and other groups as needed, to strengthen interoperability during emergencies. This includes establishing clear communication pathways, activation protocols, documentation procedures, and expectations for integration into the EOC structure. • Work with community volunteer partners to evaluate and implement infrastructure and technology upgrades that enhance their operational capability during an emergency, including improvements to communication systems, reporting pathways, and situational awareness tools that support seamless interaction with city departments and the EOC.
• Installation of new repeaters x 2 for police department communications system improvements, addressing areas of poor radio reception.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

• Conduct a tabletop exercise with city Management, Police, Public Works, Administrative Services, and community stakeholders.
• Conduct a tabletop exercise with all sections of the EOC specifically for elected officials, to ensure all involved are aware of their respective roles during a declared emergency. • Complete final revisions based on feedback from County DEM and regional partners. • Schedule EOC/EOP training for city staff and department personnel. • Present final EOP for city council adoption at the February 17th, 2026 City Council meeting, following a public comment period during January, 2026.

STAFF ANALYSIS:

The updated EOP consolidates operational content while maintaining all statutory and regulatory requirements. It balances usability with compliance and ensures the city is prepared to:
• Respond efficiently to all hazards.
• Coordinate multi-department operations and mutual aid effectively. • Integrate community volunteers such as SNCU, MYN, CERT, safely, efficiently and as necessary at the discretion of the Director of Emergency Services for the city. • Address access and functional needs inclusively.

The continued guidance and technical assistance provided by Sonoma County DEM subject matter experts has ensured the revised EOP is operationally sound, regionally aligned, and reflects best practices.

While staff has managed competing operational responsibilities, the revised draft EOP positions the city for improved preparedness, response, and recovery capability without compromising quality or statutory compliance.

The existing 2021 EOP remains operationally valid until formal adoption of the revised plan, and the city is fully prepared to enact the EOC using current procedures.

CITY COUNCIL GOALS/PRIORITIES/ AND OR GENERAL PLAN CONSISTENCY:

This agenda item represents the City Council goals/priorities as follows:

Goal 2: PUBLIC SAFETY
Strengthen the public’s safety and improve the quality of life. Includes supporting our first responders (police, fire, public works), responding to emergencies, protecting people, property, and businesses, and engaging in emergency preparedness community outreach, public education and prevention activities.

Coalition of Housing/Keep County or review non-profit/change lead agencies Keeping drugs out of town /drug enforcement
Goal 4: HIGH PERFORMANCE ORGANIZATION
Restoring public trust
Improve Public Communications
This agenda item represents the City Council General Plan Consistency (if applicable):

FISCAL IMPACT:

All activities related to the EOP update are conducted within existing departmental budgets.

Significant fiscal responsibility has been maintained by relying on internal staff and the technical expertise of Sonoma County DEM, avoiding costly outside consulting. This approach has saved the city approximately $30,000.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Updates to EOC equipment and technology continue to be implemented in alignment with departmental and citywide priorities.

COMMUNITY OUTREACH:

This item has been noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to schedule meeting date. The city has also used social media to promote and advertise the City Council Meeting Agenda Items.

As of the writing of this agenda item report, the city has received numerous complaints related to Elderberry Commons which have been included in the statistics above. Staff anticipates additional public comments upon the posting of this agenda report. If staff receives public comment from interested parties following the publication and distribution of this agenda item report, such comments will be provided to the City Council as supplemental materials before or at the meeting and will be posted to the city website.

ATTACHMENTS:

1. Current and adopted EOP

2. Revised 1st draft EOP (County Recommendation -Begins at page 233 RESTATED RECOMMENDATION(S):

That the City Council:

1. Receive and file this update on the city’s revised EOP;

2. Acknowledge the operational improvements and updates reflecting statutory compliance, usability, and community engagement; and

3. Support the continuation of staff’s revision process, including planned exercises, training, and presentation of a final EOP for council adoption in early 2026 after completion and review by the City Attorney.

OPTIONS:
• Receive and file this report with no further action.
• Direct staff to prioritize the EOP update and allocate appropriate additional resources or consultant support to expedite completion.

APPROVALS:

Department Head Responsible for Agenda Item: Approval Date: 12/09/2025 CEQA Determination (Community Development/Planning): Approval Date: N/A This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guidelines. (Emi – is this language correct?)
Administrative Services (Financial): Approval Date: 12/09/2025 Costs authorized in city Approved Budget: Yes ☐ No X N/A Account Code (if applicable) (Please list which account the funds are to be allocated from:

City Attorney Approval Alex Mog Approval Date: 12/09/2025 Acting City Manager Approval: Mary Gourley Approval Date: 12/09/2025 Agenda Item Number: 8 Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Resolution Number: 6378-2021
====================================================================

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL APPROVING THE EMERGENCY

OPERATIONS PLAN UPDATE FOR THE CITY OF SEBASTOPOL
WHEREAS, protecting life and property by way of emergency preparedness is one of the primary responsibilities of a local municipality; and
WHEREAS, an Emergency Operations Plan provides the framework for emergency response and emergency management during disasters; and
WHEREAS, the City of Sebastopol adopted its Emergency Operations Plan in 1996 and the Director of Emergency Services (Fire Chief) is responsible for reviewing this plan on an annual basis; and WHEREAS, the Emergency Operations Plan is a requirement of the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS); and WHEREAS, the update of the City’s Emergency Operations Plan is to` ensure compliance with state and federal guidelines; and
WHEREAS, updating the City’s Emergency Operations Plan is consistent with City Council’s goals as follows:

CITY COUNCIL AND/OR GENERAL PLAN GOALS:

Encourage and increase public awareness of City Policies, decisions, programs and all public processes and meetings, by investigating effective methods of communication and obtaining feedback from the community.

Action CSF 5g: Continue to support and implement community education and training regarding fire prevention and emergency preparedness.

Action SA 3a: Regularly review and update the City’s Multihazard Emergency Plan to ensure consistency with the County’s plan and regional plans and to address changing conditions.

Action SA 3b: Ensure that the City’s Multihazard Emergency Plan or other disaster planning and emergency response plan: 1) identifies specific facilities and lifelines critical to effective emergency/disaster response and evaluate their abilities to survive and operate efficiently immediately after a disaster, 2) designates alternative facilities for post-disaster assistance in the event that the primary facilities have become unusable, and 3) identifies evacuation routes.

Action SA 3c: Continue to publicize and regularly update information at City Hall, other public locations, and via the City website related to emergency and disaster preparedness including evacuation routes and specific steps to take in the event of a flood, fire, earthquake, or other emergency. Improve the visibility and accessibility of emergency and disaster preparedness information on the City’s website by making information more prominent, more detailed, and by providing critical information in Spanish.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Action SA 3e: Adopt an emergency evacuation system and periodically review, maintain, and repair City roadways and emergency access routes, and provide signage, where necessary, to clearly identify emergency access routes.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Sebastopol hereby approves the 2021 Emergency Operations Plan Update for the City of Sebastopol .

PASSED AND ADOPTED by the City Council of the City of Sebastopol this 21st day of September, 2021.

The above and foregoing Resolution was duly passed, approved and adopted at a meeting by the City Council on the 21st day of September, 2021, by the following vote:

I, the undersigned, hereby certify that the foregoing Resolution was duly adopted by City of Sebastopol City Council following a roll call vote:

VOTE:

Ayes: Councilmembers Hinton, Rich, Slayter, Vice Mayor Gurney and Mayor Glass Noes: None

Absent: None
Abstain: None
APPROVED: __________________________________________
Mayor Una Glass
ATTEST: _______________________________________________________________ Mary Gourley, Assistant City Manager/City Clerk, MMC
APPROVED AS TO FORM: _______________________________________________ Larry McLaughlin, City Attorney
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

TABLE OF CONTENTS 1
STATEMENT FROM THE CITY OF SEBASTOPOL CITY COUNCIL 7
INTRODUCTION 8
PURPOSE 8
SCOPE 8
LIMITATIONS 9
SITUATION 9
DOCUMENT MANAGEMENT AND DISTRIBUTION 10
A. GENERAL 10
B. OBJECTIVES 11
C. EMERGENCY OPERATIONS CENTER ACTIVATION AND STAFFING 11

1. Activation of the Emergency Operations Center (EOC) 11

2. Declaration of Emergency 12

3. Alerting 13

4. Staffing 13

5. Security and Sign-in 13

6. Shift Scheduling 14

7. Organization Chart 14

8. Emergency Operations Activation Checklist 16
D. BRIEFING AND CONFERENCES 17

1. Liaison with Federal Response Units 17
E. EMERGENCY OPERATIONS CENTER ORGANIZATION 18

1. Management Section 18

2. Operations Section 19

3. Planning Logistics Section 19

4. Finance Section 21
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

F. EMERGENCY OPERATIONS CENTER ADMINSTATIVE SUPPORT 21

1. Administrative Supplies 21

2. Communications 21
a. Telephones 21
b. Radios 22
c. Message Control Procedures 22

3. Reports, Charts, Maps and Documentation 23

4. Computer Supported Operations 23

5. Support of EOC Operations 23

6. Clerical Support/Runners 23

7. Status Incident Boards 24

8. Personal Accountability 24

9. Plans and Formats 24

10. Records Maintenance 24

11. Staff/Unit Logs 25
G. EOC ROLES AND RESPONSIBILITIES 26

1. EOC Management Section 26
a. EOC Director 26
b. EOC Coordinator (ESC)/Safety Officer 26
c. Public Information Officer (PIO)/Liaison Officer 26
d. Legal Officer 27

2. EOC Operations Section 27
a. Operations Section Chief 27
b. Law Enforcement Unit 27
c. Public Works/Utilities Unit 28
d. Communications Unit 28
e. Fire/Rescue Unit 28

3. EOC Planning/Logistics Section 28
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

a. Planning/Logistics Section Chief 29
b. Situation Analysis/Damage Assessment Unit 29
c. Documentation/Resource Status Unit 29

4. Staff Care/Shelter Unit 30

5. Recovery Unit 30

6. EOC Finance Section 30
a. Finance Section Chief 30
b. Time/Human Resource Unit 30
c. Compensation/Claims Unit 31
d. Costs/Recovery/Supply/Transportation Unit 31
H. EMERGENCY OPERATIONS CENTER SECTION CHECKLISTS 32

1. Management Section 32
a. EOC Director 32
b. EOC Coordinator/Safety Officer 34
c. Public Information Officer/Liaison Officer 36
d. Legal Officer 38

2. Operations Section 39
a. Operations Section Chief 39
b. Law Enforcement Unit 41
c. Communications Unit 43
d. Public Works/Utilities Unit 44
e. Fire/Rescue Unit 47

3. Planning/Logistics Section 48
a. Planning/Logistics Section Chief 48
b. Situation Analysis/Damage Assessment Unit 52
c. Documentation/Resource Status Unit 54

4. Recovery Unit 56

5. Staff/Shelter Care Unit 57
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6. Finance Section 59
a. Finance Section Chief 59
b. Time/Human Resources Unit 60
c. Compensation and Claims Unit 61
d. Transportation/Supply/Cost Unit 62
I. SITUATION STATUS REPORTS 68

1. EOC Command Section 68

2. Law Enforcement 71

3. Public Works 76

4. Utilities 82

5. Fire/Rescue 87

6. Planning Section 92

7. Logistics 95

8. Finance Section 97

9. Key Facilities and Structure Report 99
J. DEACTIVATION OF THE EMERGENCY OPERATIONS CENTER 101

1. After Action Reports 101

2. Recovery Operations 101
GLOSSARY OF TERMS 102
LIST OF ACRONYMS AND ABBREVIATIONS 139
APPENDIX A: THREAT SUMMARY AND ASSESSMENTS 158
General 158
Threat Assessment 1: Major Earthquake 162
Threat Assessment 2: Winter Storm 166
Threat Assessment 3: Flood 168
Threat Assessment 4: Landslide 170
Threat Assessment 5: Hazardous Material Incident 171
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Threat Assessment 6: Transportation Accident 172
Threat Assessment 6-A: Transportation Accident – Air Crash 173 Threat Assessment 6-B: Transportation Accident – Trucking Incident 174 Threat Assessment 6-C: Transportation Accident - – Train Crash 174 Threat Assessment 7: Wildland Urban/Interface Fire 175
Threat Assessment 8: Explosion 178
Threat Assessment 9: Terrorism 179
Threat Assessment 10: Civil Unrest 182
Threat Assessment 11: Drought 183
Threat Assessment 12: Pandemic Influenza 186
Threat Assessment 13: Energy Loss 188
Threat Assessment 14: Food and Agriculture Emergency 189 APPENDIX B: RESPONSE AND SHORT-TERM RECOVERY 191
Concept of Operations 191
Preparedness Phase 191
Training and Exercising 191
Response Phase 192
Recovery Phase 193
Mitigation Phase 193
Private Sector Responsibilities 194
Sonoma County Residents 194
Businesses 194
People with Access and Functional Needs 196
City of Sebastopol Emergency Management Organization 198 APPENDIX C: MESSAGE TEMPLATES 200
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Earthquake (Initial Message) 200
Earthquake (First Response Report Message) 201
Earthquake (After Shock Advisory Message) 202
Earthquake (Public Safety Message) 203
Tsunami 204
Winter Storms/Floods/Flash Floods 205
Approved Viewing Spots 206
Evacuation Ordered 207
Landslide/Mudslide/Debris Flow 208
Terrorism/National Security Incident 209
Terrorism/National Security Incident Public Protective Actions 210 Explosions 211
Building Collapse 212
Public Health Emergency 213
Transportation Accident 214
Civil Unrest 215
Utility Emergency 216
APPENDIX D: EVACUATION ZONES MAP 217
APPENDIX E: SAMPLE PROCLAMATION 223
APPENDIX F: RECORD OF CHANGES 224
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

STATEMENT FROM THE CITY OF SEBASTOPOL CITY COUNCIL
The preservation of life, environment, and property is an inherent responsibility of local, state, and federal government. The City of Sebastopol has prepared this emergency operations plan to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the community in time of emergency.

While no plan can completely prevent death and destruction, good plans carried out by knowledgeable and well-trained personnel can and will minimize losses. This plan establishes the emergency organization, assigns tasks, specifies policies, and general procedures, and provides for coordination of planning efforts of the various emergency staff and service elements utilizing the Standardized Emergency Management System (SEMS). The plan also meets requirements established by the National Incident Management System (NIMS).

The objective of this plan is to incorporate and coordinate all agencies and personnel within the City into an efficient organization capable of responding to any emergency.

This emergency operations plan is an extension of the California Emergency Plan. It will be reviewed, exercised periodically and revised as necessary to meet changing conditions.

The City Council gives its full support to this plan and urges all officials, employees, and citizens, individually and collectively, to do their share in the total emergency effort of the City of Sebastopol.

Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management System and the National Incident Management System by the City of Sebastopol. This emergency operations plan will become effective on approval by the City Council.

IN COUNCIL DULY PASSED, APPROVED, and ADOPTED this ___________________ by Resolution Number ______________.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

INTRODUCTION
The Emergency Operations Plan (EOP) for the City of Sebastopol outlines authorities, organizational structures, and procedures used to coordinate activities related to local and regional emergencies or disasters.

The City and surrounding region are susceptible to a number of hazards such as natural disasters and human caused events, as well as technological failures and pandemics. While the risk profiles for these hazards are quantified and assessed in related documents, the EOP utilizes an “all-hazards” approach to ensure the City is able to prepare for, respond to, recover from, and mitigate against all potential hazards and critical incidents.

PURPOSE
The primary purpose of the EOP is to:
1) Outline the City’s framework for managing preparedness, response, recovery, and mitigation activities inclusive of City departments, personnel, and elected officials. 2) Serve as a foundational document under which additional operational and tactical annexes, appendices, and plans can be attached 3) Codify the City’s understanding and adoption of state and federal response constructs through which operational coordination, mutual aid, and other requests for support will be integrated
4) Demonstrate compliance with state and federal laws and regulations such as the California Emergency Services Act
SCOPE
The EOP serves as the foundational element of the City’s approach to emergency management. While all City resources may be called upon as needed, specific departmental responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City departments are required to actively participate in preparedness and planning activities to include the development of departmental plans, policies, and procedures as necessary to fulfill their assigned roles and obligations.

The EOP embraces the "Whole Community" approach to emergency management and, in addition to City resources, recognizes the roles of special districts, non-governmental organizations (NGOs), community-based organizations (CBOs), faith-based organizations (FBOs), private-sector businesses, educational institutions, and other stakeholders. Additionally, the EOP is intended to reflect the wide variety of support that may be required by residents, visitors, and businesses, including people with disabilities and others with access or functional needs.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

LIMITATIONS
While many of the organizational and operational constructs outlined in the EOP are designed for flexibility and can be utilized as-needed to address a number of emergency and non-emergency events, some activities require special activation or a formal disaster declaration by the City Manager or City Council.

Similarly, the EOP is not meant to outline procedures for routine incidents or minor emergencies which are adequately addressed through existing processes. The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. As such, City assets, resources, and departments are potentially vulnerable and may become overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be required based upon evolving needs and available resources. With this in mind, the EOP was designed to promote flexibility whenever possible and is not intended to limit the use of good judgment and common sense in matters not foreseen or adequately addressed by elements of the EOP and its associated annexes, appendices, or plans.

SITUATION
The City of Sebastopol is 56 miles north of San Francisco in California, on Gravenstein Highway (CA-116) and Luther Burbank Memorial Highway (CA-12), 7 miles west of Santa Rosa and the Sonoma County Administration Center. It lies 13 miles east of Bodega Bay and the Pacific coastline, 10 miles from the Russian River recreation region. It is 102 miles from the State Capitol of Sacramento and 405 miles north of Los Angeles. Elevation ranges from 65 to 250 feet in the rolling hills. The City is most vulnerable to earthquake, drought, wildfire, flood, and disease outbreak.

PLANNING ASSUMPTIONS
The following assumptions were used during the development of the EOP:
• The City of Sebastopol is susceptible to a number of hazards that may result in critical incidents • Critical incidents include a variety of natural, technological, or man-made emergencies and disasters • Some critical incidents will provide advanced warning while others will occur suddenly • All departments will participate in planning and preparedness activities as required • Personnel will be adequately trained to perform the roles in which they are assigned • The EOC will be partially or fully activated to support operations during critical incidents • City personnel may be unable or unavailable to report to work or as assigned • Non-essential operations may be reduced or cancelled in order to prioritize resources for other needs Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

• Mutual aid and other assistance will be requested when City resources are inadequate • Outside assistance and support may be unavailable for extended periods of time • Communications equipment and infrastructure may be damaged or disrupted • Transportation infrastructure may be damaged or disrupted and access to critical facilities may be blocked
• Critical infrastructure and utilities such as natural gas, water, and electricity may be severely impacted
• Residents may need to be self-sufficient for one week or more • Additional planning, resources, and support will be needed to support people with disabilities and others with access and functional needs
DOCUMENT MANAGEMENT AND DISTRIBUTION:

The Emergency Operations Plan (EOP) will be reviewed on an annual basis, or as necessary. The EOP may be modified as a result of a post-incident or post-exercise evaluation, and/or changes in responsibilities, procedures, laws, or regulations. The City’s Director of Emergency Services (Police Chief) is responsible for the review, revisions, management, and distribution of the City of Sebastopol EOP. The EOP will be distributed to the following departments/agencies:
• City Council
• City Manager
• City Attorney
• Assistant City Manager
• City Clerk
• Administrative Services Department
• Building Department
• Engineering Department
• Fire Department
• Planning Department
• Police Department
• Public Works Department
A. GENERAL
This document prescribes procedures to be followed in activating, staffing, operating, documentation, financial accounting, phase-down and closing the Emergency Operations Center (EOC) in response to an emergency within the jurisdictional limits of the City of Sebastopol. This Emergency Operations Plan (EOP) outlines how the City of Sebastopol complies with and implements the requirement of the California Emergency Services Act (ESA) to protect the lives and property of the community.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

B. OBJECTIVES
The overall objective in managing emergency operations is to ensure the effective direction, control and support of emergency forces involved in preparing for and responding to situations associated with natural disasters, technological incidents, or national defense emergencies. The specific purpose of the Emergency Operations Center (EOC) is to facilitate:
• Overall management and coordination of emergency operations • Collection, evaluation, and dissemination of damage information and other essential data • Coordination and liaison with appropriate federal, state, other local governmental and private sector agencies and organizations
• Management of mutual aid
• Establishment of priorities
• Allocation of resources
C. EMERGENCY OPERATIONS CENTER (EOC) ACTIVATION AND STAFFING

1. Activation of the Emergency Operations Center (Located in the Police Department) The Emergency Operations Center (EOC) will be activated in situations wherein an emergency has occurred or is considered imminent. The EOC can be activated by the following persons, in the following order based on availability.
a. Director of Emergency Services and/or City Manager
b. EOC Coordinator/Safety Officer; then
c. Department director, then
d. Other duly constituted authority
The primary City Emergency Operations Center (EOC) is located at the Sebastopol Police Department, 6850 Laguna Parkway. If the primary EOC site is threatened, inoperable, or inaccessible, an alternate EOC can be designated. The alternate EOC is located at the Sebastopol Fire Department, 7425 Bodega Avenue.

Generally, emergency management operations will be conducted from the primary EOC, however situations may arise which dictate EOC operations be conducted from alternate sites, i.e., the primary EOC is either non-operational due to damage or inaccessible, or the situation resulting from the event may dictate that both facilities be activated. All City departments and personnel should be prepared for the possibility of sudden relocation to an alternate EOC or similar facility.

The EOC may be activated incrementally, i.e., reduced staffing to monitor a situation and augmented as the situation deteriorates mandating escalating the operations into a full blown EOC operation. Any city department may activate the EOC for emergency operations wherein the response involves less than the full city emergency management complement.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

In all cases in which the activation of the EOC is considered, the City Manager should be consulted as well as the Police Chief. The EOC may be activated for planned exercises or simulations. The County Department of Emergency Management (DEM) must be notified of any partial or full EOC activations. The City Manager must be notified as soon as feasible if unable to notify prior to activation of the EOC.

Configuration of the EOC is normally the responsibility of the Police Department. First individuals arriving at the EOC (probably police personnel) with the assistance from personnel of other departments, will configure the facility in accordance with the diagrams contained in TAB A.

Personnel will also be required to follow the checklist contained in TAB B to ensure that all necessary actions have been addressed.

Upon determination that the EOC will be activated, the Emergency Operations Coordinator/Safety Officer will initiate the call out of the Emergency Operations Center (EOC) staff. EOC staff and support personnel will report to the EOC to set up the facility, establish telephone and/or radio communications with field elements, Incident Commanders, and the Sonoma County Operational Area EOC (if activated). EOC Section and Unit Leaders will determine the required staffing for their respective operations and ensure that appropriate personnel have been notified. In situations wherein the emergency is generally known, e.g., a major earthquake, large explosion or fire, all EOC staff personnel must report to the EOC immediately after ensuring the safety of their respective staff and family members. Reporting instructions are provided on the EOC ID cards carried by all staff not at work at the time of the emergency.

