Agenda packet, special meeting — South Pasadena City Council, February 15, 2023 (part 1 of 2)

City of South Pasadena Page 1

CITY OF SOUTH PASADENA

CITY COUNCIL
AGENDA

SPECIAL MEETING

CLOSED SESSION
WEDNESDAY, FEBRUARY 15, 2023 AT 5:30 PM
AMEDEE O. “DICK” RICHARDS JR. COUNCIL CHAMBERS
1424 MISSION STREET, SOUTH PASADENA, CA 91030

NOTICE ON PUBLIC PARTICIPATION & ACCESSIBILITY
The South Pasadena City Council Meeting will be conducted in-person from the Amedee O. “Dick” Richards, Jr. Council Chambers, located at 1424 Mission Street, South Pasadena, CA 91030.

Pursuant to Assembly Bill 361 Government Code Section 54953, subdivision (e)(3), the City Council may conduct its meetings remotely and may be held via video conference.

Public Comment regarding items on the Closed Session Meeting agenda will be taken at the beginning of the meeting. The public will be released from the meeting so that the City Council may convene Closed Session discussion of items allowed under the Government Code. Any reportable action taken in Closed Session will be reported by the City Attorney during the next Open Session meeting. A separate Zoom link will be provided for the Open Session for the public to attend.

Public Participation may be made as follows:
• In-Person Hybrid – Council Chambers, 1424 Mission Street, South Pasadena, CA 91030 • Via Zoom – Meeting ID: 226 442 7248
• Written Public Comment – written comment must be submitted by 12:00 p.m. the day of the meeting

1. Go to the Zoom website, https://zoom.us/join and enter the Zoom Meeting information; or

2. Click on the following unique Zoom meeting link:
https://us06web.zoom.us/j/2264427248?pwd=aEFuSGszQ2I5WjJkemloTms0RTlVUT09 or

3. You may listen to the meeting by calling: +1-669-900-6833 and entering the Zoom Meeting ID listed above and Passcode when prompted.

CALL TO ORDER: Mayor Jon Primuth
ROLL CALL: Mayor Jon Primuth
Mayor Pro Tem Evelyn G. Zneimer
Councilmember Jack Donovan
Councilmember Michael A. Cacciotti
Councilmember Janet Braun
South Pasadena City Council February 15, 2023

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CLOSED SESSION AGENDA ITEMS
A. CONFERENCE WITH LEGAL COUNSEL: EXISTING LITIGATION
(Government Code Section 54956.9(d)(1))

1. Travelers Ins. v. So. Pasadena (LASC Case No. 22STCV22759)

2. Fahren James and Victoria Patterson v. City of South Pasadena (CDCA Case No. 2:21-cv-08256-DSF-KK)

3. Forbes v. So. Pasadena (LASC Case No. 22STCV30042)

4. Albina Magdalena Ormeno v. City of South Pasadena; Mercury Overseas, Inc. (22AHCV01170)

CERTIFICATION OF POSTING
I declare under penalty of perjury that I posted this notice of agenda for the meeting to be held on February 15, 2023, on the bulletin board in the courtyard of City Hall located at 1414 Mission Street, South Pasadena, CA 91030, and on the City website as required by law, on the date listed below. 02/9/2023 /S/
Date Desiree Jimenez, CMC, Chief City Clerk

PUBLIC COMMENT
City of South Pasadena Page 1
CALL TO ORDER: Mayor Jon Primuth
ROLL CALL: Mayor Jon Primuth
Mayor Pro Tem Evelyn G. Zneimer
Councilmember Jack Donovan
Councilmember Michael A. Cacciotti
Councilmember Janet Braun
PLEDGE OF ALLEGIANCE: Councilmember Janet Braun

CITY OF SOUTH PASADENA

CITY COUNCIL
AGENDA

REGULAR MEETING
WEDNESDAY, FEBRUARY 15, 2023, AT 7:00 P.M.

AMEDEE O. “DICK” RICHARDS JR. COUNCIL CHAMBERS
1424 MISSION STREET, SOUTH PASADENA, CA 91030
South Pasadena City Council Statement of Civility
As your elected governing board, we will treat each other, members of the public, and City employees with patience, civility, and courtesy as a model of the same behavior we wish to reflect in South Pasadena for the conduct of all City business and community participation. The decisions made tonight will be for the benefit of the South Pasadena community and not for personal gain.

The Meeting will be available:
• In Person Hybrid – Council Chambers, 1424 Mission Street, South Pasadena, CA 91030 • Live Broadcast via the City website –
• http://www.spectrumstream.com/streaming/south_pasadena/live.cfm • Via Zoom – Webinar ID: 825 9999 2830

To maximize public safety while still maintaining transparency and public access, members of the public may observe the meeting via Zoom in one of the three methods below:

1. Go to the Zoom website, https://zoom.us/join and enter the Zoom Meeting information; or

2. Click on the following unique Zoom meeting link:
https://us06web.zoom.us/j/82599992830 or

3. You may listen to the meeting by calling: +1-669-900-6833 and entering the Zoom Meeting ID listed above.

Regular Meeting Agenda February 15, 2023

Page 2 ends

PUBLIC COMMENT GUIDELINES
The City Council welcomes public input. Members of the public may comment on a non-agenda subject under the jurisdiction of the City Council or on an agenda item. Members of the public will have three minutes to address the City Council, however, the Mayor and City Council may adjust the time allotted, as needed. You may participate by one of the following options:

Option 1:

Participate in-person at the City Council Chambers located at 1424 Mission Street, South Pasadena, CA 91030.

Option 2:

Participate via Zoom.

Public comment speakers are able to speak by going to the Zoom webinar controls and clicking on the “Raise Hand” icon. The Meeting Host will be notified that a hand has been raised and speakers will have their microphone un-muted by the Host during the appropriate Public Comment period.

Option 3:

Email public comment to [email protected].

Public Comments received in writing will not be read aloud at the meeting, but will be part of the meeting record. Written public comments will be uploaded to the City website for public viewing under Additional Documents. When submitting a public comment, please make sure to include the following:
1) Name (optional), and
2) Agenda item you are submitting public comment on.
3) Submit by no later than 12:00 p.m., on the day of the City Council meeting. Correspondence received after this time will be distributed the following business day.

PLEASE NOTE: The Mayor may exercise the Chair's discretion, subject to the approval of the majority of the City Council, to adjust public comment time limit to less than three minutes, as needed.

Pursuant to State law, the City Council may not discuss or take action on issues not on the meeting agenda, except that members of the City Council or staff may briefly respond to statements made or questions posed by persons exercising public testimony rights (Government Code Section 54954.2).

Staff may be asked to follow up on such items.

CLOSED SESSION ANNOUNCEMENTS

1. CLOSED SESSION ANNOUNCEMENTS

PUBLIC COMMENT

2. PUBLIC COMMENT – GENERAL (NON-AGENDA ITEMS)
General Public Comment will be limited to 30 minutes at the beginning of the agenda. If there are speakers remaining in the queue, they will be heard at the end of the meeting. Only Speakers who submit a Public Comment card within the first 30 minutes of Public Comment period will be queued up to speak.

3. STAFF INTRODUCTION
Finance Department:

John Downs, Interim Finance Director

RECOGNITION / INTRODUCTION
Regular Meeting Agenda February 15, 2023

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Community Development:

Jose Martinez, Planning Counter Technician

CHANGES TO THE AGENDA

4. REORDERING OF, ADDITIONS, OR DELETIONS TO THE AGENDA

CONSENT CALENDAR

OPPORTUNITY TO COMMENT ON CONSENT CALENDAR
Items listed under the Consent Calendar are considered by the City Manager to be routine in nature and will be enacted by one motion unless a public comment has been received or Councilmember requests otherwise, in which case the item will be removed for separate consideration. Any motion relating to an ordinance or a resolution shall also waive the reading of the ordinance or resolution and include its introduction or adoption as appropriate.

5. APPROVAL OF PREPAID WARRANTS IN THE AMOUNT OF $12,534.42; GENERAL CITY WARRANTS IN THE AMOUNT OF $533,501.77; VOIDS IN THE AMOUNT OF ($1,363.94); ONLINE PAYMENTS IN THE AMOUNT OF $100,262.26; PAYROLL IN THE AMOUNT OF $966,864.03
Recommendation
It is recommended that the City Council approve the Warrants as presented.

6. MONTHLY INVESTMENT REPORT FOR DECEMBER 2022
Recommendation
It is recommended that the City Council receive and file the Monthly Investment Report for December 2022.

7. APPROVAL OF A PURCHASE ORDER TO D&R OFFICE WORKS, INC. FOR LIBRARY WORKSTATIONS AND APPROPRIATE $10,000 FROM GENERAL FUND

RESERVES
Recommendation
It is recommended that the City Council:

1. Appropriate $10,000 to the Library Building Improvements Account No. 101-8010-8011- 8500 from the General Fund Reserves;

2. Approve a purchase order to D&R Office Works, Inc. for the purchase of eight (8) workstations for Library staff, including delivery, assembly, and sales tax; and

3. Authorize the City Manager to execute the purchase order with D&R Office Works, Inc. in an amount not to exceed $44,000, including the $42,221.46 quoted price and a $1,778.54 contingency.