2. Declaration of Emergency
The Director of Emergency Services will determine, based on conditions which exist or are likely to exist, if the proclamation of a Local Emergency is appropriate. (NOTE: If Sonoma County Operational Area declares a Local Emergency, and specifically includes the City of Sebastopol in the area involved, a separate city declaration is not required but may be proclaimed if the city so desires. [Attorney General Opinion No. 79-710, November 16, 1979.] If the Operational Area (County) declares, cities will be notified immediately from the Operational Area EOC. If the proclamation is made by the Director of Emergency Services, the City Council must convene within seven days and validate the proclamation and must review the need to continue the local emergency every _____ days until a local emergency is terminated. A copy of the resolution must be provided to the State through the Sonoma County Office of Emergency Services.
(SCMC 2.36.060.1) Sample Local Emergency declaration forms are located at TAB E. • Re The pquest the Governor to proclaim a state of emergency when, in the opinion of the director, the roclamation of a local emergency provides the City with the legal authority to:

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

locally available resources are inadequate to cope with the emergency • Promulgate or suspend orders and regulations to provide for the protection of life and property • Exercise full power to request mutual aid to any affected area, in accordance with local ordinances, resolutions, emergency plans, or agreements
• Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any City officer or employee • Requisition necessary personnel and materials from any City department or agency • Obtain vital supplies, equipment, and if required, commandeer the same for public use • Conduct emergency operations without incurring legal liability for performance, or failure of performance

3. Alerting
The senior city employee or official aware of an actual or impending emergency situation is responsible for alerting the EOC Director or EOC Coordinator/Safety Officer or if unavailable the senior Law Enforcement official available, (generally the Police Chief or ranking supervisor) advising of the situation, area involved, and, if possible, providing an initial analysis of the damage.

4. Staffing
Staffing decisions will be driven by the nature and scope of the emergency. Branch Leaders/Department heads shall be responsible for the provision of sufficient EOC trained personnel to facilitate staffing of the facility for 24-hour operations, with 2, 12 hour shifts over prolonged periods.

5. Security and Sign-in
Depending on the nature of the emergency, the Director of Emergency Services may decide to establish special security measures for the EOC. The Police Department is responsible for physical security of the EOC and its critical systems. An EOC Access List will be prepared by the EOC Coordinator/Safety Officer in advance and provided to the Police representative assigned to EOC security. A Sign-In Sheet will be maintained and all EOC staff members will be required to present identification upon demand to gain access to the EOC and shall be required to sign in and out. These sign-in sheets will be used to validate the personnel accounting documentation required to justify and support claims for State and/or Federal reimbursement.

6. Shift Scheduling
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

As soon as possible following the activation of the EOC, but in no case later than 4 hours following activation, shift schedules normally 12 hours in duration will be prepared by each EOC Section and/or Unit operating within, or in support of the EOC, and furnished to the Human Resources Unit for posting on the EOC bulletin board. Relief shifts should arrive at least 30 minutes prior to the start of their shift in order to facilitate Shift Change briefings. Shift-change briefing should include, but not necessarily be limited to, current situation, location of major incident sites, major decisions that have been made, actions pending, actions completed, and problems which have not been resolved or addressed.

7. Organizational Chart
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Director of Emergency
Services
Alt. City Manager
Operations
Captain or Lt.

Alt. Sergeant
Law Enforcement
Sergeant
Alt. FTO
Communications
Records Mgr.

Alt. Senior Dispatcher
Public Works/Utilities
PW Superintendent
Alt. PW Asst. Super.

Fire/Rescue
Asst. Fire Chief
Alt. Senior Firefighter
Planning/Logistics
Planning Director
Alt. Engineering Manager
Situation Analysis/Damage
Assessment
Building Offical
Alt. City Engineer
Documentation/
Resource Status
Associate Planner
Alt. PW Admin. Analyst
Staff Care/Shelter
Planning SR. Admin. Asst.

Alt. FD Senior Admin. Asst.

Recovery
Director Emer. Svs.

Alt. City Manager
Finance
Admin. Svcs. Director
Alt. Accountant/Analyst
Time Unit/Human
Resources
Accountant/Analyst
Alt. Admin. Svs. Director
Compensation/Claims
Admin. Svs. Director
Alt. Accountant/Analyst
Transportation/Supply/Cos
t/Records
PW Admin Analyst
Alt. FD Senior Admin. Asst.

EOC Coordinator/Safety
Officer
Police Captain or Lt.

Alt. Director Emer. Svs.

Public Information/Liaison Officer
City Clerk
Alt. Police Chief
Legal
City Attorney
Alt.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

8. Emergency Operations Activation Checklist
In situations where a disaster appears imminent and the EOC is to be activated on a reduced staffing basis to monitor the situation – and a Local Emergency has not been declared.

ALL EOC ACTIVATIONS
Consult with City Manager and in his/her absence the EOC Coordinator or the senior law enforcement official.

Open EOC in the Sebastopol Police Facility, if activation determination is made.

Determine EOC Sections to be activated.

Notify applicable EOC Section Chiefs directing immediate response of applicable EOC staff.

Establish security of EOC. Set - up EOC sign-in procedure.

Set up equipment and arrange furnishings as depicted in the EOC diagram (Tab A). Distribute tote cases to each designated section, i.e., planning, logistics, etc.

Set up and install a minimum of one phone per Section. Floor plugs are utilized for these connection points. The plugs are tan in color and are depicted by the assigned phone number.

Install one laptop computer for each Section.

Alert ACS personnel by contacting the Sonoma County Sheriff's Department.

Install dry erase white boards onto window connection points.

Position status boards/maps.

Notify Director of Emergency Services when EOC is operational.

Notify Operational Area EOC when EOC is operational.

When disaster impacts the City of Sebastopol without warning, or there is an imminent or impending emergency requiring the full activation of the Emergency Operations Center or when so directed by the Director of Emergency Services (Fire Chief) perform all steps.

LOCAL EMERGENCY DECLARED: PERFORM STEPS 1-15 ABOVE AND BELOW Branch Leaders/Department Heads to notify all EOC staff personnel, directing immediate response. (Phased response if so, directed by the responsible EOC Section Chiefs) Make recommendation to City Manager regarding proclamation of a "Local Emergency”.

City Manager prepare Declaration and Resolution for the City Council.

Declare "Local Emergency"
Ensure the Operational Area (Sonoma County EOC has been notified of EOC activation and declaration of Local Emergency)
Determine status of emergency generator, other utilities, availability of support services for EOC staff, i.e., sanitation, food, water, janitorial services, etc.

Establish and post shift schedules.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

D. BRIEFINGS AND CONFERENCES
Briefings for the Director of Emergency Services, the City Council, and the Public Information Officer shall be scheduled as follows:
• During the initial operational response period (first 12 hours), briefings will be held every 4 hours unless designated for another time. After the initial operational period, briefings will normally be scheduled every 6 hours, or twice during each shift. Emergency or major significant events which occur will be reported to the EOC staff immediately in an Emergency Briefing.
• The EOC Coordinator/Safety Officer will post a briefing schedule on the bulletin board. • The Planning/Logistics Chief is responsible for coordinating all briefings. EOC section chiefs must attend these briefing and be prepared to present a short summary of their activities and progress.
• Briefings by each section should include Major accomplishments since last briefing; Unresolved problems; Major new problems since last briefing; Assistance needed from other agencies and status of mutual aid information developed by the section that should be passed to other EOC sections or to the public.

Once a day, the Operations Section Chief will chair a meeting at which the Action Plan for the previous 24-hour period is reviewed and a new 24 Hour or 7 Day Action Plan will be disseminated. [TAB E: SAMPLE 24-HOUR ACTION PLAN, TAB F: SAMPLE SEVEN DAY ACTION PLAN] Additional briefings may be scheduled at the request of the Director of Emergency Services or the EOC Coordinator/Safety Officer. These may include briefings for VIPs, news media, and situation reports for officials of other local jurisdictions, state or federal representatives. Conferences of key EOC personnel may be invoked at any time by the Director of Emergency Services to discuss and /or resolve major issues. These conferences will be held in an isolated location outside the EOC to preclude interference with the ongoing operations. The EOC Coordinator/Safety Officer is responsible for ensuring that all decisions reached at conferences are recorded and quickly relayed to EOC staff and affected agencies.

1. Liaison with Federal Response Units
In situations wherein the emergency is of sufficient magnitude as to warrant a Gubernatorial Declaration of a State of Emergency and a subsequent Presidentially Declared Disaster, the City EOC staff must be prepared to receive, support logistically, and provide coordination in the establishment of priorities for Federal Emergency Response Teams (ERTs). Under PL 93-288 (as amended) Robert T.

Stafford Disaster Relief and Emergency Assistance Act of 1988, the Federal Emergency Management Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Agency (FEMA) will coordinate the activation and dispatch of ERTs to Disaster Areas. These ERTs have primary responsibility to support local government response activities. The EOC staff must be prepared to provide liaison and support to these ERTs and most importantly, establish and/or coordinate priorities for their response activities. Emergency Support Functions (ESFs) generally associated with major disasters include:
• ESF#1 - Transportation
• ESF#2 - Communications
• ESF#3 - Public Works/Engineering
• ESF#4 - Firefighting
• ESF#S - Information/Planning
• ESF#6 - Mass Care
• ESF# 7- Resource & Support
• ESF# 8- Health & Medical
• ESF# 9- Urban Search & Rescue
• ESF#10- Hazardous Materials
• ESF#11- Food
• ESF#12- Energy
E. EMERGENCY OPERATIONS CENTER ORGANIZATION
The Emergency Operations Center (EOC) will be organized and function in accordance with the Standardized Emergency Management System (SEMS) using basic Incident Command System (ICS) structure. The ICS basic organizational structure consists of four principal sections, which normally would be activated for a major incident. These sections are:

1. Management Section
This section is headed by the Director of Emergency Services or designee who, as Director of Emergency Services, has overall management responsibility for the incident. A Management Staff element is provided for handling such matters as legal advice, public information, emergency services coordination, safety, and interagency liaison. The EOC Management Staff will normally consist of:
• Director of Emergency Services –has overall responsibility for the City’s emergency response operations.
• EOC Manager/ Safety Coordinator – has responsibility and authority for the operation of the EOC. The EOC Coordinator will ensure that the EOC is adequately staffed and operates at a level appropriate for the emergency.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

• Public Information Officer (PIO) – is responsible for interfacing with the public and media or with other agencies with incident-related information requirements. They serve as the conduit for information to and from internal and external stakeholders, including the media or other organizations seeking information directly from the incident or event. • Liaison Officer – is the point of contact for all agency representatives and oversees all liaison activities within the EOC. The Liaison Officer ensures external agency representatives are provided appropriate situation information and maintains records of all agency representatives. • Legal Officer – provides advice to the Director of Emergency Services in all legal matters relating to the emergency. The Legal officer also assists the Director of Emergency Services in declaring a local emergency and implementation of emergency powers.

2. Operations Section
This section is headed by an Operations Section Chief, designated by the Director of Emergency Services, who shall be responsible for the coordination and management of all Operations Units. In multi-discipline incidents, the Operations Section Chief may designate representatives from other disciplines to assist with operations. The Operations Section answers and coordinates requests for tactical support made by the individual DOCs or IC. The need to expand the Operations Section is generally dictated by the number of tactical resources involved in the incident response and is influenced by span-of-control considerations. Assets from City departments and jurisdictional entities/authorities, such as police, fire, public works, etc. performing field emergency response operations may request assistance from the operations section through the field operations authorized agent (i.e. Logistics Section or IC). The Operations Section contains the Law Enforcement (Police), Communication (Dispatch), Public Works/Utilities and Rescue/Fire Unit. Units may be further divided into divisions and smaller elements at field locations. The EOC Operations Staff will normally consist of:
• Operations Section Chief
• Law Enforcement Unit
• Communications Unit
• Public Works/Utilities Unit
• Rescue/Fire Unit

3. Planning/Logistics Section
This section is headed by the Planning/Logistics Section Chief, designated by the Director of Emergency Services, and is structured into several units, depending upon the needs of the incident. The Planning Section conducts planning activities for the EOC and oversees all incident-related data gathering and analysis regarding incident operations and assigned resources. Under the direction of the Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Planning Section Chief, the Planning Section collects, evaluates, and processes situation and resource status information for use in developing EOC action plans. Dissemination of information can be accomplished through an EOC action plan, a situation report (SITREP), formal briefings, or through map and status board displays.

The Planning/Logistics Section may be subdivided into several units with staff augmentation from city departments as deemed necessary by the Planning Section Chief and in coordination with City Department Heads.

The Logistics Section fulfills support requests both from the field and internally from other City agencies, DOCs, and support partners. The Logistics Section also supports the operational needs of the EOC and requests may include:
• Facilities
• Communications
• Supplies
• Equipment maintenance and fueling
• Food services (for EOC staff and on-scene staff, if requested) • Medical services (for EOC staff and on-scene staff, if requested) • Other services as appropriate
The need for logistics considerations and planning exists at multiple levels. The City EOC must account for emergency power, food, water, communications, and other needs of the EOC. The DOCs and/or on-scene incident command posts must account for staffing to ensure the rotation of personnel through safe rest/work cycles; shelter, feeding, and restroom facilities for personnel; acquisition of proper equipment for performing operations during the day and at night; etc. The coordination of resource requests must be funneled through a singular process to eliminate duplicative asset requests and account for payment of the resources requested.

The Logistics Section may be augmented by representatives of other city departments when deemed appropriate. The Planning/Logistics Staff will normally consist of:
• Planning Section Chief
• Situation Analysis/Damage Assessment Unit
• Documentation/Resource Status Unit
• Recovery Unit
• Care/Shelter Unit
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

4. Finance Section
This section is headed by the Finance Section Manager and is responsible for meeting the financial needs of the emergency response elements and supporting organizations and agencies. This activity includes purchasing and billing, personnel accountability, time-keeping functions, and claims management. The Finance/Administration Section manages the financial elements of a response or activation including daily recording of personnel time, all financial matters pertaining to vendor contracts, and cost analyses and estimates as requested. Not all incidents will require the activation of a Finance/Administration Section during response operations; however, appropriate documentation and payment to resource vendors will still be required. It is imperative that local ICs, the DOCs, and City EOC personnel are familiar with the resource request process and follow the proper procedures for requesting a resource.

The Finance Section is normally divided into several smaller units as shown below:
• Finance Section Chief
• Time/Human Resources Unit
• Compensation/Claims Unit
• Transportation/Supply/Cost/Records Unit
F. EOC ADMINISTRATIVE SUPPORT

1. Administrative Supplies
Section Chiefs shall be responsible for the provision of administrative and clerical supplies required for the operation of his/her respective section. These supplies shall be procured in advance and prepositioned in the EOC, in containers appropriately marked with the section designation. The EOC Coordinator shall be responsible for providing containers and storage space for these supplies.

2. Communications
a. Telephones
Telephone lines have been installed in the primary and alternate EOCs. Telephone numbers assigned to the respective operating elements are listed in Tab A. Telephone are stored in the EOC storage facility Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

and must be positioned and connected to the appropriate lines when the EOC is activated. Cellular phones may be used in the EOC to supplement communications when land line telephones are insufficient to meet the needs of the respective section. Telephone numbers of City cellular phones must be provided to the EOC Coordinator to facilitate the development of an EOC Telephone Directory. Any personal cellular telephones used during an incident must be registered with the EOC Director as soon as possible at the onset of an incident. b. Radio
Radio communications are also available in the EOCs. To utilize these connection points, remote radio devices will need to be removed from internal police department offices and attached. Normally the functionality of portable radios will be preferred. To reduce the noise level in the EOC, always a disturbing element, all radios used should be equipped with headsets.

Radio communications in the EOC will be augmented by the Auxiliary Communications System (ACS), formerly RACES (Ham Radio Operators). Sufficient ACS personnel will be available to provide radio communications between the EOC and the Sonoma County Operational Area EOC, all incident sites, all operational shelters, all fire stations, and any other locations wherein radio communications are deemed essential. Additionally, the ACS element will operate a Packet System, a computer supported communications system to facilitate the transmission of large volumes of information over the amateur radio frequencies and reducing the transmitted data to hard copy on the receiving end. An Amateur Television System (ATV) may be available and will be operated by the Auxiliary Communications System (ACS) personnel.
c. Message Control Procedures
One of the primary functions of the Emergency Operations Center (EOC) in any emergency is to collect, evaluate and disseminate information. Information will reach the EOC through many different channels, e.g., telephone, government radio, amateur radio, citizens band radio, e-mail, commercial broadcasts, runners, and walk-in sources, etc. It is essential that incoming information be analyzed to determine validity, significance, and all-important data disseminated to appropriate sections/units within the EOC for information and/or necessary action. Likewise, information emanating from within the EOC directing actions to be taken, establishing priorities, requesting, and allocating resources, etc. must be recorded. Significant information must be documented to provide a record of problems encountered, courses of action available, and actions taken. The EOC message form (Tab C) or other comparable form will be used to capture this essential information. This message form will be filled out for all important information emanating from outside the EOC that is to be acted upon by members Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

of the EOC staff and for information to be sent from the EOC to outside agencies/individuals that will be transmitted by a third party, i.e., ACS or Dispatch.

3. Reports, Charts, Maps and Documentation
Documentation, posting of status charts and maps and tracking of events during the emergency is essential not only to provide a comprehensive overview of the situation on which the EOC staff may make informed decisions, but also to provide the essential documentation to support claims for financial assistance following the disaster. The various reports, charts, and other tracking documentation are depicted in TAB G: SAMPLE FORMS/CHARTS/REPORTS.

4. Computer Supported Operations
The Emergency Operating Centers, both primary and alternate, must be wired to provide computer supported operations to the emergency management staff. These computer lines shall tie into the city's network computer system thus providing the EOC operating staff access to all services provided in day-to-day operations. Each Section and Unit chief shall be responsible for the identification and provision of computer terminals to be used during emergency operations. These terminals should be identified in advance to facilitate relocation at such time the EOC is ordered activated.

5. Support of EOC Operations
The Logistics Section shall be responsible for the logistic support of the EOC, to include, but not necessarily limited to, feeding of the EOC staff; provision of rest or sleeping arrangements for the staff; maintenance of the EOC facility, to include janitorial services, acquisition and provision of additional supplies and equipment, etc.

6. Clerical Support/Runners
Generally, each unit in the EOC will be responsible to provide its own clerical support and personnel to serve as runners. The individual assigned clerical duties should NOT be a supervisor, but rather an individual normally tasked with clerical duties. Special clerical support and advice will be the responsibility of the Documentation Unit. The Documentation Unit will be responsible for the preparation of any official documents, resupply of office supplies, photocopying, etc. In addition, the Documentation Unit will oversee the work product of all Unit and Section scribes to ensure conformity with established procedures.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

7. Status/Incident Boards
Status/Incident Boards shall be maintained by the Situation Status Unit, Police, Fire, Public Works and Utilities. These boards shall be posted, and the situation map properly annotated as information is received. Only currently active incidents will be maintained on the Incident Board. A permanent record of all incidents will be kept on the "Record" form.

8. Personnel Accountability
It is the responsibility of each Unit Leader to maintain accountabilities for all personnel assigned, both in the field and in the EOC. Work schedules, time sheets and casualty reports will be submitted to the Human Resources Unit on a timely basis, but in no case less than once each shift. Personnel will be accounted for by name and location. Within the EOC, Unit Leaders will prepare an EOC Personnel Assignments report which reflects the personnel currently on-duty and the schedule for the next shift.

This form will be used to track the number of hours worked by each individual and will also document breaks and meals provided.

9. Plans and Formats
There are a number of formats for reports and plans included in this section. The "24 Hour" and the "7 Day" plans use the format recommended by the Sonoma County Operational Area Department of Emergency Services. Should the format not contain adequate topics or space, the format may be expanded. The format is intended as a guide for the MINIMUM information. TABS E and F.

10. Records Maintenance
Each Unit is responsible for the maintenance of all pertinent records. Adequate supplies are on hand to facilitate the process. It is recommended that each unit establish individual folders for messages, staff logs, Incident Board sheets and other records. Each folder should be clearly labeled. Each shift is responsible for assuring that all documents generated during its tour of duty are properly filed and cataloged before turning them over to the relief shift. If necessary, members of the out-going shift should remain at the EOC until a complete transition of information and files can be achieved. At the conclusion of the incident or event, each unit will consolidate all files, assure that all forms are completed, and submit them to their respective Section Chief. Each Section Chief will review the documentation for completeness and then submit all unit files, along with the Section Chiefs, files to Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

the Documentation Unit. The records generated during the course of the incident or event should be used as reference material for the After-Action report; however, NO ORIGINAL DOCUMENTS

SHALL BE REMOVED FROM THE EMERGENCY OPERATIONS CENTER EXCEPT BY THE DOCUMENTATION UNIT. If the information contained in these forms is needed for writing the After-Action report, copies should be reproduced for that purpose.

PRESERVATION OF VITAL RECORDS City leadership will require certain vital records during a disaster. Protection of, and access to, these records requires planning. Such efforts are coordinated by the Sebastopol City Clerk. Vital Records are the documents required to continue the mission of City departments and agencies during and after a disaster. The records will assist in providing services both to internal City departments and external customers, such as citizens, contractors, other government entities.

Example documents may include:
• Computer system back-ups/servers
• Order of Succession Ordnances or Resolutions
• Plans, policies, and procedures for critical processes • Payroll information
• Contracts and leases
• Legal and financial records
• Insurance documents
Each City department is responsible for identifying vital records, coordinating with the City Clerk, and assigning internal responsibility for their preservation.

11. Staff/Unit Logs
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Each Unit within the EOC will maintain a "Section/Unit Activity Log". This document shall be used to record all activities, staff coordination, policy changes or requests processed by the unit. This form should be used by staff members to brief in-coming shifts. The form will also be used to log message traffic and memoranda for record. A recommended Section/Unit Activity Log is contained at Tab H.

G. EOC ROLES AND RESPONSIBILITIES

1. EOC Management Section
The Management Section is responsible for overall management and administration of the incident.

Management includes certain support staff functions required to support the EOC Management function and the field command function. The Management Section in the City of Sebastopol EOC is responsible for activating public warning systems and sets the authority levels required and the responsibility of personnel for activation. City EOCs and Incident Commanders may request activation of various public warning systems in coordination with Sonoma County EOC as needed. a. EOC Director
The EOC Director is responsible for the City of Sebastopol response to and recovery from any disaster or emergency. The Fire Chief is the primary EOC Director. b. EOC Coordinator (ESC)/Safety Officer
The EOC Coordinator (ESC) / Safety Officer is responsible for coordination and planning during any emergency; for maintaining liaison with state, federal, private industry, and other disaster response agencies and organizations as needed, and for managing mutual aid (except law, fire, medical, and public works mutual aid). The EOC Coordinator may also serve as the EOC Director as needed. The Safety Officer is responsible for the general safety of City personnel, including volunteers, responding to the emergency.
c. Public Information Officer (PIO)/Liaison Officer
The Public Information Officer (PIO) acts under the direction of the EOC Director and EOC Coordinator and coordinates city and county public information activities. The Public Information Officer ensures that the media and citizens are fully informed on all aspects of the emergency. Direct Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

representative of the EOC Director, the Liaison is the conduit for information flow between the City and other jurisdictions. During an emergency, the Liaison must be available to the EOC director at all times. Also serves as the point of contact for assisting and cooperating with agency representatives (fire, law enforcement, public works, Caltrans, Red Cross). d. Legal Officer
The Legal Officer is the City Attorney or designee. The Legal Officer provides advice to the EOC Director in all legal matters relating to the emergency. The Legal Officer assists the EOC Director in preparing the documentation necessary for declaring a local emergency and in the implementation of emergency powers.

2. EOC Operations Section
The Operations Section is under the supervision of the Operations Section Chief who is in charge of all functions within the Operations Section. The Operations Section directs City of Sebastopol operational resources and coordinates mutual aid resources. The Operations Section is responsible for coordinating with the field incident commanders. The following Units are in the Operations Section. Various Units can be added as needed.
a. Operations Section Chief
The Operations Section Chief is in charge of all Units in the Operations Section and reports directly to the EOC Director. The Operations Chief assists in the development and execution of the Incident Action Plan. The Operations Section Chief shall be advised of all requests for Mutual Aid and other resources. The Operations Chief would usually be the Police Captain or Lieutenant, or their designee.

The Operations Chief will also be in charge of their respective Section, and a branch coordinator for the other Section will be made available (i.e., If the Police Chief is the Operations Section Chief, s/he will also be the coordinator for the Law Enforcement Branch, and a designated member of the Fire Department will be assigned as the Fire Branch Coordinator). b. Law Enforcement Unit
The mission of the Law Enforcement Branch is to provide warning information, evacuate citizens, control traffic and provide security. The Law Enforcement Unit also enforces temporary rules, laws, and controls crime.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

c. Public Works/Utilities Unit
The Public Works Branch is responsible for maintaining the City's infrastructure and related services, as well as restoring those damaged or destroyed. This unit will evaluate the safety of roadways, bridges and other public areas. Public Works will also assist other units with traffic control, search and rescue, and transportation as needed. Utilities Unit is managed by representatives designated by the Director of Public Works. The unit is responsible for the maintenance and repair of the City water systems and the wastewater collection systems.
d. Communications Unit
The Communications Unit provides emergency dispatch "9-1-1" through the Police Department Dispatch Center and is responsible for the coordination of all communications within the EOC. This system will be utilized for all emergencies unless the system is inoperable. If a total communications failure occurs, Sonoma County Sheriffs Dispatch will assume responsibility until the system is operable. If the Operational Area dispatch center is also inoperable, local communications will be limited to simplex operations between mobile units, a mobile command vehicle and the EOC. These units will be responsible for ALL communication needs to include radio, telephone, and couriers.

The Communications Unit will be supported and augmented by the Auxiliary Communications Service (ACS), formerly referred to as RACES. The ACS is comprised of volunteer Ham Radio Operators capable of providing voice, Packet and ATV (Amateur Television) communications in support of emergency operations. ACS operators normally provide radio communications between elements of the emergency organization lacking other means of communications, and/or augment existing systems, e.g., shelters, EOCs, Incident Command Posts, incident sites, hospitals, supporting agencies, etc.
e. Fire/Rescue Unit
This unit is staffed by representatives designated by the Gold Ridge Fire Chief. They will assume the lead for this unit which is responsible for fire suppression efforts, search and rescue operations, fire safety, and assisting in evacuations. The primary mission of the Fire/Rescue Unit is the prevention, suppression and control of fires and the conduct of light rescue operations. In addition, and as the availability of personnel permits, Fire/Rescue Unit supports medical treatment at fires stations, conducts heavy rescue operations with the assistance of Public Works, Utilities and other outside agencies as required.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

3. EOC Planning/Logistics Section
The Planning/Logistics Section is under the supervision of the Planning/Logistics Section Chief. The duties and responsibilities of the Planning/Logistics Section are gathering and analysis of all data regarding the incident and the assigned resources. The Planning Section maintains an incident log, EOC display maps, and charts. The Planning Section is also responsible for preparing situation reports, assessing damage, conducting planning meetings, documenting all EOC activities, and assisting in the preparation of the Action Plan. Depending upon the specific situation, this Section is normally staffed by members of the Planning Department with support staff from other departments as needed. The Logistics Section provides all emergency support needs. The Logistics Section orders all resources, manages volunteer personnel, and provides communications, facilities, personnel, transportation, supplies, equipment, fuel, food, and shelter as required. a. Planning/Logistics Section Chief
The Planning/Logistics Section Chief manages the Planning and Logistics Section. The Planning/Logistics Section Chief is responsible to gather and display information about the emergency; brief and update the EOC Management Section on the impact of the emergency on the City of Sebastopol. The Section Chief is responsible for all Planning/Logistic Section functions unless he/she delegates them to Unit Leaders.
b. Situation Analysis/Damage Assessment Unit
The Situation Analysis Unit's primary role is to collect, collate and process all information and intelligence. Situation Analysis is responsible for maintaining the Master Incident Log and map displays. The Damage Assessment Unit collects damage information from the city, coordinates inspections and prepares a damage assessment report for the EOC Director and other agencies that may need damage information.
c. Documentation/Resource Status Unit
The Documentation Unit maintains and files all EOC messages, updates and maintains the response Information Management System (RIMS), including transmission of periodic reports as required; files, maintains and stores all documents relating to the emergency; maintains the official history of the emergency; assists in preparation of situation summaries and damage assessment reports; provides duplication services as required. The Resource Status Unit will be responsible for the collection of information concerning resources being utilized to mitigate the emergency situation. This information is collected from all available sources, to include other sections in the EOC.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

d. Staff Care/Shelter Unit
The Staff Care/Shelter Unit is responsible for the identification, preparation, staff and administration of shelter operations specifically in support of City employees and their families. If possible, these operations may be carried out in conjunction with the American Red Cross. e. Recovery Unit
The Recovery Unit coordinates the development of recovery plans and operations with other EOC Sections. The Recovery Plan may include establishment of a Recovery Operations Center (ROC) or Local Assistance Center (LAC) as needed. Recovery operations include Repopulation Plans in the event a Mandatory Evacuation has occurred. The Recovery Unit will coordinate with the Police and Fire branches for the development of these plans.

4. EOC Finance Section
The Finance Section provides for the tracking of the time worked by all emergency personnel involved in the incident, provides cost analysis and projections, and records any and all injury claims for compensation. The Finance Section is managed by the Administrative Services Director. a. Finance Section Chief
The Finance Section Chief provides supervision to members of the Finance Section and manages all financial aspects of the emergency. In addition, he/she manages the receipt of claims for compensation against the City, tracks time worked and procurement of all resources and supplies. b. Time/Human Resources Unit
The Time Unit maintains records of all personnel time worked at the emergency which includes all volunteers that may or may not be previously registered as Disaster Service Workers.

This unit, managed by the Planning/Logistics Chief or designee, coordinates the assignment of all city employees, volunteers, and mutual aid personnel. The Human Resources Unit is responsible for monitoring working hours and conditions, personal safety, and manpower levels during the incident.

This unit will also be responsible for notification of personnel not contacted during the original call-up.

This unit staffs a volunteer registration function at the Volunteer Collection Point, located at designated locations throughout the city. The location of Volunteer Collection Points will be Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

determined based on the actual or anticipated requirements. It should work in conjunction with the American Red Cross Volunteer registration program and the Volunteer Center of Sonoma County. c. Compensation/Claims Unit
The Compensation and Claims Unit manages all legal claims for compensation filed against the City and interfaces with City Insurers for claims processing. It advises the EOC Director in areas of claims for bodily injury and property damage compensation presented to the City. d. Cost/Records/Supply/Transportation Unit
The Cost/Records Unit provides the projected cost of supplies and materials to support the emergency.

In addition, it collects all cost data and records, performs cost effectiveness analysis and provides cost estimates and cost savings recommendations. The Supply Unit coordinates the procurement and allocation of essential supplies including food, fuel, health, office, and safety items. The unit is also responsible for negotiating contracts in advance with suppliers, restaurants, rental agencies, and other sources in order to facilitate the timely acquisition of needed supplies, equipment, ·materials and services. The supply unit will also coordinate the continued operation of water, gas, electric and other utilities as required for the operation of city emergency operations through close coordination with the Public Works Unit and the assigned utilities. The Transportation Unit coordinates the acquisition and allocation of transportation resources required to move people, equipment and essential supplies. This includes conducting an on-going maintenance program for all equipment in use and reallocating to other departments; organizing and managing all active staging areas; and preparing jurisdiction movement plans which assist police, fire and county agencies in the mass evacuation of citizens from stricken areas.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

H. EMERGENCY OPERATION CENTER ACTION CHECKLISTS

EOC DIRECTOR ACTION CHECKLIST
Review entire checklist.

Ensure Community has been notified.

Obtain a briefing on the extent of the emergency and recommended initial objectives from your Management Staff (Operations, Planning, Logistics and Finance Chiefs.) Depending on the type of incident and information available, direct partial or full activation of the EOC.

Determine if all key personnel or alternates are in the EOC or have been notified.

Direct call back of personnel, as appropriate.

Assemble Policy Staff, as appropriate.

Brief Section Chiefs; appoint alternates as necessary.

Ensure Section Chiefs and their staff members possess and utilize CHECKLISTS.

Assess the situation, develop an overall strategy with the Management Staff and establish emergency response objectives and priorities.

Determine the need for evacuation. If evacuation is deemed necessary, ensure PIO utilizes news media to pass specific evacuation instructions to appropriate locations.

Consider declaring a local emergency. If declaration is proclaimed, distribute declaration(s) to the Operational Area EOC (if activated), the County Administrator or Office of Emergency Services.

Establish briefing schedule for EOC staff.

Direct activation of the Community Alert Network (CAN) to provide emergency instructions to citizens considered to be at risk, as appropriate (Refer to Community Alert and Warning Annex).

Establish operational work periods for all Emergency Operations Center and field personnel.

Advise Section Chiefs to plan for relief personnel.

Direct Section Chiefs to maintain appropriate UNIT INCIDENT CHARTS, REPORTS and MAPS. Copies of unit and section reports should be provided to the Planning Section Documentation Unit at end of each operational period.

Direct Section Chiefs to provide copy of SECTION SITUATION STATUS REPORTS to assist in the preparation of the 24 HOUR and 7 DAY INCIDENT ACTION PLAN. The reports should be completed prior to the end of each operational period or as needed for the completion of the INCIDENT ACTION PLAN by the Planning Section Chief.

Review and approve the INCIDENT ACTION PLAN developed by the Planning Section Chief with the assistance of the Management Staff. Ensure proper distribution of the Action Plan.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Ensure that proper warning has been given to affected areas, agencies or facilities.

Ensure that assessments are made for mutual aid requirements and that requests for such aid are made promptly to the Operational Area (County).

If there is minimal or no damage to the City, be prepared to provide mutual aid to neighboring cities through the Operational Area.

Complete the EOC MANAGEMENT SECTION SITUATION REPORT at the end of operational period or prior to shift change. Provide copy to your relief and to Planning Section Documentation Unit.

Keep the Mayor and City Council informed of all major problems and decisions.

Maintain a MANAGEMENT SECTION LOG noting messages received; decisions made, and actions taken.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

EOC COORDINATOR ACTION CHECKLIST
Review entire checklist.

Ensure Community has been notified.

Monitor progress in activating and establishing the EOC Assess the overall situation.

Review security posture of EOC.

Review status of call-back notification for EOC staff.

Confirm that all telephones/computers/radios are operational.

Review telephone assignments - publish EOC telephone directory.

Confirm that ACS personnel have ACS net established and contact established with field elements and Operational Area EOC.

Ensure FAX machines operational.

Review CAN procedures. Advise EOC Director of CAN availability.

Establish contact with all EOC Section Chiefs, requesting hasty analysis of situation, personnel staffing problems, major problem areas requiring immediate attention.

Advise EOC Director of any personnel shortages.

Evaluate overall situation - make recommendation to EOC Director regarding requesting City Manager declare Local Emergency.

Establish contact with Operational Area EOC.

Check communications. Advise of any shortfall in communications contact with field units, the Operational Area or other jurisdictions. Advise Logistics Section of needed safety equipment for supporting units, e.g., gloves, hard hats, flashlights, reflective vests, etc.) Confirm that all sections have mounted Status Boards/Incident Charts and are posting current data.

Maintain a log, noting messages received, decisions made, actions taken and personnel on duty.

Establish Briefing Schedule.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

SAFETY OFFICER ACTION CHECKLIST
Review entire checklist.

Ensure Community has been notified.

Obtain a briefing from the MANAGEMENT Staff.

Assess the overall situation.

Establish contact with all EOC sections, requesting personnel; advise of any unsafe working conditions.

Advise Logistics Section of needed safety equipment for field and EOC personnel, e.g., gloves, hard hats, flashlights, reflective vests, etc.)
Conduct periodic safety inspections of all work areas within the EOC and in all off­ site support areas.

Establish a Field Safety Officer at major emergency scenes and incident sites.

Establish liaison with existing Field Safety Officers.

Record and advise EOC Director of unsafe working conditions you have been unable to mitigate.

Maintain a log, noting messages received, decisions made, actions taken and personnel on duty.

Communications Care & Shelter Human Resources Supply Transportation Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PUBLIC INFORMATION OFFICER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing from the Management Staff.

Assess the situation.

Establish and staff Public Information/Rumor Control Unit as quickly as possible.

Prepare an initial information summary as soon as possible.

Observe constraints on the release of all information imposed by the Management Staff.

Establish contacts with the media and provide assistance as required.

Establish an Information Center for the media. Schedule regular briefings. Post briefing schedule.

Establish separate voice mail telephone hotlines for media and public use. Update regularly.

Establish field PIO teams or establish contact with existing Incident Command PIO teams.

Gather and disseminate instructions, warnings, and announcements.

Release news and information. Post the information in the EOC and Media Center. Ensure that field units and Operational Area Public Information Officer receive copies of all releases.

Arrange for escorts, transportation and briefing service for the media and VIPs.

Attend all EOC briefings and Management Staff meetings. Update information releases.

Schedule qualified, knowledgeable speakers for media briefings.

Monitor television and radio transmissions for accuracy. Take immediate steps to correct any misinformation being disseminated to the public.

Issue warnings regarding unsafe areas, structures, and facilities. Issue emergency instructions to the public.

Utilize EDIS, EAS, CAN or other communications systems to issue warnings.

Issue special information releases addressing rumors. Identify them and provide correct information.

Provide information to the public on available transportation routes, closures, medical facilities, etc.

Release an official list of assistance centers and shelter sites.

Ensure that all emergency announcements and information are translated for non-­ Englishspeaking populations.

Maintain a log noting messages received; releases published; interviews granted; and other activities. Maintain record of personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

LIAISON OFFICER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing from the MANAGEMENT Staff.

Assess the overall situation.

Establish contact with all EOC sections, requesting personnel; advise of any problems arising from the support of mutual aid supporting units.

Advise Logistics Section of needed safety equipment for supporting units, e.g., gloves, hard hats, flashlights, reflective vests, etc.)
Maintain continuous liaison with mutual aid supporting units and all off-site support areas.

Establish a Field Liaison Officer at major emergency scenes and incident sites.

Establish liaison with existing Field Liaison Officers.

Record and advise EOC Director of inappropriate commitment of supporting units or activities and/or any support problems you have been unable to mitigate.

Maintain a log, noting messages received, decisions made, actions taken and personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

LEGAL OFFICER ACTION CHECKLIST
Obtain a situation briefing on the extent of the emergency from the EOC Director.

Advise EOC Director on declaring a Local Emergency and/or issuing special orders.

Monitor response effort and advise EOC Director regarding liability exposures and protection against such exposure.

Prepare proclamations, emergency ordinances, and other legal documents as required by the EOC Director.

Develop rules and regulations required for acquisition and/or control of critical resources.

Provide advice and prepare draft documents regarding the demolition of hazardous structures or abatement of hazardous conditions.

Brief relieving staff upon arrival.

Maintain a log noting messages received; decisions made; actions taken; and personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

OPERATIONS SECTION CHIEF CHECKLIST
Review entire CHECKLIST.

Ensure Community has been notified. Action Steps taken o reach all subpopulations include. o Use of Police/Fire Hi-Lo Sirens
o Nixel Alerts
o Local News Media and radio releases
o Other Social Media Alerts (City Web Pages, Instagram’s, Facebook Pages, etc.) o As staffing allows personal door to door contact
Obtain briefing from the Management Staff.

Evaluate the field conditions associated with the emergency. Determine the resources committed and coordinate with Situation Analysis Unit. Develop a briefing with the EOC Director.

Direct Operations Section Unit leaders to maintain up-to-date INCIDENT CHARTS, INCIDENT REPORTS and Section specific map. Ensure that only ACTIVE, ESSENTIAL information is depicted on the INCIDENT CHARTS and SECTION MAP. All section related items of interest should be recorded on INCIDENT REPORT. Copies of the daily INCIDENT REPORT should be provided to Planning Section Documentation Branch at the close of each operational period.

Ensure that Unit Leaders complete appropriate SITUATION REPORT at end of each operational period or as necessary for development of 24 HOUR and 7 DAY ACTION PLAN by the Planning Section Chief.

Assist the Planning Section Chief in the development of the 24 HOUR and 7 DAY ACTION PLANS.

Assign and brief Operations Section personnel on the ACTION PLANS.

Supervise Operations related emergency response.

Coordinate the activities of all departments and agencies involved in the operations.

Determine needs and request additional resources when necessary. Make recommendations to EOC Director regarding need for additional resources.

Establish communications with affected areas.

Assign specific work tasks to various units of the Operations Section as required. Ensure Operations Unit Leaders and personnel possess and utilize CHECKLISTS.

Ascertain what resources are committed. Coordinate further needs with the Logistics Section Chief.

Receive, evaluate, and disseminate emergency operational information.

Establish and maintain staging areas for operations related equipment and personnel.

Coordinate resource needs with the Logistics Section Chief.

Receive, evaluate, and disseminate information relative to the operation of the emergency.

Provide all relevant emergency information to the Public Information Officer.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Maintain an OPERATIONS SECTION LOG noting messages received, decisions made, actions taken, and other activities. Maintain record of personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

LAW ENFORCEMENT UNIT ACTION CHECKLIST
Review entire CHECKLIST.

Ensure Community has been notified.

Obtain a briefing on the extent of the emergency from the Operations Section Chief.

Check telephones and radios. Request repair or augmentation from Logistics Section Services Branch, as required.

Establish Police Unit and staff for extended operations. Mobilize reserves and volunteers, as necessary.

Request all city offices and other facilities be checked for damage and/or disaster related problems.

If appropriate, direct all emergency vehicles be moved to open areas to avoid damage from aftershocks.

Contact Operational Area Law Enforcement Coordinator for status on all city police departments within the county, special problems, and resource availability. Advise Operations Section Chief and Planning Section of major problems and general law enforcement situation.

Contact CHP and other local law enforcement agencies for status, special problems, and availability to respond.

Maintain a LAW ENFORCEMENT INCIDENT CHART and MAP. Record of all MAJOR law enforcement incidents and commitments. Supplement the LAW ENFORCEMENT INCIDENT CHART with a LAW ENFORCEMENT INCIDENT REPORT which includes incidents of lessor importance. A copy of the LAW ENFORCEMENT INCIDENT REPORT should be provided to the Planning Section Documentation Branch at the end of each operational period.

Complete a LAW ENFORCEMENT SITUATION REPORT at the end of each operational period or upon request of the Planning Section Chief. This report will be utilized to brief your relief at the end of the work shift and in preparation of the 24 HOUR and 7 DAY ACTION PLANS.

Check with the other Operations Section Units for a briefing on the status of the emergency.

Check the status, availability, and deployment of other city police departments, volunteer branches and other mutual aid forces.

Report to the Operational Area Law Enforcement Mutual Aid Coordinator on major problems, actions taken, and resources available or needed.

Establish emergency traffic routes in coordination with Public Works, CHP, and County Sheriff. Initiate traffic control, where appropriate.

Provide security for evacuated areas, shelters, casualty collection points, temporary morgues, emergency medical treatment facilities, hospitals, first aid stations, and fire stations.

Keep Operational Area EOC Law Enforcement Branch Directors advised of overall situation.

Keep field forces advised of locations of shelters, first aid facilities, casualty collection points, and other facilities which may be established.

Keep the EOC Director apprised of the current situation.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Assist in the preparation of an INCIDENT ACTION PLAN.

Arrange for feeding and sheltering of mutual aid law personnel as necessary with the Logistics Section.

Maintain a POLICE Branch LOG noting messages received, decisions made, actions taken, and other activities. Maintain record of personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

COMMUNICATIONS DISPATCHER LEADER ACTION CHECKLIST
Review entire Action Checklist.

Ensure Community has been notified.

Obtain a briefing on the extent of the emergency and required communications capabilities from the Operations Unit Leader.

Determine the following:
o Communications Procedures
o Frequencies in use
o Nets established or to be established
o Equipment status
o Capabilities, limitations and restrictions
o Locations of repeaters
o Message center procedures
Insure adequate staffing of Dispatch Section.

Obtain and review Incident Action Plan to determine incident organization and communications plan.

Maintain a record of unusual incident occurrences.

Transmit and receive messages within and external to the incident.

Maintain a COMMUNICATIONS UNIT LOG containing the following types of information:
o Communications Plan
o Messages received and transmitted
o Action Pending
o Action Completed
o EOC personnel and time on duty
o Staff Information Folder
Upon completion of operation, complete a DISPATCH AFTER ACTION REPORT.

The AFTER-ACTION REPORT should include a brief overview of support provided during the operation and recommendations to improve operations. Use the following format:
o Item
o Discussion
o Recommendation
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PUBLIC WORKS UNIT CHIEF ACTION CHECKLIST
Review entire CHECKLIST.

Determine if Public Works Director is to be the Operations Section Chief.

Obtain briefing on the extent of the emergency from the Operations Section Chief.

Check the status, availability, work schedule, and deployment of City Public Works personnel and equipment.

Establish Public Works Unit and staff for extended operations. Initiate call back as required.

Coordinate with Logistics Section the use of volunteers.

Identify "division supervisors" by geographic or other criteria, as necessary.

Establish communication link with Public Works dispatch. Request equipment repair or augmentation from Logistics Section.

Inventory the following essential City services and establish priorities for the restoration of all essential services.
o Blocked streets.
o Damaged bridges, overpasses, and underpasses.
o Damaged dams (Coordinate with Sonoma Water and/or private owners. o Damaged storm drain systems and blocked waterways (Coordinate with Sonoma Water and/ or private agencies).
o Traffic signals and streetlights
Advise Public Information Officer of road and bridge closures.

Coordinate communication of all City Public Works units for status, special problems and availability to respond. Advise Operations Section Chief and Planning Section of major problems and general situation.

Contact utility districts and local agencies for status, special problems, and availability to respond. Coordinate as appropriate.

Coordinate emergency debris removal and disposal.

Maintain a map record of all major Public Works incidents and commitments.

Establish contact with Operational Area Public Works Coordinator and advise of situation.

Coordinate with Operational Area Public Works Coordinator on all in-county public works mutual aid for priority problems.

Check with other Operations Section Units for a briefing on the status of the emergency.

Assess the situation and determine the following:
o Location and nature of major road problems
o Approximate number of injuries and/or dead
o Response already underway
o Best response routes
o Staging Area locations
o Availability of other resources
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

If there is little damage to the city, be prepared to provide assistance to other jurisdictions.

Update and brief the Operations Section Chief.

Coordinate the feeding and sheltering of Public Works Unit personnel though the Care and Shelter unit of the Logistics Section.

Document information and keep accurate records to support the history of the emergency. o Messages received
o Decisions made
o Actions taken
o Requests filled
o Record of other activities
o Maintain record of personnel used within the emergency and time on duty. (Precise information is essential to meet the requirements for reimbursement by state and federal government).

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PUBLIC WORKS FIELD OBSERVERS ACTION CHECKLIST
Obtain a briefing from Situation Status Unit Leader
Review entire checklist.

Identify, confirm radio communications means with the Communications Officer or the SitStat Unit Leader.