Regular Meeting Agenda February 15, 2023

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8. ADOPTION OF A RESOLUTION ADOPTING AN UPDATED CITY OF SOUTH PASADENA

EMERGENCY OPERATIONS PLAN AND ANNEXES

RESOLUTION

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH

PASADENA, CALIFORNIA, ADOPTING AN UPDATED EMERGENCY

OPERATIONS PLAN AND ANNEXES
Recommendation
It is recommended that the City Council adopt the updated Emergency Operations Plan and associated Annexes.

9. PUBLIC HEARING TO RECEIVE OBJECTIONS OR PROTESTS TO THE VEGETATION

MANAGEMENT PROGRAM REGARDING THE ABATEMENT OF WEEDS, BRUSH, RUBBISH

AND REFUSE UPON OR IN FRONT OF SPECIFIED PROPERTY IN THE CITY AND

AUTHORIZING BY MINUTE ORDER THE ABATEMENT OF HAZARDOUS VEGETATION Recommendation
It is recommended that the City Council, after holding a Public Hearing and receiving public testimony and hearing any objections or protests to the procedures for abating brush and native vegetation fire hazards identified in Resolution No.7801, adopt by motion an order directing the abatement of hazardous vegetation.

10. PRESENTATION OF THE OTHER POST-EMPLOYMENT BENEFITS (OPEB) ACTUARIAL

STUDY BY FOSTER & FOSTER
Recommendation
It is recommended that the City Council receive and file the presentation of the Other PostEmployment Benefits Liability Actuarial Study by Foster & Foster.

11. PRESENTATION OF THE ANNUAL COMPREHENSIVE FINANCIAL REPORT FOR FISCAL YEAR ENDING JUNE 30, 2022
Recommendation
Staff recommends that the City Council receive and file the annual audit reports for the year ended June 30, 2022.

12. TERMINATION OF EMERGENCY ORDER EFFECTIVE MARCH 1, 2023; REMOTE TELECONFERENCING MEETING OF LEGISLATIVE BODIES; CONTINUATION OF

PARTICIPATION BY THE PUBLIC THROUGH REMOTE ACCESS
Recommendation
The Agenda Report will be provided under separate cover.

PUBLIC HEARING

ACTION / DISCUSSION
Regular Meeting Agenda February 15, 2023

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13. FINANCE DEPARTMENT CURRENT STATUS UPDATE AND ORGANIZATIONAL

ASSESSMENT
Recommendation
It is recommended that the City Council receive and file a report and presentation on the Finance Department Current Status Update/ Organizational Assessment.

INFORMATIONAL REPORT

14. PRESENTATION OF THE CITY'S INVESTMENT BY MORGAN STANLEY AND WESTERN

ASSET MANAGEMENT
Recommendation
It is recommended that the City Council receive and file the presentation of the City's Investment by Morgan Stanley and Western Asset Management.

PUBLIC COMMENT – CONTINUED

15. CONTINUED PUBLIC COMMENT – GENERAL
This time is reserved for speakers in the Public Comment queue not heard during the first 30 minutes of Item No. 2. No new speakers will be accepted at this time.

COMMUNICATIONS

16. COUNCILMEMBER COMMUNICATIONS
Time allotted to speak per Councilmember is three minutes. Additional time will be allotted at the end of the City Council meeting agenda, if necessary.

17. CITY MANAGER COMMUNICATIONS

ADJOURNMENT

FOR YOUR INFORMATION

FUTURE CITY COUNCIL MEETINGS
March 1, 2023 Regular City Council Meeting 7:00 p.m.

March 15, 2023 Regular City Council Meeting 7:00 p.m.

April 5, 2023 Canceled due to Spring Break 7:00 p.m.

Regular Meeting Agenda February 15, 2023

Page 6 ends

PUBLIC ACCESS TO AGENDA DOCUMENTS AND BROADCASTING OF MEETINGS City Council meeting agenda packets, any agenda related documents, and additional documents are available online for public viewing on the City’s website:
www.southpasadenaca.gov/CityCouncilMeetings2023
Regular meetings are live streamed via the internet at:
http://www.spectrumstream.com/streaming/south_pasadena/live.cfm

AGENDA NOTIFICATION SUBSCRIPTION
If you wish to receive an agenda email notification please contact the City Clerk’s Division via email at [email protected] or call (626) 403-7230.

ACCOMMODATIONS
The City of South Pasadena wishes to make all of its public meetings accessible to the public. If special assistance is needed to participate in this meeting, please contact the City Clerk's Division at (626) 403-7230 or [email protected]. Upon request, this agenda will be made available in appropriate alternative formats to persons with disabilities. Notification at least 48 hours prior to the meeting will assist staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting (28 CFR 35.102-35.104 ADA Title II).