Determine:
o Method of communications and a call sign. ·
o Location of assignment
o Type of information required
o Priorities
o Time Limits for completion
o Methods of transportation
Develop log requirements and format for reporting of information.

Obtain necessary equipment and supplies (report forms, maps, flashlights, etc.).

Perform field observer responsibilities to include but not limited to the following:
o Perimeters of incident
o Locations of major damage
o Locations of minor damage
o Any worsening situations
o Weather conditions
o Hazards including escape routes and safe areas
o Progress of Operational resources, including assembly area status o Any situation that warrants attention by emergency operations staff Be prepared to identify all facility locations (staging, shelter and medical care sites).

Report information to SitStat Unit Leader by established procedure.

Report immediately any condition observed which may be a safety hazard to personnel or critical services.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

FIRE/RESCUE UNIT CHIEF ACTION CHECKLIST
Review Entire Checklist
Obtain a briefing on the extent of the emergency from the Operations Section Chief.

Check telephones and radios. Request repair or augmentation from Logistics Section Services Branch, as required.

Establish Fire/Rescue Unit and staff for extended operations.

Contact all fire stations for status, special problems, and availability to respond. Advise Operations Section Chief and Planning section of major problems and general fire/rescue situation.

Maintain a Fire Incident Chart and Map, record of all Major fire/rescue incidents and commitments. Supplement the Fire/Rescue Incident Chart with a Fire/Rescue Incident Report which includes incidents of lesser importance. A copy of the Fire Rescue Incident Report should be provided to the Planning Section Documentation branch at the end of each operational period.

Complete a Fire/Rescue Situation Report at the end of each operational period or upon request of the Planning section Chief. This report will be utilized to brief your relief at the end of the work shift and in preparation of the 24 Hour and 7 Day Action Plans. Maintain a map record of all major fires, hazardous materials spills, rescue operations, and other fire incidents.

Check with the Operations Section Units for a briefing on the status of the emergency.

Check the status, availability, and deployment of strike teams and other mutual aid forces.

Estimate need for fire mutual aid.

Report to Operational Area Fire/Rescue Mutual Aid Coordinator on major problems, actions taken, and resources available or needed.

Advise the EOC Manager of the current situation, as required.

Assist in the preparation of an Incident Action Plan.

If the Medical Branch is activated, coordinate evacuation requirements to include assistance in the evacuation of the injured victims to first aid facilities, casualty collection points, or hospitals.

Arrange for feeding and sheltering of fire personnel, as necessary, with the Logistics Section.

Determine if current and forecasted weather conditions will complicate large and intense fires, hazardous material releases, major medical incidents, and/or other potential problems.

Maintain a log noting messages received, decisions, actions take, and other activities. Maintain a record of personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PLANNING SECTION CHIEF ACTION CHECKLIST
Review entire checklist.

Obtain a briefing on the extent of the emergency from communications or other members of Management Staff and coordinate any specific requirements from the Director of Emergency Services.

Confirm that all key Planning/Logistics Section personnel or alternates are in the EOC or have been notified. Request additional volunteers from Logistics Section as needed.

Activate, and direct Planning/Logistics Section Units and ensure section journal/log is initiated and maintained.

Designate and assign Message Center Coordinator.

Direct Situation Status Unit Leader to initiate collection and display of significant disaster events to include a weather collection system when necessary.

Direct Resource Status Unit Leader to initiate collection and display of field elements assigned and available for assignment to the Operations Section.

Direct Documentation Unit Leader to initiate collection and display of disaster information and to activate the EOC Message Center.

Ensure internal coordination between unit leaders.

Direct SitStat and ReStat Unit Leaders to prepare a briefing on the disaster, resources applied and resources available, or en route for application.

Insure that situation maps and related charts are available and posted with current information.

Assess the impact of the emergency on the City including the initial damage assessment by the city response teams, building inspectors and other field units.

Assemble information on alternative strategies.

Advise Management Staff of any significant changes in incident status.

Establish information requirements and reporting schedule for all ICS organizational elements for use in preparing the INCIDENT ACTION PLAN.

Direct the coordination of periodic disaster, and strategy plans briefings to the Director of Emergency Services, Director of Emergency Services, and chiefs of other EOC Sections, to include predictions on incident potential.

Prepare periodic predictions on the potential of the emergency.

Confirm that Situation and Resource Status Units are compiling and displaying status and resource summary information.

Prepare summary situation reports of the emergency for distribution as directed by the Director of Emergency Services or at least once during each operational period.

Begin planning for transition from response mode to recovery mode in the impacted area(s).

Identify need for use of specialized resources.

Prepare and provide Incident Traffic Plan.

Prepare and distribute directives and orders of the Director of Emergency Services and/or Director of Emergency Services.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Prepare recommendations for systematic release of resources as determination is made that they are no longer required.

Maintain log of all messages received and sent and all significant actions taken. Maintain record of all personnel participating in the operation and their hours on duty.

Submit documentation to Documentation Unit.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

LOGISTICS SECTION CHIEF ACTION CHECKLIST
Review entire Action Checklist.

Obtain a briefing on the extent of the emergency from the Management Staff.

Obtain initial instructions concerning logistics work activities/priorities.

Based on severity of emergency, and guidance on initial work activities, determine Logistics Section personnel requirements. For extended operations consideration should be given to relief personnel. Shifts should not exceed 12-hour periods.

Establish personnel schedule and rosters. The following logistics organization is recommended:
o Situation Analysis/Damage Assessment
o Care and Shelter Unit
o Documentation/Resource Status
o Recovery
Confirm that all Logistics Section members or alternates are in the EOC or have been notified.

Assemble and brief Logistics Unit Leaders.
o Provide summary on incident
o Assign work locations and preliminary work tasks to section personnel o Present procedures and limitations on purchasing or expenditures o Provide administrative and personnel reporting guidance Notify the Planning Section Resources Unit of Logistics Section Units activated including names and locations of all assigned personnel.

Review with Unit Leaders existing logistics resources and logistics requirements for planned and expected operations.

Identify and coordinate for the procurement of additional service and support requirements of personnel, supplies and equipment to support planned and expected operations.

Insure provisions for logistical support of the EOC are in place and operational.

Brief and update the Director of Emergency Services of all logistics resources and support concerns caused by the emergency. Information that should be provided includes:
o Priority logistics requirements filled/completed
o Logistics shortfalls/unresolved problems
o Major new problems since previous brief
o Assistance needed from other agencies and status of mutual aid o Information developed by the Logistics Section that should be passed to other EOC sections or to the public
Assist in the initial development and the daily review of an INCIDENT ACTION PLAN.

Prepare 24 hour and 7-day logistics statements for inclusion in the INCIDENT ACTION PLAN.

Ensure that Logistics Unit Leaders have copies of INCIDENT ACTION PLAN.

Continually coordinate with the Operations Section Chief and Planning Section Chief to ensure timely and efficient logistics support.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Ensure that Logistics Unit Leaders open and maintain UNIT LOGS. All documents prepared by the Logistics Section should be passes to the Documentation Unit in the Planning Section at the conclusion of the emergency. At a minimum the following records should be maintained:
o Messages received and transmitted
o Action Pending
o Action Completed
o Logistics EOC personnel and time on duty
o Active Vendor Records
o Non-Expendable Property Records
o Expendable Property Purchase Records
o Expendable Property Expenditure Record
o Facility Records
o Facility Rental Contracts/Inspection Reports
o Vehicle Records
o Vehicle Accident Reports
o Staff Information Folder
o After Action Report
Maintain accountability of all logistics personnel assigned, both in the EOC and in the field.

Work schedules, time sheets and casualty reports will be submitted to the human resources unit on a timely basis, but not less than once a day.

Ensure for the general welfare and safety of all Logistics Section personnel.

Establish turnover procedures and conduct shift change briefs at the end of each shift.

Prior to the end of the operation obtain a Demobilization Plan from Planning Section.

Prepare a LOGISTICS DEMOBILIZATION PLAN to ensure the efficient return of nonexpendable property, the inventory and disposition of remaining expendable property, payment of vouchers and control of documentation.

Prior to the end of the operation collect the Logistics Unit documentation and AFTER ACTION REPORTS. Prepare and submit a consolidated LOGISTICS AFTER ACTION REPORT to the Director of Emergency Services and/or the Director of Emergency Services.

The AFTER ACTION REPORT should include a brief overview of support provide during the operation and recommendations to improve operations in the following format:
o Item
o Discussion
o Recommendation
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

DAMAGE ASSESSMENT UNIT LEADER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing on the extent of the emergency from the Planning/Logistics Section Chief.

Recall Building Inspectors as required.

Prepare to receive information from police, fire, public works and utilities representatives conducting surface and aerial survey of the City.

Provide for an initial inspection of the entire City and report locations of damaged structures, utilities, roads, signaled traffic-controlled intersections, and facilities.

Pay particular attention to essential facilities such as government buildings, schools, hospitals, utilities and other special facilities.

Initiate request for mutual aid building inspectors and structural engineers.

Prepare a plan for utilization of Building Inspectors to ensure proper deployment as well as a comprehensive coverage of the damaged area.

Prepare the initial damage estimate for the City.

Collect, record and total the type and estimated value of damage.

Alert and activate structural inspection personnel, as required.

Request volunteer Structural Engineers to assist in the inspection of structures. Provide personnel to act as guides for the engineers.

Provide, as required, damage assessment teams to survey structures and potential shelter sites for disaster victims.

Provide, as required, damage assessment teams to inspect and mark hazardous structures and record damage. City damage records are utilized by the Operational Area as a basis for emergency declaration and state and federal agencies use these figures as a basis for federal reimbursement of disaster costs.

Coordinate with PG&E, Red Cross, and the Operational Area on the collection and reporting of damage assessment data. Coordinate through the Liaison Officer in the EOC.

Coordinate with all departments for possible information on damage to structures.

Coordinate with the following agencies for field information and Damage Assessment reports:
o Radio amateurs
o Ca IT rans
o Office of Education
o Pacific Gas and Electric
o Parks & Recreation Department
o California Department of Forestry
o Sonoma County Sheriff's Office
o Media Sources
o Private sector engineering firms
o Maintain log of all messages received and sent and all significant actions taken. o Maintain record of all personnel participating and their hours on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Coordinate with local licensed architects who have been certified by CalOES, to assist with building safety inspections.

SITUATION STATUS UNIT LEADER ACTION CHECKLIST
Obtain briefing and special instructions from the Planning/Logistics Section Chief or person in charge of planning activities.

Review entire checklist.

Prepare and maintain the EOC display.

Activate elements of the Situation Status Unit, establish work area, assign duties, and ensure the Unit Journal/Log is initiated and maintained.

Ensure the Display Processor(s) have all required support items for displays.

Direct collection, organization, and display status of disaster events.

Ensure radio communications is established with Field Observer(s), and an activity log maintained.

Based on the Cities' Safety Element Survey or the nature of the emergency, direct Field Observers to report on high priority areas, (densely populated and critical service areas) first.

Ensure "human" communications pathways within the elements of the Planning/Logistics Section are initiated and maintained.

Ensure "human" communications pathways with information sources in other sections are initiated, and direct and maintain individual logs.

Provide for an authentication process in case of conflicting status reports on events.

Prepare and present an overview Situation Report (SitRep), an evaluation of the disaster situation, and predictions on the course of the disaster event(s) before each planning meeting or upon request of the Planning/Logistics Section Chief or Director of Emergency Services.

Assist in strategy planning based on the evaluation of the disaster situation and predictions of the probably course of event(s).

Maintain Situation Status Unit records to include Unit Log.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

RESOURCE STATUS UNIT LEADER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing and special instructions from the Planning/Logistics Section Chief.

Direct collection, organization, and display status of incident resources to include allocation, deployment and staging areas.

Activate elements of the Resource Status Unit, establish work areas, assign duties, and ensure Unit Journal/Log is maintained.

Establish Situation Map
Obtain necessary equipment, and supplies (status board, marking pens, T-Cards, reporting forms, etc.).

Obtain additional staff from police, fire, and public works, as required.

Establish a check-in procedure of resources at specified incident locations.

Maintain master list of all resources received at the incident.

Ensure "human" communications pathways are identified and established within the Planning/Logistics Section, with other sections, and direct the maintenance of individual logs.

Provide for an authentication system in case of conflicting status reports on resources.

Provide a resources overview and summary information to Situation Unit as requested and written status reports on resources allocations as directed by the Planning/Logistics Section Chief.

Assist in strategy planning based on the evaluation of the resources allocations, resources en route, and projected resources shortfalls.

Make recommendations to Planning/Logistics Chief regarding resources that are not employed and/or should be deactivated.

Maintain a Unit Log.

Ensure posted information is documented for the situation and status records BEFORE clearing the display boards.

Document information and keep accurate records to support historical events/occurrences of the emergency.
o Messages received
o Action taken
o Requests filled
o EOC personnel and time on duty
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

DOCUMENTATION UNIT LEADER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing on the extent of the emergency from the Planning/Logistics Section Chief.

Establish incident files relating to the emergency.

Check the accuracy and completeness of records submitted for file.

Maintain a file on all EOC messages.

Establish duplication services and support all EOC staff elements as required (duplicate official forms, etc.)
Correct errors in documentation by checking with the appropriate EOC personnel.

File, store and maintain files for legal, analytical and historical purposes.

Coordinate with each of the Planning/Logistics Section Units.

Maintain log of all messages received and sent and all significant actions taken.

Maintain record of all personnel participating and their hours on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

RECOVERY UNIT LEADER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing on the extent of the emergency and related damage from the Planning/Logistics Section Chief.

Establish incident files relating to damage in the city.

Activate Recovery Unit and determine staffing requirements.

Notify Operational Area EOC of activation of Recovery Unit.

Obtain required information relative to time/location of State/FEMA orientation briefings for disaster assistance.

If appropriate, develop Letter of Intent and forward to FEMA.

Review Recovery Operations Manual.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

STAFF CARE/SHELTER ACTION CHECKLIST
Review entire Action Checklist.

Obtain a briefing on the extent of the emergency from the Planning/Logistics Section Chief.

Based on information provided from the Operations Section determine shelter site requirements for city personnel, their families and civilian victims requiring shelter, food and water. Request necessary food supplies, equipment and other supplies to operate shelter sites in coordination with the Red Cross.

Ensure Shelter Managers establish a shelter registration function, a welfare inquiry system and maintain a message board. Ensure shelters report the health and welfare status of all shelter occupants to Central Registration.

Obtain and maintain an updated list of victims and their locations from the American Red Cross Chapter.

Record and evaluate information regarding requests, activities, expenditures, damage and casualties.

Report all statistical information to Situation Analysis Unit. o Displaced persons
o Shelter sites
o Type of shelter
o Number of people in shelters
o Number of people that can be accommodated.

Periodically update shelter related information to the Public Information Officer.

Using available public structures which have been declared safe for occupancy by the City Building Department, provide shelter for mutual aid workers, convergent volunteers and others as required.

Plan and provide for the feeding of Disaster Service Workers, Mutual Aid workers, families of city emergency workers, convergent volunteers, field personnel and others as required.

Consider the special needs as required for the care of unattended children, the aged, and the shelterees with disabilities. Where possible, ensure that all shelter facilities comply with the Americans with Disabilities Act provisions.

Coordinate with the County Health Officer to determine public health hazards and establish standards for control of public health issues.

Coordinate with the Redwood Empire Veterinary Association and the Red Cross to establish facilities for the care and housing of pets belonging to individuals sheltered in city shelters.

Coordinate with Transportation Unit to transport evacuees to and from centers.

Maintain log of all messages received and sent and all significant actions taken.

Maintain record of all Care and Shelter personnel participating and their hours on duty. o Shelter Information
o Victim Rosters
o Messages received and transmitted
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

o Action Pending
o Action Completed
o EOC Care & Shelter personnel and time on duty
o Staff Information Folder
Upon completion of operation, complete a CARE AND SHELTER AFTER ACTION REPORT.

Complete an AFTER-ACTION REPORT. It should include a brief overview of support provided during operation and recommendations to improve operations:
o Item
o Discussion
o Recommendation
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

FINANCE SECTION CHIEF ACTION CHECKLIST
Review entire checklist.

Obtain a briefing on the extent of the emergency from the Planning/Logistic Section Chief.

Obtain initial instructions concerning work activities and priorities.

Establish sub-units as required (Cost, Time and Supply Unit, Compensation and Claims Unit).

Brief all Finance Section personnel.

Obtain input from the various units to determine projected cost of supplies and materials to support the emergency.

Collect cost data, complete cost effectiveness analysis and determine cost estimates and make recommendations for cost savings.

Ensure that Time Unit maintains records of all personnel time worked at the emergency which includes all volunteers that may or may not be previously registered as Disaster Service Workers.

Ensure that Compensation and Claims Unit manages all legal claims for compensation filed against the City.

Ensure that a Finance Section log is maintained, noting messages received, decisions made and actions taken, and personnel on duty.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

TIME UNIT LEADER ACTION CHECKLIST
Review entire checklist.

Obtain a briefing from Finance Section Chief.

Determine personnel requirements for time recording function.

Establish contact with appropriate agency personnel/representatives.

Organize and establish time unit.

Establish unit objectives, make assignments, and evaluate performance.

Establish and maintain a file for employee time records for each person. This file should include:
o Correct Identification
o Specific pay provisions
o Hours worked
o Assignment
o Travel
o Termination of involvement in emergency
Ensure that daily personnel time recording documents are prepared and compliance to time policy is met.

Submit cost estimate data forms to cost unit as required.

Provide for records security.

Ensure that all records are current or complete prior to demobilization.

Time reports from assisting agencies should be released to the respective agency representatives prior to demobilization.

Brief Finance Section Chief on current problems recommendations, outstanding issues, and follow-up requirements.

Maintain Unit Log.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

HUMAN RESOURCES UNIT LEADER ACTION CHECKLIST
Review entire Action Checklist.

Obtain a briefing from the Finance Section Chief.

Canvas the Operations and Planning Section to determine immediate needs for volunteer or other personnel support. Determine what types of skills are needed, where, and for how long.

Confirm that volunteers are being properly registered as Disaster Service Workers. If not, establish a Disaster Service Workers Registration function as soon as possible.

Determine the number and location of personnel assigned to field activities.

Determine the status of personnel in each department and identify employees that can be utilized for more urgent assignments.

Develop a relief plan and coordinate with all sections.

Fill requests for personnel needs.

Identify the number of "On Duty" personnel available for assignment.

Maintain a Personnel Resource Pool.

Forward all personnel time records and documentation to the Time Unit of the Finance Section.

If this unit has not been established, maintain time and assignment records for all city employees and volunteers.

Register and assign Disaster Service Volunteer Workers. Coordinate with the Public Information Officer for public release of the location of registration areas. Disaster Service Worker volunteers are coordinated primarily through the Sonoma County Volunteer Bureau.

Open and maintain a Unit Log. Insure that all documents prepared by the Logistics Section are forwarded to the Documentation Unit in the Planning Section at the conclusion of the emergency.
o Messages received and transmitted
o Action Pending
o Action Completed
o Logistics EOC personnel and time on duty
o Staff Information Folder
o After Action Report
Obtain DEMOBILIZATION PLAN from the Logistics Section Chief.

Supervise the demobilization of the Human Resources (Personnel) Unit to include return of non-expendable property, inventory and disposition of remaining expendable property, payment of vouchers and control of documentation.

Upon completion of the emergency operations, compile and prepare the HUMAN RESOURCES AFTER ACTION REPORT.

The AFTER-ACTION REPORT should include a brief overview of support provide during the operation and recommendations to improve operations in the following format:
o Item
o Discussion
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

COMPENSATION/CLAIMS UNIT ACTION CHECKLIST
Review entire checklist.

Obtain briefing from Finance Section Chief.

Establish contact with Human Resources and Damage Assessment Units and Liaison Officer or agency representatives if no Liaison Officer is assigned.

Determine the need for compensation for injury and claims specialists, order injury and claims specialists, and order personnel if needed.

Establish compensation for injury work area with the medical unit whenever feasible.

Obtain a copy of the Incident Medical Plan if one is available.

Ensure that compensation for injury and claims specialists have adequate work space and supplies.

Brief compensation/claims specialists on incident activity.

Coordinate with Procurement Unit on procedures for handling claims.

Periodically review all logs and forms produced by compensation/claims specialists to ensure:

Work is complete.

Entries are accurate and timely.

Work is in compliance with agency requirements and policies.

Keep Finance Section Chief briefed on unit status and activity.

Obtain Demobilization Plan and ensure that compensation for injury and claims specialists are adequately briefed on Demobilization Plan.

Ensure that all compensation for injury and claims logs and forms are up-to-date and routed to the proper agency for post-incident processing prior to demobilization.

Document information and keep accurate records to support historical actions and events of the emergency.

Demobilize unit in accordance with Demobilization Plan.

Maintain Unit Log.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

TRANSPORTATION UNIT LEADER ACTION CHECKLIST
Review entire Action Checklist.

Obtain a briefing on the extent of the emergency, existing transportation requirements and priorities from the Finance Section Chief.

Analyze existing transportation capabilities of the city and county. Update Emergency Plan Inventory and include maintenance status of all equipment.

Prioritize transportation requirements required to support immediate and extended operations.

Publish a 24-hour Transportation Schedule which includes courier routes as required to support daily operations.

Make a prioritized list of equipment and personnel shortfalls.

With the approval of the Finance Section Chief, place request for additional vehicles, drivers and support personnel, purpose for which they will be used, estimated duration of assignment and locations.

Establish procedures to control transportation assets. If possible, assign a full-time dispatcher.

Requests for evacuations of schools or other groups of civilians and driver safety are paramount and should receive priority over movement of crews, supplies or material. Special attention shall be given to the provision of transportation for persons with disabilities.

Provide transportation for the Director of Emergency Services, VIPs and academic research teams to on-site inspections as required.

Coordinate transportation needs with volunteer organizations.

Open and maintain following records on vehicles.
o Dispatcher Vehicle Status Board
o Vehicle Records
o Vehicle Accident Reports
o Vehicle Maintenance Board
Open and maintain a TRANSPORTATION UNIT LOG. Ensure that all documents prepared by the Transportation Unit are released to the Planning Section's Documentation Unit at the conclusion of the emergency.
o Document messages received/transmitted
o Action taken.
o Requests filled.
o EOC personnel and time on duty.
o Active Vendor Records
o Non-Expendable Property Records
o Expendable Property Purchase Records
o Staff Information Folder
Obtain LOGISTICS DEMOBILIZATION PLAN from the Finance Section Chief. Recommend release of unit resources in conformity with demobilization plan.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Prepare a TRANSPORTATION DEACTIVATION PLAN to ensure return of non-expendable property, inventory and disposition of remaining expendable property, payment of vouchers and control of documentation.

Upon completion of operation complete a TRANSPORTATION AFTER ACTION REPORT.

The AFTER-ACTION REPORT should include a brief overview of support provide during the operation and recommendations to improve operations in the following format:
o Item
o Discussion
o Recommendation
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

SUPPLY UNIT LEADER ACTION CHECKLIST
Review entire Action Checklist.

Obtain a briefing on the extent of the emergency from the Finance Section Chief and priorities to be established for supplies required to support emergency operations.

Participate in the Finance Section planning.

Assign personnel as required to adequately staff the Supply Unit. Be prepared for manual operations.

Provide administrative supplies as required to the Management, Operations, Planning, Logistics and Finance Sections.

Prepare inventory of all warehoused supplies. Research the availability of resources and prepare a report to the Finance Section Chief.

Coordinate with the Finance Branch for the administration of all financial matters pertaining to vendor contracts and open purchase orders.

Stockpile, maintain, deploy and reserve critical supplies and equipment. Maintain an inventory of all supplies expended during the operation.

Coordinate with other jurisdictions/private companies on sources of equipment and supply.

Alert supply personnel, mutual aid providers, contractors and emergency vendors of any possible needs.

Provide a forecast of the City's ability to survive on current inventories and locally procured items.

Process all administrative paperwork associated with equipment rental (copy and FAX machines) and supply contracts. Forward this information to the Finance Section. o Open and maintain a Supply Unit Log. Ensure that all documents prepared by the Supply Unit are given to the Planning Section’s Documentation Unit at the conclusion of the emergency.
o Document messages received/Transmitted
o Action taken.
o Requests filled.
o EOC personnel and time on duty.
o Active Vendor Records
o Non-Expendable Property Records
o Expendable Property Purchase Records
o Staff Information Folder
Obtain FINANCE DEMOBILIZATION PLAN from the Finance Section Chief. Recommend release of unit resources in conformity with demobilization plan.

Prepare a SUPPLY DEACTIVATION PLAN to ensure return of non-expendable property, inventory and disposition of remaining expendable property, payment of vouchers and control of documentation.

Upon completion of operation complete an SUPPLY AFTER ACTION REPORT.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

The AFTER-ACTION REPORT should include a brief overview of support provided during the operation and recommendations for improving future operations. Use the following format:
o Item
o Discussion
o Recommendation
At the conclusion of the emergency operations, identify vendors and service providers who provided extraordinary service to the city and request the City Council recognize these individuals and companies for their support to the emergency operations.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

COST UNIT LEADER ACTION CHECKLIST
Review entire checklist.

Obtain briefing from Finance Section Chief.

Coordinate with city payroll section and agency headquarters of supporting units on cost reporting procedures.

Obtain and record all cost data.

Maintain cumulative emergency cost records.

Prepare periodic cost summaries for the Director of Emergency Services and the Director of Emergency Services and maintain fiscal records of all expenditures relative to the emergency.

Prepare resources-use cost estimates for planning.

Make recommendations for cost savings to Finance Section Chief.

Maintain accurate and cumulative incident cost records for the use of all assigned resources.

Ensure all financial obligation documents initiated from the emergency are properly prepared and accurately identified. Ensure that EOC Sections maintain proper supporting documentation and records to support any claims emanating from the EOC.

Complete all records prior to demobilization.

Provide for records security.

Brief Logistics Section Chief on current problems, recommendations, outstanding issues, and follow-up requirements.

Maintain Unit Log. Document information and keep accurate records to support the history of the incident.
o Messages received
o Action taken
o Requests filled
o EOC personnel and time on duty
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL SITUATION REPORT (SITREP)
EOC COMMAND SECTION SITUATION REPORT (Fire Chief)
Date: Time: Report # Reporting Period
Prepared By: Incident:

Director Shift 1: Deputy Director Shift 2:

EOC ACTIVATION/DECLARATIONS/ORDINANCES (LEGAL)
Activation/Declaration/Ordinance Subject Matter Date/Time EOC Activation
Local Emergency Declaration
Gubernatorial Declaration
Small Business Administration
Declaration
Presidential Declaration
Resolution or Ordinance No.

Resolution or Ordinance No.

Resolution or Ordinance No.

ACTION PLAN OBJECTIVES FOR TOMORROW:

1. 2.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

3. 4.

SAFETY MESSAGE:

LIAISON REPRESENTATIVES FROM OTHER AGENCIES (LIAISON OFFICER) Organization/Agency Name EOC Location Contact Numbers

ACS (RACES)
American Red Cross
Sonoma Water
Pacific Bell Telephone
PG&E
Salvation Army
National Guard
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

State OES (Coastal
Region)
Sonoma County Transit
City Transit
City School District
FEMA ESFs
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL LAW ENFORCEMENT SITUATION REPORT (SITREP)

LAW ENFORCEMENT SITUATION REPORT (POLICE DEPT)
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Section Chief Shift 1: Section Chief Shift 2:

RESOURCE STATUS SUMMARY
Resources Personnel Vehicles Equipment
Losses
Committed
Available Now
Available in 2 Hours
Mutual Aid Requested
Staging Area Location
Remarks/Special Equipment Needs
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PRIORITY PROBLEMS
Problem/Location
(By Priority)
Incident Commander Personnel On-Scene Equipment Needed

1. 2.

3. Remarks:

Continued on next page
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

ROAD CONDITIONS (ATTACH MAP ON BACK)
Road Location Closed Limited Traffic Expected Opening

1. 2.

3. 4.

5. Best North/South Route:

Best East/West Route:

PIO INFORMATION (Curfew/access restrictions; etc.)
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

MUTUAL AID UTILIZATION
Agency/Strike
Team
ETA or OnScene
Date/Time
Type
Equipment
Commander Assigned To Status

1. 2.

3. 4.

5. 6.

SPECIAL NOTES/REMARKS
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PIO INFORMATION
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL PUBLIC WORKS SITUATION REPORT

PUBLIC WORKS SITUATION REPORT
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Section Chief Shift 1: Section Chief Shift 2:

RESOURCE STATUS SUMMARY
Resources Personnel Vehicles Equipment
Public Works Resource
Losses
Resources Committed
Available Now
Available in 2 hrs
Mutual Aid Requested
Remarks/Special Equipment Needs
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

YARD AND FACILITY STATUS
Name of
Facility
Address
Location
Reported
Damage
Est. Time for
Repairs
Person to
Contact
Communications
(Phone, Radio)
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PRIORITY PROBLEMS
Problem/Location
(By Priority)
Incident
Commander
CP Location Resources on
Scene
Dead/Inj Homes
Dmgd/Dest

1. 2.

3. 4.

5. 6.

7. 8.

9. Remarks:

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

MUTUAL AID UTILIZATION
Agency/Strike
Team
ETA or OnScene
Date/Time
Type
Equipment
Commander Assigned To Status

1. 2.

3. 4.

5. Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

SPECIAL NOTES/REMARKS

PIO INFORMATION
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL UTILITIES SITUATION REPORT (SITREP)

UTILITIES SITUATION REPORT
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Section Chief Shift 1: Section Chief Shift 2:

RESOURCE STATUS SUMMARY
Resources Personnel Vehicles Equipment
Utilities Resource
Losses
Resources Committed
Available Now
Available in 2 hrs
Mutual Aid Requested
Remarks/Special Equipment Needs
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

YARD AND FACILITY STATUS
Name of
Facility
Address
Location
Reported
Damage
Est. Time for
Repairs
Person to
Contact
Communications
(Phone, Radio)

PRIORITY PROBLEMS
Problem/Location
(By Priority)
Incident
Commander
CP Location Resources on
Scene
Dead/Inj Homes
Dmgd/Dest

1. 2.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

3. 4.

5. 6.

7. 8.

9. Remarks:

MUTUAL AID UTILIZATION
Agency/Strike
Team
ETA or OnScene
Date/Time
Type
Equipment
Commander Assigned To Status

1. Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

2. 3.

4. 5.

SPECIAL NOTES/REMARKS
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PIO INFORMATION
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL FIRE/RESCUE SITUATION REPORT (SITREP)

FIRE/RESCUE SITUATION REPORT
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Section Chief Shift 1: Section Chief Shift 2:

RESOURCE STATUS SUMMARY
Resources Personnel Vehicles Equipment
Fire Resource Losses
Resources Committed
S/T Available Now
S/T Available in 2 hrs
Mutual Aid Requested
Remarks/Special Equipment Needs

PRIORITY PROBLEMS
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Problem/Location
(By Priority)
Incident Commander Personnel On-Scene Equipment Needed

1. 2.

3. Remarks:

Continued on next page
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

AREAS EVACUATED

AREA CAUSE OF

EVACUATION
NUMBER

EVACUATED

EVACUATED TO EXPECTED
RETURN

1. 2.

3. 4.

5. SEARCH AND RESCUE AREAS
Incident Name Location Incident Commander Status

MUTUAL AID UTILIZATION
Agency/Strike
Team
ETA or OnScene
Date/Time
Type
Equipment
Commander Assigned To Status
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

1. 2.

3. 4.

5. 6.

SPECIAL NOTES/REMARKS
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

PIO INFORMATION
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL PLANNING SECTION - SITUATION REPORT (SITREP)

EOC ACTIVATION/DECLARATIONS/ORDINANCES
Activation/Declaration/Ordinance Date/Time By
EOC Activation
Local Emergency Declaration

DAMAGE ASSESSMENT SUMMARY
Item Source Number
1A Deaths
1B Injuries

DAMAGE ASSESSMENT SUMMARY - PUBLIC SECTOR (DAMAGE ASSESSMENT) Federal Category Est. Emerg Costs Estimated Costs Source of Information C1 Roads (FAS)
C2 Roads (Non-Federal)
D Water Control
Systems

PLANNING SECTION SITUATION REPORT
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Director Shift 1: Deputy Director Shift 2:

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

E Public Buildings
F Public Utilities
G Facilities Under
Construction
H Private Non-Profits
I Other

WEATHER SUMMARY - CURRENT CONDITIONS DATE/TIME (SIT/INTELL) Wind Direction/Speed Precipitation Humidity Temperature Barometric Pressure

Rainfall Last 24 Hrs Rainfall Next 24 Hrs Notes

INCIDENT SUMMARY
Total Incidents: # Completed # In Progress # Waiting

DAMAGE ASSESSMENT CHART
DATE/TIME OF POSTING: POSTED BY:

PRIVATE SECTOR DAMAGE -DEATHS AND INJURIES
1 A Number Dead
1 B Number Injured

PRIVATE SECTOR DAMAGE - PROPERTY
NUMBER $LOSS
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

2A Homes Damaged
2B Homes Destroyed
2C Businesses Damaged
2D Businesses Destroyed
2E Agricultural Losses
2F Damage to Private
2G Damage to Private
Hospitals
2H Damage to Private Utilities
TOTAL PRIVATE DAMAGE $
3A Damage to Federal Aid
System Roads
3B Damage to Elementary
and Secondary Schools
3C Damage to Federal
Facilities
3D Damage to Public Facilities
(5A-51)

TOTAL PUBLIC DAMAGE
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL LOGISTICS SITUATION REPORT (SITREP)

EOC LOGISTICS SITUATION REPORT
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Section Chief Shift 1: Section Chief Shift 2:

TOP 5 CRITICAL ITEMS (SUPPLY UNIT)
Item Required Current Qty Requested By Forwarded To Due-In Date/Time

VOLUNTEER DONATION SITES (COORDINATE WITH AREA OES)
Name Location Operated By Communications Operating Hours Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

REQUESTS FOR DONATIONS (RELIEF ORGANIZATIONS)
Item Needed Quantity Needed By Contact Deliver To

EXPENDITURE SUMMARY
Times Purchase Rental Contract
Expended Today
Expended to Date
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Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

CITY OF SEBASTOPOL FINANCE SITUATION REPORT (SITREP)

EOC LOGISTICS SITUATION REPORT
Date: Time: Report# Reporting Period: 8 12
24 Prepared By: Incident:

Section Chief Shift 1: Section Chief Shift 2:

TOP 5 CRITICAL ITEMS (SUPPLY UNIT)
Item Required Current Qty Requested By Forwarded To Due-In Date/Time

VOLUNTEER DONATION SITES (COORDINATE WITH AREA OES)
Name Location Operated By Communications Operating Hours Agenda Item Number: 8
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City Council Meeting Packet for Meeting of: December 16th

REQUESTS FOR DONATIONS (RELIEF ORGANIZATIONS)
Item Needed Quantity Needed By Contact Deliver To

EXPENDITURE SUMMARY
Times Purchase Rental Contract
Expended Today
Expended to Date
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Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

KEY FACILITIES AND STRUCTURES LIST
PRIORITY 1 - CRITICAL EMERGENCY SERVICES FACILITIES
(Critical Emergency Services Facilities List to be developed) Facility Name Location Phone Thomas Map
Page/Coord
PRIORITY 2 - POTENTIALLY HAZARDOUS FACILITIE
(Potential Hazardous Facilities List to be developed)
Facility Name Location Phone Thomas Map
Page/Coord
PRIORITY 3 - HIGH OCCUPANCY/DEPENDENT POPULATION FACILITIES Agenda Item Number: 8
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(High Occupancy/Dependent Population Facilities List to be developed) Facility Name Location Phone Thomas Map
Page/Coord
PRIORITY 4- OTHER PUBLIC FACILITIES
(List of other key or essential public facilities to be developed) Facility Name Location Phone Thomas Map
Page/Coord
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I. DEACTIVATION OF THE EMERGENCY OPERATIONS CENTER (EOC) As activity wanes in disaster response operations the tendency is for EOC staff personnel to fade away, especially if the activity within a particular unit begins to diminish or it appears the unit has completed its function. The EOC will be deactivated or the activation level will be lowered upon the recommendation of the EOC Manager/Director based upon the status of the incident and ongoing needs. Under no circumstances will any Unit or Section cease operations without specific approval of the EOC Director. The EOC Director is responsible to ensure that the EOC is capable of continued operation even as the activity wanes. Accordingly, the Director of Emergency Services may phase-out specific functions (Units and/or Sections) as the need for their presence no longer exists. As Units or Sections phase-out, selected personnel will be placed on-call to return to the EOC on short notice should the need arise. Section Chiefs will provide the Human Resources Unit with a list of oncall personnel prior to terminating operations within the EOC.

Phase-down and/or deactivation of the EOC shall be accomplished as depicted on Deactivation Checklist located at Tab I.

1. After Action Reports
After-Action reports are required any time the Emergency Operations Center is activated or any form of the EOC support activity is placed into action. The Emergency Services Director, Incident Commander or EOC Coordinator/Safety Officer will ensure that all responsible persons, Section Chiefs, Unit Leaders and others submit these reports. Initial After-Action reports will be submitted within 48 hours of the closing of the operation. Follow-up reports will be submitted as information is collected, but not later than 30 days after the closing of the incident. A sample After-Action report form is contained at TAB G.

2. Recovery Operations
Prior to the de-activation of the EOC, at some point during the phase-down of operations, the Director of Emergency Services shall designate a senior city official as the Recovery Officer. In some instances this could be a long-term assignment lasting months or even years. This individual shall be responsible for the development of priorities for both short and long-term recovery activities to be undertaken by city and support agencies; assisting city departments and agencies in the development and submission of claims; submission of a Letter of Intent to file for federal disaster assistance to the federal government (if appropriate); compilation of documentation to support claims for financial reimbursement; and coordinating and scheduling review activities between city agencies and federal inspectors. A recovery staff will be required to conduct these activities and should be identified prior to the termination of the emergency management staff operations.

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Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

GLOSSARY OF TERMS
This Glossary contains definitions of terms commonly used in the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

A
Action Plan: "Action Plan" is the plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies. (See EOC Action Plan) Activate: At a minimum, a designated official of the emergency response agency that implements SEMS as appropriate to the scope of the emergency and the agency's role in response to the emergency.

Aerial Reconnaissance: An aerial assessment of the damaged area which includes gathering information on the level and extent of damage and identifying potentially hazardous areas for on-site inspections.

After Action Report: A report covering response actions, application of SEMS, modifications to plans and procedures, training need, and recovery activities. After action reports are required under SEMS after any emergency that requires a declaration of an emergency. Reports are required within 90 days.

Agency: An agency is a division of government with specific function, or a non-governmental organization (e.g., private contractor, business, etc.) which offers a particular kind of assistance. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation), or assisting and/or cooperating (providing resources and/or assistance). (See Assisting, Cooperating Agency and Multi-agency.)
Agency Assistance: Grants for projects or planning activities, loans, and all other forms of financial or technical assistance provided by the Agency.

Agency Dispatch: The agency or jurisdictional facility from which resources are allocated to incidents.

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Agency Executive or Administrator: Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

Agency Representative: An individual assigned to an incident or to an EOC from an assisting or cooperating agency who has delegated authority to make decisions on matters affecting that agency's participation at the incident or at the EOC. Agency Representatives report to the Liaison Officer at the incident, or the EOC.

Air Operations Branch Director: The person primarily responsible for preparing and implementing the air operations portion of the Incident Action Plan. Also responsible for providing logistical support to helicopters and aircraft operating on the incident.

Allocated Resources: Resources dispatched to an incident.

American Red Cross: A nationwide volunteer agency that provides disaster relief to individuals and families.

Area Command: An organization established to: 1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization; or 2) to oversee the management of a very large incident that has multiple Incident Management Teams assigned to it.

Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.

Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision-making.

Asset: A person, structure, facility, information, material or process that has value.

Assigned Resources: Resources checked in and assigned work tasks on an incident.

Assignments: Tasks given to resources to perform within a given operational period, based upon tactical objectives in the Incident or EOC Action Plan.

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Assistant: Title for subordinates of the Command Staff positions at the Field SEMS level. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may also be used to supervise unit activities at camps.

Assisting Agency: An agency directly contributing tactical or service resources to another agency.

Auxiliary Communications Service (ACS): A communications reserve that provides tactical, logistical and administrative support and communications for all government communications systems.

Available Resources: Incident-based resources that are available for immediate assignment.

B
Base: The location at an incident at which primary logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term "Base.") The Incident Command Post may be collocated with the Base.

Base Flood: A term used in the National Flood Insurance Program to indicate the minimum size flood to be used by a community as a basis for its floodplain management regulations; presently required by regulation to be that flood which has a one-percent chance of being equaled or exceeded in any given year. Also known as a 100-year flood or one-percent chance flood.

Base Flood Elevation (BFE): The elevation for, which there is a one-percent chance in any given year that flood levels, will equal or exceed it. The BFE is determined by statistical analysis for each local area and designated on the Flood Insurance Rate Map. It is also known as the 100-Year Flood.

Branch: The organizational level at the SEMS Field Level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified by the use of Roman Numerals or by functional name (e.g., medical, security, etc.). Branches area also used in the same sequences at the SEMS EOC Levels.

Branch Director: The ICS title for individuals responsible for supervision of a Branch at the Field Level. At SEMS EOC levels, the title Branch Coordinator is sometimes used.

C
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Cache: A pre-determined complement of tools, equipment and/or supplies stored in a designated location, available for incident use.

California Emergency Council: The official advisory body to the Governor on all matters pertaining to statewide emergency preparedness. The Sonoma County Op Area also has an Emergency Council that advises Fire & Emergency Services.

Camp: A geographical site, within the general incident area, separate from the Incident Base, equipped and staffed to provide sleeping, food, water, and sanitary services to the incident personnel.

Capability: The means to accomplish a mission, function or objective.

Care and Shelter: A phase of operations that meets the food, clothing, and shelter needs of people on a mass care basis.

Casualty Collection Points (CCP): See Field Treatment Sites Catastrophic Disaster: Although there is no commonly accepted definition of a catastrophic disaster, the term implies an event or incident, which produces severe and widespread damages of such a magnitude as to result in the requirement for significant resources from outside the affected area to provide the necessary response.

Chain of Command: A series of management positions in order of authority.

Check-in: The process whereby resources first report to an incident or into an EOC/Check-in locations at the SEMS Field level include: Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Helibases, Helispots, and Division Supervisors (for direct line assignments).

Checklist: A pre-determined list of actions to be taken by an element of the emergency organization in response to a particular event or situation.

Chief: The ICS title for individuals responsible for management of functional sections: Operations, Planning, Logistics, and Finance/Administration.

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Civil Air Patrol: A civilian auxiliary of the United States Air Force, which provides personnel, services, and equipment for specified missions in support of state and local emergency operations.

Civil Disorder: Any incident intended to disrupt community affairs that require police intervention to maintain public safety including riots, mass demonstrations and terrorist attacks.

Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or agency specific codes are used when utilizing Clear Text.

Command: The act of directing, and/or controlling resources at an incident by virtue of explicit legal, agency, or delegated authority. May also refer to the Incident Commander.

Command Post: (See Incident Command Post)
Command Staff: The Command Staff at the SEMS Field level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These functions may also be found at the EOC levels in SEMS.

At the EOC, they would report to the EOC Director, but may be designated as Coordinators. At EOCs, the functions may also be established as Sections, or Branches to accommodate subsequent expansion.

Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence.

Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A communications Unit may also be a facility (e.g. a trailer or mobile van) used to provide the major part of an Incident Communications Center.

Community Right-to-Know: Legislation requiring the communication of chemical use and storage to local agencies or the public.

Compact: Formal working agreements among agencies to obtain mutual aid.

Compensation Unit/Claims Unit: Functional unit within the Finance/Administration Section responsible for financial concerns resulting from property damage, injuries or fatalities at the incident or within an EOC.

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Complex: Two or more individual incidents located in the same general area that is assigned to a single Incident Commander or to a Unified Command.

Comprehensive Emergency Management (CEM): An integrated approach to the management of emergency programs and activities for all four emergency phases (mitigation, preparedness, response, and recovery), for all types of emergencies and disaster (natural, manmade, and attack), and for all levels of government (local, State, and Federal) and the private sector.

Consequence: effect of an event, incident or occurrence Continuity of Government: All measures that may be taken to ensure the continuity of essential functions of governments in the event of emergency conditions, including line-of-succession for key decision makers. Continuity of Government (COG) is an essential function of emergency management and is vital during an emergency/disaster situation. Continuity of Government is defined as the preservation, maintenance, or reconstitution of the civil government's ability to carry out its constitutional responsibilities. All levels of government share a constitutional responsibility to preserve the life and property of their citizens. The California Government Code and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.

Contingency Plan: A sub or supporting plan which deals with one specific type of emergency, its probable effect on the jurisdiction, and the actions necessary to offset these effects.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to the incident control effort (e.g., American Red Cross, telephone company, local utility, etc.).

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multi-agency or Inter-agency coordination is found at all SEMS levels.

Coordination Center: Term used to describe any facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents.

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Cost Sharing Agreements: Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost sharing agreements are normally written but may also be verbal between authorized agency and jurisdictional representatives at the incident.

Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

D
Damage Assessment: The process utilized to determine the magnitude of damage and the unmet needs of individuals, businesses, the public sector, and the community caused by a disaster or emergency event.

Dam Failure: Part or complete collapse of a dam causing downstream flooding.

Declaration: The formal action by the President to make a State eligible for major disaster or emergency assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 3-288, as amended (the Stafford Act).

Declaration Process: When a disaster strikes, local authorities and individuals request help from private relief organizations and their State government, which give all assistance possible. If assistance is beyond their capability, the Governor requests a Presidential declaration of a major disaster or an emergency.

Delegation of Authority: A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints and other considerations or guidelines as needed. Many agencies require written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents.

Demobilization Unit: Functional unit within the Planning Section responsible for assuring orderly, safe and efficient demobilization of incident or EOC assigned resources.

Department Operations Center (DOC): A location used by a distinct discipline, such as fire, medical, hazardous materials, or a unit, such as Department of Public Works, Department of Health or local water district to manage and coordinate their departmental response functions in a disaster.

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Department operations centers may be used at all SEMS levels above the field response level, depending upon the impact of the emergency.

Deputy Incident Commander (Section Chief or Branch Director): A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior and therefore must be fully qualified in the position. Deputies may also be found as necessary at all SEMS EOC levels.

Designated Area: Any emergency or major disaster-affected portion of a State that has been determined eligible for Federal assistance.

Designation: The action by the Associate Director, State and Local Programs and Support Directorate (SLPSD), to determine the type of assistance to be authorized under the Stafford Act for a particular declaration; and the action by the FEMA Regional director to determine specifically what counties, or county equivalents, are eligible for such assistance.

Direction and Control (Emergency Management): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

Disaster: A sudden calamitous emergency event bringing great damage loss or destruction.

Disaster Field Office: A central facility established by the Federal Coordinating Office within or immediately adjacent to disaster impacted areas to be utilized as a point of coordination and control for state and federal governmental efforts to support disaster relief and recovery operations.

Disaster Service Worker: Includes public employees and any unregistered person impressed into service during a State of War emergency, a State of emergency, or a Local Emergency by a person having authority to command the aid of citizens in the execution of his duties. It does not include any member registered as an active firefighting member of any regularly organized volunteer fire department, having official recognition, and full or partial support of the county, city, town or district in which such fire department is located.

Disaster Support Area (DSA): A pre-designated facility anticipated being at the periphery of a disaster area, where disaster relief resources (manpower and material) can be received, accommodated or stockpiled, allocated, and dispatched into the disaster area. A separate portion of the area may be Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

used for receipt and emergency treatment of casualty evacuees arriving via short-range modes of transportation (air and ground) and for the subsequent movement of casualties by heavy, long-rang aircraft, to adequate medical care facilities.

Dispatch: The implementation of a command decision to move a resource or resources from one place to another.

Dispatch Center: A facility from which resources are assigned to an incident.

Division: Divisions are used to divide an incident into geographical areas of operation. Divisions area identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions are also used at SEMS EOC levels and are found organizationally between Branches and Units.

Division or Group Supervisor: The position title for individuals responsible for command of a Division or Group at an Incident. At EOC level, they may be called a Division Coordinator.

Documentation Unit: Functional unit within the Planning Section responsible for collecting, recording and safeguarding all documents relevant to an incident or within an EOC.

Dose: Accumulated or total exposure to gamma radiation, commonly expressed in REM.

Dosimeter: An instrument for measuring and registering total accumulated exposure to gamma radiation.

E
Earthquake Advisory: A statement issued by the State of California Office of Emergency Services (OES), usually following a medium-sized earthquake, regarding scientific opinion that there is an enhanced likelihood for additional seismic activity within a specified period (usually three to five days).

Economic Stabilization: The intended result of governmental use of direct and indirect controls to maintain and stabilize the nation’s economy during emergency conditions. Direct controls include such actions as the setting or freezing of wages, prices, and rents or the direct rationing of goods.

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Agenda Item Number: 8
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Indirect controls can be put into effect by government through use of monetary, credit, tax, or other policy measures.

Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.

Emergency Alert System (EAS): A system that enables the President and federal, state, and local governments to communicate through commercial radio and television broadcast stations with the general public in the event of a disaster.

Emergency Management (Direction and Control): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

Emergency Manager: The individual within each jurisdiction that is delegated the day-to-day responsibility for the development and maintenance of all emergency management coordination efforts.

Emergency Operations Center Director (Director of Emergency Services): The individual within each political subdivision that has overall responsibility for jurisdiction emergency management coordination efforts.

Emergency Medical Services: Treatment of casualties necessary to maintain their vital signs prior to treatment at a medical center.

Emergency Medical Technician (EMT): A health-care specialist with particular skills and knowledge in pre-hospital emergency medicine.

Emergency Operations: Those actions taken during the emergency period to protect life and property, care for the people affected, and temporarily restore essential community services.

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Emergency Operations Center (EOC): A location from which centralized emergency management can be performed. EOC facilities are established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for responding to relevant threats and hazards that defines the emergency management organization, structure and coordination.

Emergency Period: A period which begins with the recognition of an existing, developing, or impending situation that poses a potential threat to a community. It includes the warning (where applicable) and impact phase and continues until immediate and ensuing effects of the disaster no longer constitute a hazard to life or threat to property.

Emergency Plans: Those official and approved documents which describe principles, policies, concepts of operations, methods and procedures to be applied in carrying out emergency operations or rendering mutual aid during emergencies. These plans include such elements as continuity of government, emergency functions of governmental agencies, mobilization and application of resources, mutual aid, and public information.

Emergency Public Information: Information disseminated to the public by official sources during an emergency, using broadcast and print media. Emergency Public Information includes: (1) instructions on survival and health preservation actions to take (what to do, what not to do, evacuation procedures, etc.), (2) status information on the disaster situation (number of deaths, injuries, property damage, etc.), and (3) other useful information (state/federal assistance available).

Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.

Emergency Response Personnel: Personnel involved with an agency’s response to an emergency.

Emergency Response Provider: Includes Federal, State, local, and tribal emergency public safety, law enforcement, emergency response, emergency medical (including hospital emergency facilities), and related personnel, agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Also known as Emergency Responder.

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EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments and supporting information for the next operational period. (See Action Plan) Essential Facilities: Facilities that are essential for maintaining the health, safety, and overall wellbeing of the public following a disaster (e.g., hospitals, police and fire department buildings, utility facilities, etc.). May also include buildings that have been designated for use as mass care facilities (e.g., schools, churches, etc.).

Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas.

Evacuee: An individual who moves or is moved from a hazard area to a less hazardous area with anticipation of return when the hazard abates.

Event: A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts or sporting events.

Exercise: Maneuver or simulated emergency condition involving planning, preparation, and execution; carried out for the purpose of testing, evaluating, planning, developing, training, and/or demonstrating emergency management systems and individual components and capabilities, to identify areas of strength and weakness for improvement of an emergency operations plan (EOP).

Exercise Scenario: Background detail (domestic, international, political, military) against which an exercise is conducted.

Expedient Shelter: Any shelter constructed in an emergency or crisis period on a "crash basis" by individuals, single families, or small groups of families.

F
Facilities Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS Field Response Level that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.

Federal: Of or pertaining to the Federal Government of the United States of America.

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Federal Agency (Federal Definition): Any department, independent establishment, government corporation, or other agency of the executive branch of the federal government, including the United States Postal Service, but not including the American Red Cross.

Federal Coordinating Officer (FCO): The person appointed by the President to coordinate federal assistance following an emergency or major disaster declaration.

Federal Disaster Assistance: Provides in-kind and monetary assistance to disaster victims, state, or local government by federal agencies under the provision of the Federal Disaster Relief Act and other statutory authorities of federal agencies.

Federal Disaster Relief Act: Public Law 93-288, as amended, that gives the President broad powers to supplement the efforts and available resources of state and local governments in carrying out their responsibilities to alleviate suffering and damage resulting from major (peacetime) disasters.

Federal Emergency Management Agency (FEMA): This agency was created in 1979 to provide a single point of accountability for all Federal activities related to disaster mitigation and emergency preparedness, response, and recovery.

FEMA-State Agreement: A formal legal document between FEMA and the affected State stating the understandings, commitments, and binding conditions for assistance applicable as the result of the major disaster or emergency declared by the President. It is signed by the FEMA Regional director, or designee, and the Governor.

Field Coordination Center: A temporary facility established by the Governor’s Office of Emergency Services within or adjacent to areas affected by a disaster. It functions under the operational control of the OES mutual aid regional coordinator and is supported by mobile communications and personnel provided by OES and other state agencies.

Field Operations Guide (FOG): A pocketsize manual of instructions on the application of the Incident Command System.

Field Responder: Any individual from a government organization who responds to incidents occurring specifically in the field to mitigate their effects. This definition includes all first responders.

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Field Treatment Site (FTS): A location within a jurisdiction that is used for the assembly, triage (sorting), medical stabilization, and subsequent evacuation of casualties. It may be used for the receipt of incoming medical resources (doctors, nurses, supplies, etc. Preferably the site should include or be adjacent to an open area suitable for use as a helicopter pad.

Finance/Administration Section: One of the five primary functions found at all SEMS levels that is responsible for all costs and financial considerations. At the incident the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.

First Responder: This term refers to individuals whose organizations specific and primary responsibility is to respond to life safety incidents.

Flood Hazard Boundary Map (FHBM): The official map of a community that shows the boundaries of the flood plain and special flood hazard areas that have been designated. It is prepared by FEMA; using the best flood data available at the time a community enters the emergency phase of the NFIP. It is superseded by the FIRM after a more detailed study has been completed.

Flood Insurance: The insurance coverage provided under the National Flood Insurance Program (NFIP).

Flood Insurance Rate Map (FIRM): The official map of a community prepared by FEMA, which shows the base flood elevation, along with the special hazard areas and the risk premium zones. The study is funded by FEMA and is based on detailed surveys and analysis of the site-specific hydrologic characteristics.

Food Unit: Functional unit within the Service Branch of the Logistics Section responsible for providing meals for incident and EOC personnel.

Function: The five major activities in ICS, i.e., Command, Operations, Planning, Logistics and Finance/Administration. The same five functions also are found at all SEMS EOC levels. At the EOC, the term Management replaces Command. A sixth function, Intelligence, may be established, if required, to meet incident management needs.

Functional Element: Refers to a part of the incident, EOC or DOC organization such as section, branch, group or unit.

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G
General Staff: The group of management personnel reporting to the Incident Commander or to the EOC Director. They may each have a deputy, as needed. At the Field SEMS level, the General Staff consists of:
• Operations Section Chief
• Planning/Logistics Section Chief
• Finance/Administration Section Chief
Ground Support Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS Field Response Level that is responsible for the fueling, maintaining and repairing of vehicles, and the transportation of personnel and supplies.

Group: Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. (See Division.) Groups are located between Branches (when activated) and Resources in the Operations Section.

H
Hazard: Natural or man-made source of danger or difficulty to people or property.

Hazard Area: A geographically defined area in which a specific hazard presents a potential threat to life and property.

Hazardous Material: A substance or combination of substances, which, because of quantity, concentration, physical, chemical, radiological, explosive, or infectious characteristics, poses a potential danger to humans or the environment. Generally, such materials are classed as explosives and blasting agents, flammable and nonflammable gases, combustible liquids, flammable liquids and solids, oxidizers, poisons, disease-causing agents, radioactive materials, corrosive materials, and other materials including hazardous wastes.

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Hazardous Material Incident (Stationary): Any uncontrolled release of material capable of posing a risk to health, safety, and property. Areas at risk include facilities that produce, process, or store hazardous materials as well as sites that treat, store, and dispose of hazardous material.

Hazardous Material Incident (Transportation): Any spill during transport of material that is potentially a risk to health and safety.

Hazard Mitigation: A cost-effective measure that will reduce the potential for damage to a facility from a disaster event.

Hazard Mitigation Grant Program (HMGP): Authorized under Section 404 of the Stafford Act.

Provides funding for hazard mitigation projects that are cost effective and complement existing postdisaster mitigation programs and activities for beneficial mitigation measures that are not funded through other programs.

Hazard Mitigation Plan: The plan resulting from a systematic evaluation of the nature and extent of vulnerability to the effects of natural hazards, including the actions needed to minimize future vulnerability to identified hazards.

Helibase: The main location for parking, fueling, maintenance, and loading of helicopters operating in support of an incident. It is usually located at or near the incident base.

Helispot: Any designated location where a helicopter can safely take off and land. Some helispots may be used for loading of supplies, equipment, or personnel. May be also referred to as a Landing Zone or LZ.

I
Immediate Need: A logistical request that needs to be filled immediately.

Implementation: Act of putting a procedure or course of action into effect to support goals or achieve objectives.

Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or the environment.

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Agenda Item Number: 8
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Incident Action Plan (IAP): The plan developed at the field response level that contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.

Incident Base: Location at the incident where the primary logistics functions are coordinated and administered. (Incident name or other designator will be added to the term "Base.") The Incident Command Post may be collocated with the Base. There is only one Base per incident.

Incident Commander (IC): The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location at which the primary command functions are executed.

The ICP may be co-located with the incident base or other incident facilities.

Incident Command System (ICS): The nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.

Incident Communication Center: The location of the Communications Unit and the Message Center.

Incident Management Team: The Incident commander and appropriate General and Command Staff personnel assigned to an incident.

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed.

Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.

Individual Assistance (IA): Supplementary Federal assistance provided under the Stafford Act to individuals and families adversely affected by a major disaster or an emergency. Such assistance may be provided directly by the Federal Government or through State, local governments or disaster relief organizations.

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Agenda Item Number: 8
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Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Information Officer per incident. The Information Officer may have assistants. This position is also referred to as Public Affairs or Public Information Officer in some disciplines. At SEMS EOC levels, the information function may be established as a Coordinator or as a section or branch reporting directly to the EOC Director.

Initial Action: The actions taken by resources, which are the first to arrive at an incident.

Initial Response: Resources initially committed to an incident.

Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities. These may include information security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or export-controlled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely.

J
Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media at the scene of the incident.

Public information officials from all participating agencies should collocate at the JIC.

Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., special district city, county, state or federal boundary lines), or functional (e.g., police department, health department, etc.) (See Multi-jurisdiction.) Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific geographical area, or a mandated function.

L
Landing Zone (LZ): (See Helispot)
Leader: The ICS title for an individual responsible for a functional unit, task forces, or teams.

Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.

Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for coordinating with representatives from cooperating and assisting agencies. At SEMS EOC levels, the function may be done by a Coordinator and/or within a Section or Branch reporting directly to the EOC Director.

Lifelines: A general term including all systems for storing, treating, and distributing fuel, communications, water, sewage, and electricity.

Life-Safety: Refers to the joint consideration of both the life and physical wellbeing of individuals.

LINES OF SUCCESSION When the role is essential to the City’s ability to complete its critical missions, a successor must be named to assume the duties and responsibilities of that role. Lines of Succession outlines the continuity of government lines of succession for essential government positions.

Key Position Primary Successor Secondary Successor
Mayor Mayor Pro Tem (Vice Mayor) Council Member
City Manager Chief of Police Assistant City Manager
Fire Chief Assistant Fire Chief Captain
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Agenda Item Number: 8
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Police Chief Police Lieutenant Sergeant
Local Assistance Center (LAC): A facility established by local government within or adjacent to a disaster impacted area to provide disaster victims a "one-stop" service in meeting their emergency representatives of local, state, and federal governmental agencies, private service organizations and certain representatives of the private sector.

Local Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and required the combined forces of political subdivisions to combat.

Local Government: Means local agencies defined in Government Code 8680.2 and special district as defined in California Code of Regulations, Title 19 Division 2, Chapter 5, NDAA, 2900(y). Also, See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).

Local Government Advisory Committee (LGAC): Committees established by the Director of OES to provide a forum for the exchange of information among the cities and counties of a Mutual Aid region. The LGAC may develop a consensus of action and policy among local emergency managers on issues, policies, and programs of concern to local governments, and if necessary bring such concerns to the attention of OES Executive Management.

Logistics: Providing resources and other services to support incident management.

Logistics Section: One of the five primary functions found at all SEMS levels. The Section responsible for providing facilities, services and materials for the incident or at an EOC.

Long-Term Earthquake Potential: No specific time frame. Can refer to decades, centuries or millennia.

M
Major Disaster: Any hurricane, tornado, storm, flood, high-water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosions, or Agenda Item Number: 8
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other catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Federal Disaster Relief Act, above and beyond emergency services by the Federal Government, to supplement the efforts and available resources of States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.

Management by Objectives: In SEMS field and EOC levels, this is a top-down management activity that involves a three-step process to achieve the desired goal. The steps are: establishing the objectives, selection of appropriate strategy(s) to achieve the objectives; and the direction or assignments associated with the selected strategy.

Marshaling Area: An area used for the completed mobilization and assemblage of personnel and resources prior to being sent directly to the disaster affected area. Marshaling Areas are utilized particularly for disasters outside of the continental United States.

Mass Care Facility: A location where temporary services are provided to disaster victims during an emergency which may include lodging, food, clothing, registration, welfare inquiry, first aid, and essential social services.

Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and other public agencies of the State of California to assist each other by providing resources during an emergency. Mutual aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other to prevent and combat any type of disaster or emergency.

Media: All means of providing information and instructions to the public, including radio, television, and newspapers.

Medical Unit: Functional unit within the Service Branch of the Logistics Section at SEMS Field levels responsible for the development of the Medical Emergency Plan, and for providing emergency medical treatment of incident response personnel.

Medical Reserve Corps: Local volunteers, mostly medically licensed, organized to assist with public health emergencies and preparedness efforts.

Message Center: The Message Center is part of the ICP or EOC is co-located or placed adjacent to it.

It receives, records, and routes information to appropriate locations at an incident or within an EOC.

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Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Mitigation: Pre-event planning and actions that aim to lessen the effects of potential disaster. (See also Comprehensive Emergency Management).

Mobilization: The process and procedures used by all organizations; federal, state and local for activating, assembling, and transporting resources that have been requested to respond to or support an incident.

Mobilization Center: An off-incident location at which emergency service personnel and equipment area temporarily located pending assignment to incidents, release, or reassignment.

Medical Self-Help: The medical treatment provided for the sick and injured by citizens and emergency forces in the absence of professional care.

Multi-Agency Coordination: The functions and activities of representatives of involved agencies and/or jurisdictions who make decisions regarding the prioritizing of incidents and the allocation of critical resources.

Multi-agency Coordination Entity: A multi-agency coordination entity functions within a broader Multi-agency Coordination System. It may establish the priorities among incidents and associated resource allocations, agency policies, and provide strategic guidance and direction to support incident management activities. EOCs can often serve in this Multi-Agency Coordination role.

Multi-Agency Coordination System (MACS): The combination of personnel, facilities, equipment, procedures and communications integrated into a common system. When activated, MACS has the responsibility for coordination of assisting agency resources and support in a multi-agency or multijurisdiction environment. A MAC Group functions within the MACS. MACS organizations are used within the California Fire Services. Operational Area EOCs can also function as a Multi-Agency Coordination Center.

Multi-Agency Incident: An incident where one or more agencies assist a jurisdictional agency or agencies. The incident may be managed under single or unified command.

Multi-jurisdiction Incident: An incident requiring action from multiple agencies that have a statutory responsibility for incident mitigation. In ICS these incidents will be managed under Unified Command.

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City Council Meeting Packet for Meeting of: December 16th

Multi-purpose Staging Area (MSA): A pre-designated location such as a County Fairgrounds having large parking areas and shelter for equipment and operators, which provides a base for coordinated localized emergency operations, a rally point for mutual aid coming into an area, and a site for post-disaster population support and recovery.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Mutual Aid Coordinator: An individual at local government, operational area, region or state level that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

Mutual Aid Region: A subdivision of Governor’s Office of Emergency Services established to assist in the coordination of mutual aid and other emergency operations within a geographic area of the state, consisting of two or more county (operational) areas. Sonoma County is in Mutual Aid Region II Mutual Aid Staging Area: A temporary facility established by the Governor’s Office of Emergency Services within, or adjacent to, affected areas. It may be supported by mobile communications and personnel provided by field or headquarters staff from state agencies, as well as personnel from local jurisdictions throughout the state (See also Multi-Purpose Staging Area).

N
National: Of a nationwide character, including the Federal, State, local, and tribal aspects of governance and polity.

National Disaster Medical System (NDMS): A cooperative, asset-sharing partnership between the U.S. Department of Health and Human Services, the U.S. Department of Veterans Affairs, the U.S.

Department of Homeland Security, and the U.S. Department of Defense. NDMS provides resources for meeting the continuity of care and mental health services requirements of the Emergency Support Function 8 in the Federal Response Plan.

National Emergency Training Center (NETC): FEMA's campus in Emmitsburg, Maryland, composed of the United States Fire Administration (USFA) and the Emergency Management Institute (EMI).

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National Flood Insurance Program (NFIP): The Federal program, created by an act of Congress in 1968, which makes flood insurance available in communities that enact satisfactory floodplain management regulations.

National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the private-sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among Federal, State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; Multiagency Coordination Systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.

National Response Framework (NRF): A plan mandated by HSPD-5 that integrates Federal domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan.

National Warning System (NWS): The federal portion of the civil defense warning system, used to disseminate warning and other emergency information from the warning centers or regions to warning points in each state.

Natural Hazard: Source of harm of difficulty created by a meteorological, environmental, or geological phenomena or combination of phenomena.

Nongovernmental Organization: An entity with an association that is based on interests of its members, individuals, or institutions and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.

Examples of NGOs include faith-based charity organizations and the American Red Cross.

Nuclear Incident (Fixed Facility): Any occurrence at a nuclear power plant resulting in a potential or actual release of radioactive material in sufficient quantity, which threatens the health, and safety of nearby populations.

O
Office of Emergency Services: The California Governor’s Office of Emergency Services (OES).

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City Council Meeting Packet for Meeting of: December 16th

One Hundred (100)-Year Flood: The flood elevation that has a one-percent chance of being equaled or exceeded in any given year. It is also known as the base flood elevation.

Operational Area: An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county’s geographic borders. An operational area is defined in law (Section 8559, California Government Code) as an organization (not a jurisdiction) whose boundaries are those of a county. This organization is not necessarily a county government; it could be several cities, or a city and a county, a county government or several county governments, willing to undertake to coordinate the flow of mutual aid and information within the defined area. The operational area concept is the backbone of the Standardized Emergency Management System (SEMS).

Operational Area Coordinator: The individual within the operational area responsible for a specific function such as law enforcement, coroner’s services, or emergency medical services.

Operational Area Satellite Information System (OASIS): A statewide emergency communication system based on the operational area concept.

Operational Period: The period of time scheduled for execution of a given set of operation actions as specified in the Incident or EOC Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section: One of the five primary functions found at all SEMS levels. The Section responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC. The Operations Section at the SEMS Field Response Level can include Branches, Divisions and/or Groups, Task Forces, Team, Single Resources and Staging Areas. At the EOC levels, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations.

Out-of-Service Resources: Resources assigned to an incident but unable to respond for mechanical, rest, or personnel reasons.

P
Personnel Accountability: The ability to account for the location and welfare of incident personnel.

It is accomplished when supervisors ensure that ICS principles and processes are functional and that personnel are working within established incident management guidelines.

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Plan: As used by OES, a document that describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Planned Need: A logistical request that can be filled during the next operational period.

Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan.

Planning meetings are also an essential activity at all SEMS EOC levels.

Planning Section: (Also referred to as Planning/Intelligence or Plans Section). One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, and for the preparation and documentation of Incident or EOC Action Plans. The section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field Response level, the Section will include the Situation, Resource, Documentation and Demobilization Units, as well as Technical Specialists. Other units may also be added at the EOC level.

Planning Zone: A subdivision of a county consisting of: 1) a city; 2) a city and its sphere of influence in adjacent unincorporated areas; 3) a portion of the unincorporated area of a county; 4) a military installation; 5) a state facility, such as a correctional institution. Zoning simplifies the process of collecting and compiling data according to geographical location.

Political Subdivision: Includes any city, city and county, county, district, or other local governmental agency or public agency authorized by law.

Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private-sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management.

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Agenda Item Number: 8
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Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a non-emergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.

Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Private Sector: Organizations and entities that are not part of any governmental structure. It includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations (PVO).

Processes: Systems of operations that incorporate standardized procedures, methodologies, and functions necessary to provide resources effectively and efficiently. These include resource typing, resource ordering and tracking, and coordination.

Procurement Unit: Functional unit within the Finance/Administration Section responsible for financial matters involving vendor contracts.

Public Assistance (PA): Supplementary Federal assistance provided under the Stafford Act to State and local governments or certain private, nonprofit organizations other than assistance for the direct benefit of individuals and families.

Public Information Officer (PIO): The individual at field or EOC level that has been delegated the authority to prepare public information releases and to interact with the media. Duties will vary depending upon the agency and SEMS level.

Publications Management: The publications management subsystem includes materials development, publication control, publication supply, and distribution. The development and Agenda Item Number: 8
Agenda Item Number: 8
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distribution of NIMS materials is managed through this subsystem. Consistent documentation is critical to success, because it ensures that all responders are familiar with the documentation used in a particular incident regardless of the location or the responding agencies involved.

Q
Qualification and Certification (Quals and Certs): This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel.

It also allows the development of minimum standards for resources expected to have an interstate application. Standards typically include training, currency, experience, and physical and medical fitness.

R
Radio Amateur Civil Emergency Services (RACES): An emergency services designed to make efficient use of skilled radio amateurs throughout the state in accordance with approved civil defense communications plans. Operators are registered with an OES agency to provide emergency communications support. (See Auxiliary Communications Service) Radiological Protection: The organized effort, through warning, detection, and preventive and remedial measures, to minimize the effect of nuclear radiation on people and resources.

Radiological Monitor: An individual trained to measure, record, and report radiation exposure and exposure rates; provide limited field guidance on radiation hazards associated with operations to which he is assigned; and perform operator’s checks and maintenance on radiological instrument.

Reception Area: An area which, through a hazard analysis and related preparedness planning, is predesignated to receive and care for (or provide basic needs for) persons displaced from a hazard area.

Recorders: Individuals within ICS or EOC organizational units who are responsible for recording information. Recorders may be found in Planning, Logistics and Finance/Administration Units.

Recovery: Activities traditionally associated with providing Federal supplemental disaster recovery assistance under a Presidential major disaster declaration. These activities usually begin within days after the event and continue after the response activities cease. Recovery includes individual and Agenda Item Number: 8
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public assistance programs that provide temporary housing assistance, grants and loans to eligible individuals and government entities to recovery from the effects of a disaster.

Recovery Operations Center (ROC): A facility established by the local government within or adjacent to a disaster-impacted area to provide disaster relief agencies and organizations "one-stop" shop for the coordination of their efforts. Representatives from local, state, and federal governmental agencies, private service organizations and certain representatives of the private sector may be present.

Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area.

Redundancy: Additional or alternative systems, sub-systems, assets, or processes that maintain a degree of overall functionality in case of loss or failure of another system, sub-system, asset or process.

Regional Director (RD): A director of a regional office of FEMA, or his/her designated representative. As used in the Stafford Act, Regional Director also means the Disaster Recovery Manager who has been appointed to exercise the authority of the regional Director for a particular emergency or major disaster.

Regional Emergency Operations Center (REOC): Facilities found at State OES Administrative Regions. REOCs are used to coordinate information and resources among operational areas and between the operational areas and the state level.

Relocatee: An individual who is relocated from a hazard area to a low risk area with the possibility of not returning.

Remedial Movement: The post-attack or post-event movement of people to better protected facilities or less hazardous areas.

Remedial Operations: Actions taken after the onset of an emergency situation to offset or alleviate its effects.

Reporting Locations: Specific locations or facilities where incoming resources can check-in at the incident. (See Check-in)
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Rescue Group: Two or more rescue teams responding as a unified group under supervision of a designated group leader.

Rescue Team: Four or more personnel organized to work as a unit. One member is designated team leader.

Resources: Personnel and equipment available, or potentially available, for assignment to incidents or to EOCs. Resources area described by kind and type, and may be used in tactical support or supervisory capacities at an incident or at EOCs.

Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual-aid agreements; the use of special Federal, State, local, and tribal teams; and resource mobilization protocols.

Resources Unit: Functional unit within the Planning Section at the ICS Field Response level responsible for recording the status of resources committed to the incident. The Unit also evaluates resources currently committed to the incident, the impact additional responding resources will have on the incident, and anticipated resources needs. Some EOC’s place the Resources Unit in the Logistics Section
Response: Activities to address the immediate and short-term effects of an emergency or disaster.

Response includes immediate actions to save lives, protect property and the environment, stabilize communities and meet basic human needs following an incident. Based on the requirements of the situation, response assistance will be provided to an affected State under the National Response Framework using a partial activation of selected Emergency Support Functions or full activation of all ESF to meet the needs of the situation.

Risk: Potential for an unwanted outcome resulting from an incident, even, or occurrence, as determined by its likelihood and associated consequences.

S
Safety Officer: A member of the Command Staff at the incident or within an EOC responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants.

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Search: Systematic investigation of area or premises to determine the presence and/or location of persons entrapped, injured, immobilized, or missing.

Search Dog Team: A skilled dog handler with one or more dogs trained especially for finding persons entrapped sufficiently to preclude detection by sight or sound. (NOTE: Search dogs are usually owned by their handler.)
Seat of Government:

The Primary Seat of Government for the City of Sebastopol City Hall, 7120 Bodega Avenue, Sebastopol, CA 95472. If City Hall is no longer functional, an alternate seat of government is available using the _________________________
Section: That organization level with responsibility for a major functional area of the incident or at an EOC, e.g., Operations, Planning, Logistics, and Administration/Finance.

Section Chief: The ICS title for individuals responsible for command of functional sections:

Operations, Planning, Logistics and Administration/Finance. At the EOC level, the position title is sometimes called a Section Coordinator.

Self-Help: A concept describing self-reliance and sufficiency within an adverse environment and limited or no external assistance.

Sensitive Facilities: Facilities in reception areas that will not normally be used as lodging facilities for relocatees. The facilities are either considered unsuitable or are required for essential activities (food establishments, fire stations, banks, radio stations, etc.). However, if any of these facilities provide adequate protection against radioactive fallout, they may be used as fallout shelter.

Service: An organization assigned to perform a specific function during an emergency. It may be one department or agency if only that organization is assigned to perform the function, or it may be comprised of two or more normally independent organizations grouped together to increase operational control and efficiency during the emergency.

Service Branch: A Branch within the Logistics Section responsible for service activities at the incident. Includes the Communications, Medical and Food Units.

Shelter Complex: A geographic grouping of facilities to be used for fallout shelter when such an arrangement serves planning, administrative, an/or operation purposes. Normally, a complex will include a maximum of 25 individual shelter facilities, within a diameter of about ½ mile.

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Shelter Manager: An individual who provides for the internal organization, administration, and operation of a shelter facility.

Single Resource: An individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work supervisor that can be used on an incident.

Situation Unit: Functional unit within the Planning Section responsible for the collection, organization and analysis of incident status information, and for analysis of the situation as it progresses. Reports to the Planning Section Chief.

Span of Control: The supervisory ratio maintained within an ICS or EOC organization. A span of control of five-positions reporting to one supervisor is considered optimum.

Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate or maintain a project (as defined in California Code of Regulations 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under section 6500 et seq. of the Code.

Stafford Act: Robert T. Stafford disaster Relief and Emergency Assistance Act, PL 100-707, signed into law November 23, 1988; amended the Disaster Relief Act of 1974, PL 93-288.

Staging Areas: Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas.

Staging Area Managers: Individuals within ICS organizational units that are assigned special managerial responsibilities at Staging Areas. (Also, Camp Manager.) Standard Operating Procedures (SOPs): A set of instructions having the force of a directive, covering those features of operations that lends themselves to a definite or standardized procedure.

Standard operating procedures support an annex by indicating in detail how a particular task will be carried out.

Standardized Emergency Management System (SEMS): A system required by California Government Code for managing response to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of five organizational levels that are activated as necessary: Field Response, Local Government, Operation Area, Region and State.

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State Agency: Any department, division, independent establishment, or agency of the executive branch of the state government.

State Coordinating Officer (SCO): The person appointed by the Governor to act for the State in cooperation with the Federal Coordinating Officer.

State Emergency Organization: The agencies, board, and commissions of the executive branch of state government and affiliated private sector organizations.

State Emergency Plan: The State of California Emergency Plan as approved by the Governor.

State of Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions, resulting from a labor controversy, or conditions causing a "state of war emergency", which conditions by reason of magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city and require the combined forces of a mutual aid region or regions to combat.

State of War Emergency: The condition which exists immediately, with or without a proclamation thereof by the Governor, whenever the state or nation is directly attacked by an enemy of the United States, or upon the receipt by the state of a warning from the federal government that such an enemy attack is probable or imminent.

State Operations Center (SOC): An EOC facility operated by the Governor’s Office of Emergency Services at the state level in SEMS.

Strategic: Strategic elements of incident management are characterized by continuous long-term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities; the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness.

Strategy: The general direction selected to accomplish incident objectives set by the IC.

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Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel.

Subgrantee: An eligible applicant in Federally declared disasters.

Subject Matter Expert: An individual with in-depth knowledge in a specific area or field.

Supply Unit: Functional unit within the Support Branch of the Logistics Section responsible for ordering equipment and supplies required for incident operations.

Support Branch: A Branch within the Logistics Section responsible for providing personnel, equipment and supplies to support incident operations. Includes the Supply, Facilities and Ground Support Units.

Support Resources: Non-tactical resources under the supervision of the Logistics, Planning, Finance/Administration Sections or the Command Staff.

Supporting Materials: Refers to the several attachments that may be included with an Incident Action Plan, e.g., communications plan, map, safety plan, traffic plan, and medical plan.

Supporting Technologies: Any technology that may be used to support the NIMS is included in this subsystem. These technologies include orthophotography mapping, remote automatic weather stations, infrared technology, and communications, among various others.

System: Any combination of facilities, equipment, personnel, procedures, and communications integrated for a specific purpose.

T
Tactical Direction: Direction given by the Operations Section Chief at the SEMS Field level which includes the tactics appropriate for the selected strategy, the selection and assignment of resources, tactics implementation, and performance monitoring for each operational period.

Task Force: A combination of single resources assembled for a particular tactical need with common communications and leaders.

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Team: (See Single Resource.)
Technical Specialists: Personnel with special skills that can be used anywhere within the ICS or EOC organization.

Technological Hazard: Includes a range of hazards emanating from the manufacture, transportation, and use of such substances as radioactive materials, chemicals, explosives, flammables, agricultural pesticides, herbicides and disease agents; oil spills on land, coastal waters or inland water systems; and debris from space.

Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design and hazardous material assessments).

Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any State or other subdivision of the United States in which it occurs and is intended to intimidate or coerce the civilian population or influence a government or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 213 5 (2002).

Threat: An indication of possible violence, harm, or danger.

Time Unit: Functional unit within the Finance/Administration Section responsible for recording time for incident or EOC personnel and hired equipment.

Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.

Traffic Control Points (TCP): Places along movement routes that are manned by emergency personnel to direct and control the flow of traffic.

Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Agenda Item Number: 8
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Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians.

Triage: A process of rapidly classifying patients on the basis of the urgency of treatment that is needed. The prioritizing of medical care based on the nature and severity of illness or complaint, history, signs and symptoms, general appearance, vital signs and a brief physical assessment.

Tsunami: Also called a seismic sea wave. It is a large oceanic wave generated by earthquakes, submarine volcanic eruptions, or large submarine landslides in which sudden forces are applied to the water mass. The fastest tsunami waves can move at speeds of hundreds of miles per hour in the open ocean. However, as the waves enter shallower waters in coastal area, wave velocity decreases and wave height can increase to 100 feet or more on impact at the shoreline.

Type: Refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

U
Unified Area Command: A Unified Area Command is established when incidents under an Area Command area multi-jurisdictional. (See Area Command and Unified Command).

Unified Command: In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility or accountability.

Unit: An organizational element having functional responsibility. Units are commonly used in incident Planning Logistics, or Finance/Administration Section and can be used in operations for some applications. Units are also found in EOC organizations.

Unity of Command: The concept by which each person within an organization reports to one, and only one designated person.

Urban Fire: Any instance of uncontrolled burning which results in structural damage to residential, commercial, industrial, institutional, or other properties in developed areas.

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Urban Rescue: The complex process in which trained personnel use specialized equipment to locate and extricate victims trapped in collapsed buildings, and the mobilization and management of such personnel and equipment.

V
Volunteers: Individuals who make themselves available for assignment during an emergency. These people may or may not have particular skills needed during emergencies and may or may not be part of a previously organized group. (See, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101) Vulnerability: Physical feature or operational attribute that renders and entity open to exploitation or susceptible to a given hazard.

Vulnerability Assessment: Process for identifying physical features or operational attributes that render and entity, asset, system, network or geographic area susceptible or exposed to hazards.

W
Wildfire: Any instance of uncontrolled burning in grasslands, brush, or woodlands.

Winter Storm (Severe): This includes ice storms, blizzards, and extreme cold. The National Weather service characterizes blizzards as combinations of winds in excess of 35 mph with considerable falling or blowing snow, frequently reducing visibility to 0.25 miles or less.

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LIST OF ACRONYMS AND ABBREVIATIONS
AAR After-Action Report
AC Area Command
ACOE US Army Corps of Engineers
ACS Auxiliary Communications Service
ADA Americans with Disabilities Act
ALS Advanced Life Support
AQMD Air Quality Management District
ARB Air Resources Board
ARC American Red Cross
ASCS U.S. Agricultural Stabilization and Conservation Services ARES Amateur Radio Emergency Services
BLM Bureau of Land Management
BOR Bureau of Reclamation
BPA Blanket Purchasing Agreements
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C of S Chief of Staff
CAA Clean Air Act
CALDAP California Disaster Assistance Program
CAL/EPA California Environmental Protection Agency
CalFire California Department of Forestry & Fire Protection CalOSHA California Occupational Safety & Health Agency
Caltrans California Department of Transportation
CALWAS California Warning System
CAO County Administrative Office(r)
CAP Civil Air Patrol
CAT Crisis Action Team
CBO Community-Based Organization
CBRNE Chemical, Biological, Radiological, Nuclear, Explosive CCA Comprehensive Cooperative Agreement
CCC California Conservation Corps
CCP Casualty Collection Points
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CCP Citizen Corps Program
CD Civil Defense
CDAACalifornia Disaster Assistance Act
CDBG Community Development Block Grant
CDC Centers for Disease Control, U.S. Public Health Service CDE California Department of Education
CDFA California Department of Food & Agriculture
CDMG California Department of Mines and Geology (see DOC/DMG) CDRGCatastrophic Disaster Response Group
CDSS California Department of Social Services
CEC California Energy Commission
CEM Comprehensive Emergency Management
CEM Certified Emergency Manager
CEO Chief Executive Officer
CEP Comprehensive Emergency Planning
CEPEC California Earthquake Prediction Evaluation Council Agenda Item Number: 8
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CEPPO Chemical Emergency Preparedness and Prevention Office CEQACalifornia Environmental Quality Act
CERCLA Comprehensive Environmental Response Compensation and Liability Act CESA California Emergency Services Association
CESFRS California Emergency Service Fire Radio System
CESRS California Emergency Services Radio System
CFR Code of Federal Regulations
CHP California Highway Patrol
CIS Critical Incident Stress
CIKR Critical Infrastructure and Key Resources
CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System CNG California National Guard
COG Continuity of Government
COOP Continuity of Operations
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CPI Consumer Price Index
CSGNET California State Government Network
CST Civil Support Team
CUEA California Utilities Emergency Association
CWA Clean Water Act
CYA California Youth Authority
DA Damage Assessment
DAE Disaster Assistance Employee
DAP Disaster Assistance Programs
DCS Disaster Communications Service
DFCO Deputy Federal Coordinating Officer
DFO Disaster Field Office
DHA Disaster Housing Assistance
DHHS Department of Health and Human Services
DHS Department of Homeland Security (Federal)
DLS Disaster Legal Services
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DMIS Disaster Management Information System
DOB Duplication of Benefits
DOC Department Operations Center
DoD Department of Defense
DOE Department of Energy
DOL Department of Labor
DOT Department of Transportation
DP Disaster Preparedness
DPIG Disaster Preparedness Improvement Grant
DRM Disaster Recovery Manager
DRO Disaster Recovery Operations
DSA Disaster Support Area
DSA Division of the State Architect (California)
DSR Damage Survey Report
DSW Disaster Services Worker
DUA Disaster Unemployment Assistance
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DVCCDisaster Volunteer Coordinating Committee
DWI Disaster Welfare Inquiry
DWR California Department of Water Resources
EAS Emergency Alert System
ED United States Department of Education
EDD Employment Development Department
EDIS Emergency Digital Information System
EEO Equal Employment Opportunity
EIR Environmental Impact Review
EMI Emergency Management Institute
EMAC Emergency Management Assistance Compact
EMP Electromagnetic Pulse
EMPGEmergency Management Performance Grant
EMSAEmergency Medical Services Authority
EMS Emergency Medical Services
EMT Emergency Medical Technician
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EMT Emergency Management Training
ENN Emergency News Network
EOC Emergency Operations Center
EOPs Emergency Operating Procedures
EOP Emergency Operations Plan
EPA Environmental Protection Agency
EPIC Emergency Public Information Center
ER Emergency Relief Program
ERT Emergency Response Team
ESA Emergency Services Act
ESA Endangered Species Act
ESC Emergency Services Coordinator
ESF Emergency Support Functions
EST Emergency Support Team
FA Fire Administration (office symbol)
FAA Federal Aviation Administration
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FAS Federal Aid System Road
FAST Federal Agency Support Team
FBI Federal Bureau of Investigation
FCC Federal Communications Commission
FCO Federal Coordinating Officer
FEMAFederal Emergency Management Agency
FFY Federal Fiscal Year
FHWA Federal Highway Administration
FIA Federal Insurance Administration
FIPS Number Same as Project Application Number
FIRESCOPE Firefighting Resources of Calif. Organized for Potential Emergencies FmHAFarmers Home Administration
FONSI Finding of No Significant Number
FOG Field Operations Guide
FPM Flood Plain Management
FRA Federal Railroad Administration
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FRC Federal Response Center
FRERP Federal Radiological Emergency Response Plan
FTB Franchise Tax board (State of California)
FTS Field Treatment Site
GAR Governor's Authorized Representative
GETS Government Emergency Telecommunications System
GIS Geographic Information System
GSA General Services Administration
Haz Mit Hazard Mitigation (Safety measures taken in advance to lessen future damage) HAZMAT Hazardous Materials
HAZUS Hazards, United States
HEW U.S. Department of Health, Education and Welfare
HM Hazard Mitigation
HMDA Hazard Mitigation and Disaster Assistance
HMGP Hazard Mitigation Grant Program
HSGP Homeland Security Grant Program
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HSPD-5 Homeland Security Presidential Directive-5
HUD Housing and Urban Development Program
IA Individual Assistance
IAEM International Association of Emergency Managers
IAP Incident Action Plan
IA/O Individual Assistance/Officer
IC Incident Commander
ICC Interstate Commerce Commission
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IFG Individual and Family Grant Program (State of California program) IFGP Individual and Family Grant Program
IG Inspector General
IMA Individual Mobilization Augmentee
IMT Incident Management Team
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IRS U.S. Internal Revenue Service
IRMS Information Resources Management Service
JDIC Justice Data Interface Controller
JIC Joint Information Center
JIS Joint Information System
JPA Joint Powers Agreement
LAC Local Assistance Center
LETPA Law Enforcement Terrorism Prevention Activities
LGAC Local Government Advisory Committee
LNO Liaison Officer
LSA Logistics Staging Area
MACSMulti-Agency Coordination System
MARAC Mutual Aid Regional Advisory Committee
MARSU.S. Army Military Affiliate Radio System
MASF Mobile Aeromedical Staging Facility
MC Mobilization Center
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MCR Military Communications Representative
MHFPMulti-Hazard Functional Planning
MMAA Master Mutual Aid Agreement
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MRC Medical Reserve Corps
MRE Meals Ready to Eat
MSA Multi-Purpose Staging Area
MTA Metropolitan Transit Authority
NAWAS National Warning System
NBC Nuclear, Biological and Chemical Weapons
NCAQMD North Coast Air Quality Management District
NCCEM National Coordinating Council on Emergency Management NCS National Communications System
NCSP National Communications Support System
NCSRM National Communications System Regional Manager
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NDAACalifornia Natural Disaster Assistance Act
NDEA National Defense Education Act
NDMSNational Disaster Medical System
NECC National Emergency Coordination Center (FEMA)
NEIS National Earthquake Information Service
NEST Nuclear Emergency Search Team
NETC National Emergency Training Center
NFA National Fire Academy
NFIP National Flood Insurance Program
NGO Non-Governmental Organization
NHC National Hurricane Center
NHPA National Historic Preservation Act
NIC NIMS Integration Center
NIMS National Incident Management System
NIFCC National Interagency Fire Coordination Center, U.S. Forest Service NOAA National Oceanic and Atmospheric Administration
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NOI Notice of Interest
NRC Nuclear Regulatory Commission
NRF National Response Framework
NRT National Response Team
NTC National Teleregistration Center
NVOAD National Voluntary Organizations Active in Disaster NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
OES Governor’s Office of Emergency Services
OMB Office of Management and Budget (Federal)
OPA Oil Pollution Act
OPR Office of Planning and Research
OSA California Office of the State Architect
OSHA Occupational Safety and Health Administration
OSPR Office of Oil Spill Prevention and Response (DFG)
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OSTP Office of Science Technology Policy
PA Public Affairs
PA Public Assistance
PAO Public Affairs Officer
PA# Project Application Number
PBX Private Branch Exchange
PDA Preliminary Damage Assessment
PDH Packaged Disaster Hospital
PDS Professional Development Series
PIO Public Information Officer
PL Public Law - U.S. Public Law 93-288, Federal Disaster Relief Act of 1974 PNP Private Nonprofit Organization
PSI Pounds per Square Inch
PSR Personal Service Radio
PUC Public Utilities Commission
RACES Radio Amateur Civil Emergency Services (See ACS)
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RADEF Radiological Defense
RCP Regional Oil and Hazardous Substances Pollution Contingency Plan RDD Radiological Dispersal Device
REACT Radio Emergency Associated Communication Team
REVMA Redwood Empire Veterinary Medical Association
REOC Regional Emergency Operations Center
RM Radiological Monitor
RO Radiological Officer
ROC Recovery Operations Center
ROSS Resource Ordering and Status System
RRT Regional Response Team
SA Salvation Army
SAR Search and Rescue
SARA Superfund Amendment Reauthorization Act (Title III) SAST California State Agency Support Team
SBA Small Business Administration
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SCIF State Compensation Insurance Fund
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SHMO State Hazard Mitigation Officer
SHPO State Historic Preservation Officer
SITREP Situation Report
SITSTAT Situation Status
SLPS State and Local Programs and Support Directorate (FEMA) SME Subject Matter Expert
SO Safety Officer
SOC State Operations Center
SOP Standard Operating Procedure
STO State Training Officer
TDD Telecommunications Devices for the Deaf
TENS Telephone Emergency Notification System
THIRA Threat Hazard Identification and Risk Assessment
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TSCA Toxic Substances Control Act
TTY Teletypewriter
UASI Urban Area Security Initiative
UC Unified Command
USACE United States Army Corps of Engineers
USAR Urban Search and Rescue
USDA U.S. Department of Agriculture
USFA United States Fire Administration
USGS United States Geological Survey
VA Veterans Administration
VOAD Voluntary Organizations Active in Disasters
VRC Volunteer Reception Center
WMD Weapons of Mass Destruction
WRCB Water Resources Control Board
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APPENDIX A: THREAT SUMMARY AND ASSESSMENTS
Threat Summary and Assessments, is a series of summaries based upon hazard analysis. Hazard analysis studies were conducted in 1996, 2006 and 2011 by Fire & Emergency Services staff and response partners. These studies provide a description of the local area, risk factors and the anticipated hazard. The 2011 update to the County Hazard Mitigation Plan analyzes in detail earthquake, wildland fire, flood and landslide hazards as these are considered the greatest risk to Operational Area based on past disaster events, future probabilities and scale of vulnerability.

Annually, Sonoma County Fire & Emergency Services Department performs a Threat and Hazards Identification and Risk Assessment Report (THIRA) in accordance with California Office of Emergency Services guidance and FEMA Informational Bulletin No. 391. The THIRA process helps communities identify capability targets and resource requirements necessary to address anticipated and unanticipated risks. The THIRA tool has been developed to create a standard process for identifying community-specific threats and hazards and setting capability targets for each core capability identified in the National Preparedness Goal as required in Presidential Policy Directive 8 (PPD 8). 2013 guidance expanded the THIRA process to include estimation of resources needed to meet the capability targets.

General
Location, Major Jurisdictions, and Population
Sonoma County, the northern most of the nine counties comprising the San Francisco Bay Area, is located along the Pacific Ocean coastline about 40 miles north of San Francisco and the Golden Gate Bridge. The County is just over 1,500 square miles, making it the largest of the nine Bay Area counties. Sonoma County has a population of 483,000 as of April 2010. There are approximately 150,000 people living in the unincorporated area of the County, with the remainder living in the nine incorporated cities of Cloverdale, Sebastopol, Healdsburg, Petaluma, Rohnert Park, Santa Rosa, Sebastopol, Sonoma, and the town of Windsor. The population of the County is spread across nine sub-county regions, each relating to distinct geographical and trade areas:

Sonoma Coast/Gualala Basin - Sonoma County’s portion of the Pacific Coastline runs from the Gualala River in the north to the Estero Americano in the south. This region contains several coastal communities including; Bodega Bay, Jenner, Fort Ross, Timber Cove, Sea Ranch, and Gualala. It also extends inland to include the communities of Annapolis, Cazadero, Duncan’s Mills, Bodega, Freestone, Camp Meeker, and Occidental. This area has the lowest population density due to its relative remoteness, lack of roads, and challenging terrain. This ecoregion consists of Northern California coastal forests interspersed with coastal prairies. The region has a variety of rainfall patterns and micro climates. The economy is primarily oriented around recreation & tourism, commercial fishing, timber production, and sheep ranching. Bodega Bay is home to the only navigable harbor between the Golden Gate Bridge and Eureka.

Upper Russian River Basin - This northeastern portion of the County includes the City of Cloverdale and the community of Geyserville. Numerous world-class wineries, as well as Agenda Item Number: 8
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geothermal steam power and mining of construction aggregates define this region economically.

Environmentally, this region is similar to a Mediterranean climate, with lots of rolling hills, and hot, dry summers. Lands outside of the valley floors are severely constrained with low accessibility.

Central Russian River Basin - Healdsburg and Windsor are located along the U.S. 101 corridor.

This region is home to world-class wineries, Warm Springs Dam, which provides flood control on Dry Creek and the Russian River and is the main municipal water supply for the majority of the population in Sonoma County. Agriculture, gravel mining, tourism and recreation are major activities in this basin.

Lower Russian River Basin - extends from the Laguna de Santa Rosa westward to Austin Creek.

It includes the Russian River resort areas of Forestville, Guerneville, Monte Rio, Guernewood Park, and Rio Nido. Most of these communities were originally developed for summer vacation homes, and later converted to year-round residences. The Russian River and redwoods provide the setting for extensive recreational and tourist activities. Agriculture and natural resources include apple orchards, vineyards, and redwoods. The large sub-regional waste water treatment plant resides in the northern reaches of the Laguna de Santa Rosa.

Santa Rosa Plain - There are approximately 167,000 people residing in Santa Rosa, the largest city north of San Francisco. Predominately urban/suburban, the area lies along the U.S. 101 and Highway 12 corridors. Located within the city limits are large corporations, federal, state and county government offices, as well as half the Sonoma County employment base.

Sebastopol Area - Lying to the west of the Santa Rosa Plain are the communities of Graton, Bloomfield, and Valley Ford, as well as the City of Sebastopol. Extensive areas of rural development are mixed with small farms and orchards.

Rancho Sebastopol Area - This area, in central Sonoma County along the U.S. 101 corridor, includes the cities of Rohnert Park, Sebastopol, and the community of Penngrove. This is geographically the smallest of the nine areas, but has the highest population density in the County. Many residents of this suburban community commute to Santa Rosa, Petaluma, and the Bay Area. Sonoma State University and the Graton Rancheria Casino are located here.

Petaluma River Basin - The southernmost area of the County extends from Penngrove to the Marin County line in the south and the Sonoma mountains west to the community of Two Rock.

As the second largest city in Sonoma County, Petaluma is home to a relatively large share of financial, communication, food processing, and business services employment. Its proximity to Marin and San Francisco results in a daily out-commute of over 40 percent of its workforce. The rural setting west of Petaluma supports the Two Rock U.S. Coast Guard Training Center and numerous dairy and poultry farms.

Sonoma Valley - Extending from Bennett Valley and Kenwood, south to San Pablo Bay, the valley and foothills rank among the finest vineyard regions in the world. In the southern portion, the mountains and foothills give way to an alluvial plain, estuary, and tidal marshlands.

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of Agua Caliente, Fetters Hot Springs, El Verano, and Boyes Hot Springs. Other communities include Kenwood and Glen Ellen. Agriculture, particularly wine grapes, and tourism are mainstays of the area’s economy.

Population Demographics
The Sonoma County Operational Area has experienced a 2.3% population increase from April 1, 2010 to July 1, 2013. Figure 1 compares demographic information of the Operational Area with the State of California using information based on the 2010 United States Census.

Figure 1: Demographic Comparison
Population Fact Sonoma County
Operational
Area
State of
California
Population, 2013 estimate 495,025 38,332,521
Persons under 5 yrs, percent, 2012 5.7% 6.7%
Persons under 18 yrs, percent, 2012 21.4% 24.3%
Persons 65 yrs and over, percent, 2012 15.2% 12.1%
Language other than English spoken at home, % age
5+
25% 43.5%
High school graduate or higher, % of persons age
25+

86.7% 30.5%
Housing units in multi-unit structures, percent, 2008-
2012

19.3% 30.9%
Median value of owner-occupied housing units, 2008-
2012
$430,900 $383,900
Households, 2008-2012 185,502 12,466,331
Persons per household, 2008-2012 2.56 2.93
Per capita money income in past 12 months (2012
dollars), 2008-2012
$32,898 $29,551
Median household income, 2008-2012 $63,565 $61,400
Persons below poverty level, percent, 2008-2012 11.5% 15.3% Geographical Features (mountains, rivers, coastlines, etc.)

The broad flat Santa Rosa Plain lies between the Sonoma Mountains on the east and low coastal hills on the west is the center of Sonoma County. To the north are the Mendocino Highlands from which the Russian River runs south and west. A tributary, Dry Creek runs from Lake Sonoma starting at the Warm Springs Dam and provides water to the majority of the population.

The western margin of the County along the rugged Pacific Coastline includes many Northern California coastal forest ecotypes and coastal prairies. The Maacama Range forms the eastern boundary of the County. Along with the Sonoma Mountain Range, it encloses the Sonoma Valley and the Valley of the Moon. Sonoma Creek runs down the valley and borders Solano County before emptying into the San Pablo Bay. To the south, the Petaluma River runs southeast and also drains into the San Pablo Bay.

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Transportation and Infrastructure

Transportation - The primary north/south travel corridor is U.S. 101 along which 70 percent of the population lives. This vital economic and transportation corridor for the County and entire North Bay, is also the main tourist route through Northern California. The main east/west travel route is Highway 12, connecting Highway 1 in Bodega to the City of Sebastopol in the west with the City of Sonoma in the east, and continuing to Interstate 80 in Solano County. Highway 116 links the City of Sonoma to Rohnert Park/Sebastopol, Sebastopol, and the Russian River area, eventually reaching Jenner. From Vallejo in the east to Novato in the west, Highway 37 runs through the southernmost portion of the County with a large amount of commercial and passenger traffic. Highway 128 comes south from Mendocino County and, connects Cloverdale, Geyserville and Calistoga to the east. Of note is scenic Highway 1 (the Pacific Coast Highway) running along from Tomales in the south, onto the coastline north to Gualala, ultimately connecting Marin and Mendocino counties. All other roadways in the county are two lane rural roads or surface streets.

Sonoma Marin Area Rail Transit District (SMART) shares the North Coast Railroad Authority (NCRA) rail lines with freight service that restarted in 2011. The railroad right-of-way generally follows U.S. 101 and Highway 37. It passes through seven of the nine incorporated cities and some of the most heavily concentrated industry in the County.

Other means of transportation include:
• Charles M. Schultz Sonoma County Airport has recently expanded facilities for airline passenger service, business and recreational aircraft. Law enforcement, emergency medical service and firefighting aircraft are also flown out of the airport. Four other small municipal airports are located in or near the cities of Sonoma, Petaluma, Healdsburg, and Cloverdale. • Bodega Bay Harbor and Petaluma Marina are home to commercial fishing and charter boats.

Infrastructure - Sonoma County has the typical types of buildings, water and power systems of a community that experienced the majority of its growth in the last 65 years. A brief description follows:
• Buildings - building construction is predominately wood frame. The majority of masonry buildings were either destroyed in the 1906 and 1969 earthquakes or have been reinforced in recent years.
• Water - Water supply demands are based heavily on the Russian River for a majority of the population and mostly on ground and surface water for agricultural use. Recent actions taken to protect endangered species have resulted in modified water supply management techniques and resulted in cutbacks on water taken from the river. • Wastewater - The City of Santa Rosa operates the largest collection and treatment system collecting wastewater from Santa Rosa, Rohnert Park, Sebastopol, Sebastopol and some of the unincorporated areas. The sub-regional treatment plant is in the Laguna de Santa Rosa area.

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additional steam generating capability. Additionally, there are a total of 16 municipal wastewater treatment plants, and many other small wastewater treatment systems throughout the county.
• Power - the only significant power generating resource in the County is the Geysers Geothermal Resource Area (Geyser’s). The largest geothermal resource in the world, the Geysers produces 20% of the California’s non-hydro, renewable electricity. Approximately 20 power plants in the Geyers Geothermal Resource Area extract steam from the resource to run turbines to generate electric power. Power transmission lines from the Geysers run south through Sonoma and Marin Counties, north to Mendocino County, and east to transmission lines in the Central Valley. Power transmission lines along Highways 12 and 37 allow power to be exported or imported into Sonoma County.

Threat Assessment 1: Major Earthquake
General Situation
Sonoma County is bounded on the west and the east by major earthquake faults. The Northern Segment of the San Andreas Fault lies off the west coast of the County, crosses land at Bodega Bay, goes out to sea and crosses the County again from Fort Ross, past the community of Sea Ranch, exiting the County at its northern border. The Rodger’s Creek Fault enters Sonoma County at San Pablo Bay and extends northward, east of Petaluma, Rohnert Park, and through Santa Rosa. North of Santa Rosa, it meets up with the Healdsburg Fault, and continues northward passing east of Windsor. The Maacama Fault lies to the east of the Healdsburg Fault and continues northward, passing east of Cloverdale. All of these faults are right lateral strikeslip faults, meaning that the land on the western side of the fault moves north in an earthquake.

Modern earthquake modeling techniques indicate that a major earthquake will likely cause many deaths and casualties, extensive property damage, fires, hazardous material spills and other secondary events. The Rodger’s Creek fault is considered the greatest earthquake threat to Sonoma County because of the high probability of rupture and its proximity to the County’s greatest concentration of population, governmental services and infrastructure. Post event response will be complicated by aftershocks and the secondary effects of fire, hazardous material/chemical accidents and possible failure of waterways and dams. The day, time of day and season of the year will have a significant effect on the number of dead and injured. Such an earthquake would be catastrophic in its effect upon the population and would likely exceed the response capabilities of the individual cities, Sonoma County Op Area and the Governor’s Office of Emergency Services and other state agencies. Rescue operations, damage assessments and disaster relief support would be required from other local governmental and private organizations, and from the state and federal governments.

Extensive search and rescue operations may be required to assist trapped or injured persons.

Injured or displaced persons will require emergency medical care, food and temporary shelter.

Identification and burial of the dead pose difficult problems; public health would be a major concern. Mass evacuation may be essential to save lives, mainly in areas downwind from hazardous material releases. Many families would be separated, particularly if the earthquake Agenda Item Number: 8
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City Council Meeting Packet for Meeting of: December 16th

should occur during working hours. Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within, to and from the disaster area and by the disruption of public utilities and services.

The economic impact on the Sonoma County Op Area from a major earthquake would be considerable in terms of loss of employment, economic activity and tax base. Also, a major earthquake could cause serious damage and/or outage of computer facilities and communication portals. The loss of such facilities could curtail or seriously disrupt the operations of banks, insurance companies and other elements of the financial community. In turn, this could affect the ability of local government, business and the population to make payments and purchases.

Specific Situation
The potential hazards that the Sonoma County Op Area may face in an earthquake include the following:

Ground Shaking
The most significant earthquake action in terms of structural damage and loss of life is ground shaking. Ground shaking is the movement of the earth's surface in response to a seismic event.

The magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology determine the intensity of the ground shaking and the resultant damages. Ground shaking is the primary cause of building losses.

Surface Fault Rupture
Surface fault ruptures can result from large magnitude earthquakes. Surface rupture occurs when movement on a fault deep within the earth breaks through to the surface. Structures located within the fault rupture zone are subjected to excessive ground deformations. Most structures are not designed to withstand such large deformations and experience major damage. The Alquist-Priolo Earthquake Fault Zoning Act was passed in 1972 to mitigate the hazard of surface faulting to structures for human occupancy. Its main purpose is to prevent the construction of buildings used for human occupancy on the surface trace of active faults.

Liquefaction
In an earthquake, three ingredients are necessary for liquefaction to occur: a high water table, layers of loose sand, and moderate or greater earthquake shaking. When shaken, the soil grains consolidate, pushing water towards the surface and causing a loss of strength in the soil. The soil surface may sink or spread laterally. Structures located on liquefiable soils can sink, tip unevenly, or even collapse. Pipelines and paving can tear apart. The potential for liquefaction in Sonoma County exists primarily in the wetlands areas adjacent to San Pablo Bay; along the Russian and Petaluma Rivers and Santa Rosa and Sonoma Creeks; the Laguna de Santa Rosa and Santa Rosa Plain.

Landslides
Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Seismically triggered landslides are a concern in areas with steep and unstable slopes.

Earthquake-induced landslides can also be exacerbated during periods of high rainfall, where the ground is saturated and even normally stable materials can fail. These slides could result in significant property and infrastructure damage, and potential injury and loss of life in many areas of the County.

Post-Earthquake Fire
Fire often accompanies earthquakes, caused by breaks in natural gas lines, damaged electrical systems, or toppled appliances with pilot lights. Fire following an earthquake is particularly difficult to suppress because of the likelihood of numerous simultaneous ignitions, broken water mains, blocked or damaged routes for evacuation, limited firefighter access and other demands on fire personnel. Densely populated neighborhoods with wooden homes, such as many of the residential areas in Sonoma County, are most at risk, along with utility systems, and other infrastructure.

Tsunami
Damaging tsunami waves can be caused by large distant or near shore earthquakes. A tsunami is a series of traveling ocean waves generated by undersea earthquakes or landslides. Sonoma County’s raised coastline and the underwater bathymetric landscape is not considered conducive to generate a large tsunami. There is a separate threat assessment for tsunami, found on page 90.

Damages to Lifeline Systems
Communications
System failure, overloads, loss of electrical power and possible failure of alternate power systems will affect telephone and cellular systems. Numerous failures can be expected to occur, and remaining systems may be overloaded beyond capacity. The public should not expect the use of telephone or cellular systems for the first few days after an event.

The County has a wireless communications network used for public safety and emergency response. The communications network is used by County and City agencies, public safety officials and emergency responders. The network is comprised of mountain top communication sites, consisting of towers and equipment buildings, which provide wireless communications coverage throughout Sonoma County. While the communications system is designed to be functional even after the loss of one or more antennas, a major earthquake impacting multiple sites could significantly reduce communications effectiveness.

Electrical Power
Up to 60% of the system load may be interrupted immediately following the initial shock.

According to representatives of PG&E, it may not be possible to have electrical power rerouted, resulting in wide spread outages for an undefined period of time. A great deal of imported power Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

is expected to be lost. In areas of greatest shaking, it is anticipated that some distribution lines, both underground and surface, would be damaged. Much of the affected area may have service restored in days; areas that suffer extensive damage or have underground distribution may require a longer time.

Fire Operations
Numerous fires due to disruption of power and natural gas networks can be expected. Many connections to major water sources may be damaged and storage facilities would have to be relied on; water pressure and supply could be inadequate to non-existent. First response from fire personnel is expected to be damage assessment and determining resources needed for response and recovery needs. Response could be further complicated and delayed by the disruption of transportation routes.

Secondary responses by the fire service will focus on search and rescue of trapped persons.

Rescuers should expect loss of power and water, jammed doors, restricted mobility due to debris, possible loss of communications capability and delays in reaching maximum effectiveness due to personnel shortages.

Roads, Highways and Bridges
Many roads in the county traverse areas subject to liquefaction and landslides. Roadways that experience liquefaction can develop very large cracks that may prevent their use, and can develop smaller cracks and sinkholes that impede traffic. Landslides triggered by earthquakes can both block and rip out sections of roads. Numerous roads will be subject to delays and detours. Damage to freeway systems is expected to be major, despite seismic upgrades. Portions of surface streets in the vicinity of freeways may be blocked due to collapsed overpasses. Many surface streets in the older central business districts may be blocked by debris from buildings, falling electrical wires and pavement damage. Local bridges that have not been seismically retrofitted may experience a high percentage of failure.

Natural Gas
Particularly in the areas of intense ground shaking, damage to natural gas distribution networks may consist of; (a) isolated breaks in major transmission lines, and (b) numerous breaks in mains and individual service connections within the distribution systems. Numerous leaks in the distribution system may affect a major portion of urban areas, resulting in a loss of service for extended periods. Fires should be expected at a small percentage of rupture sites both in the transmission lines and the distribution system.

Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

Hazardous Materials
The County has many sites containing hazardous materials. These sites include drycleaners, gas and service stations, agricultural operations, industrial sites, and high-tech facilities. The sites of most concern are clustered along U.S. 101 or associated with the Geysers geothermal field.

There is the potential that trucks or train cars carrying dangerous materials could be tipped over by an earthquake and dangerous materials released. Some of these sources may contain gases or liquids that are potentially harmful to human health.

Sanitation Systems
Wastewater treatment could be severely impaired by earthquake shaking. If facilities are damaged, it may be necessary to discharge waste water after treating it with emergency chlorination to reduce health hazards. Breakage of sewer lines and loss of power could lead to overflows from manholes and cause untreated sewage to flow in some street gutters. It is possible sewer lines could collect explosive gases, which could cause dangerous conditions, particularly if ignited by earthquake-sparked fires. Sewer connections to homes, which are the responsibility of independent sanitation districts, may break and cause back-ups.

Water Supply
Water transmission pipelines pass through areas with very high liquefaction potential. Pipelines can experience extreme stress when they pass through soils of varying consistency, possibly causing them to buckle or break. These critical pipelines cross directly over the Rodger’s Creek fault at several locations. A fault rupture could cause the aqueducts to offset and be nonfunctional. Leaking pipelines and aqueducts could drain the system of water rapidly, causing shortages for firefighting and drinking.

Water availability and distribution is needed for life support, to treat the sick and injured and for fire suppression activities is of primary concern after a major earthquake.

Threat Assessment 2: Winter Storm
General Situation
Winter storms in California can be intense and long lasting. Flash floods, mudslides, high coastal surf, coastal erosion, stream and creek flooding, snowstorms, and avalanches have all occurred in the state.

Specific Situation
Storm systems blow into the North Bay, typically from the west. Topography and altitude affect how much rain and wind a winter storm will bring. Storms hit the coastal hills, forcing the air upward and cooling it, causing condensation and dumping the heaviest rain on windward slopes and ridge tops. This phenomenon gives Cazadero and other west county areas up to 100 inches of rain, typically twice as much as Santa Rosa. Moving inland, the air descends and warms, Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th

drying out and producing a "rain shadow" of lighter precipitation on leeward slopes and across the valleys. This pattern is repeated as the air rises and falls, like a roller coaster, over inland hills and valleys. This weather phenomenon ensures that Sebastopol, Healdsburg, Santa Rosa Rohnert Park and Windsor get less rain than their westerly neighbors in the hills. Southern areas around Petaluma and Sonoma typically get less rain than northern areas such as Cloverdale.

Winter storms cause extended power outages and road closures throughout the County.

Widespread localized flooding, creek and stream flooding and river flooding are prevalent.

Communication system failures are not unusual and may hamper alert and warning efforts.

History
Beginning on February 13, 1986 and continuing for the next nine days, a massive winter storm battered Sonoma County. The rain was torrential, quickly swelling creeks, lakes and rivers. The winds came, toppling power and phone lines, trees, fences, and signboards. Drivers stopped their vehicles for fear of being blown off the highway. California Department of Forestry officially clocked one gust at 82 miles per hour. Trees and power lines came down through houses and vehicles. Roads were closed in all directions. During the storm, nearly twenty-five inches of rain fell on Sonoma County. By February 21, Sonoma County had been designated a major disaster area by President Reagan. The Final impact of the February 1986 storm were two deaths and approximately $25 million in damage. Those areas of the County most affected by the storm were low-lying lands near the Russian and Petaluma Rivers, San Antonio, Sonoma, Santa Rosa, Petaluma, and Lichau Creeks, Schellville, and the Laguna de Santa Rosa.

A series of devastating rainstorms accompanied by high winds struck the state during January and March of 1995. For the first time in history, a State of Emergency was declared in all 58 counties in California. Damages statewide were estimated at $1.8 billion - making this the costliest winter storm/flood disaster in California history and one of the highest in the nation. In Sonoma County, severe flooding occurred along the lower reaches of the Russian River, downed power and telephone lines knocked out power to most of the West County, and large numbers of low-lying roads and areas throughout the County were flooded. Two deaths were attributed to the storms. Total storm and flood damages in the County were estimated at $32 million.

In January of 1997, the County/Op Area EOC was activated and the experienced staff rang in the New Year while responding to yet another federally declared winter storm. Localized flooding occurred in Petaluma, Cloverdale, and Sonoma. Damage estimates totaled $31 million.

In 1998, the El Nino phenomena brought large amounts of rain to the County. As the lower Russian River began to subside from moderate flood levels, the saturated ground began to give way in a dozen locations. Landslides and debris flows destroyed homes and roads throughout the County, with the single largest event being the Rio Nido Debris Flow. Three homes were destroyed and several others damaged when the hillside above a neighborhood in Rio Nido gave way. This debris flow eventually resulted in the mandatory evacuation of some 300 residents as well as a federal buyout of the entire neighborhood. Additional isolated incidents included coastal slides at Gleason’s Beach, numerous smaller slides countywide, levee breaks, & a logjam on Sonoma Creek. There were four storm-related deaths, 200 roads closed and/or damaged and Agenda Item Number: 8
Agenda Item Number: 8
City Council Meeting Packet for Meeting of: December 16th