FROM:

PREPARED BY:

City Council
Agenda Report
February 15, 2023
Armine Chaparyan, City Manager
Hsiulee Tran, Deputy Finance Director
ITEM NO. --
SUBJECT: Approval of Prepaid Warrants in the Amount of $12,534.42; General City Warrants in the Amount of $533,501.77; Voids in the Amount of ($1,363.94); Online Payments in the Amount of $100,262.26; Payroll in the Amount of $966,864.03
Recommendation
It is recommended that the City Council approve the Warrants as presented.

Fiscal Impact
Prepaid Warrants:

Warrant # 315926-315932 $ 4,741.74
ACH $ 7,792.68
Voids $ 0
General City Warrants:

Warrant# 315933-316014 $ 339,259.92
ACH $ 194,241.85
Voids $ (1,363.94)
Payroll Period Ending: 01/26/2023 $ 1,521.75
Payroll Period Ending: 02/03/2023 $ 965,342.28
Wire Transfers Out-To (LAIF) $ 0
Wire Transfers In - From (LAIF) $ 0 Wire Transfers (RSA) $ 0 Wire Transfers Out- To (Acct# 2413) $ 0 Wire Transfers Out- To (Acct# 1936) $ 0 Online Payments $ 100,262.26
Prepaid Warrants $ 0
General City Warrants $ 0
Total $ 1,611,798.54
Approval of Warrants
February 1, 2023

Page 2 of 3 ends

Commission Review and Recommendation
This matter was not reviewed by a Commission.

Key Performance Indicators
This item is in line with the Finance Department’s Key Performance Indicators identified in the Fiscal Year 2022-2023 Budget. The Accounts Payable process is completely digital and routed via a workflow process. This cuts down staff time significantly, as well as streamlines a previously strenuous process. This process also falls in line with the City’s environmental strategies by reducing the amount of paper used.

Explanation of Terms
Warrant – Directs the Finance Department to pay a sum of money out of the City’s funds to bearer of claim/invoice (named individual, company) also known as a payable.

The warrants (payments) are only released after City Council approval.

Warrant Summary – Summarizes all of the payments prepared during a specific cycle.

The beginning of the cycle is the period after the last set of warrants were approved by Council and released as payment. The end of the cycle is the last date of invoice processing. All the warrants for the current cycle are summarized and the detail of warrants provided to Council for review and approval.

Prepaid Warrant List - A Prepaid Warrant directs the Finance Department to pay a sum of money out of the City’s funds to bearer of claim/invoice (named individual, company) also known as a payable. The Prepaid Warrants (payments) are released prior to City Council approval, however reported to City Council as a Prepaid. Prepayments are generally time sensitive and would incur additional charges if not paid within a specific time frame.

General City Warrant List – Detailed listing of all payments made for a specific cycle.

The beginning of the cycle is the period after the last set of warrants were approved by Council and released as payment. The end of the cycle is the last date of invoice processing.

Online Payments – Payments made online. These are typically for time sensitive utilities, credit card payments, and sometimes require the use of the payee’s portal (SCE, So Cal Gas, Amazon, etc.).

Voids – Checks that were issued and voided. Examples of such instances would be lost checks that were mailed out. Checks that were on a warrant that did not get approved by Council.

Payroll – All payments made related to payroll, such as payroll taxes, retirement benefits, CalPERS, Garnishments, payroll etc.
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Approval of Warrants
February 1, 2023

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Attachments:

1. Warrant Summary

2. Prepaid Warrant List

3. General City Warrant List

4. Online Payments

5. Voids

6. Payroll
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ATTACHMENT 1
Warrant Summary
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City of South Pasadena
Demand/Warrant Register Date 2/15/2023
Recap by fund Fund No.

Prepaid Written
General Fund 101 1,549.29 334,506.81
Insurance Fund 103 - -
Street Improvement Program 104 - 1,042.75
Facilities & Equip.Cap. Fund 105 - -
Programs and Projects 107 - 320.00
Local Transit Return "A" 205 - 2,984.92
Local Transit Return "C" 207 - 1,636.35
TEA/Metro 208 - -
Sewer Fund 210 - 1,807.60
CTC Traffic Improvement 211 - -
Rogan HR5294 Grant 214 - 74,489.86
Street Lighting Fund 215 - 50,670.93
Public, Education & Govt Fund 217 - -
Clean Air Act Fund 218 - -
Business Improvement Tax 220 - -
Gold Line Mitigation Fund 223 - -
Mission Meridian Public Garage 226 - 804.13
Housing Authority Fund 228 - -
State Gas Tax 230 4,583.12 10,241.71
County Park Bond Fund 232 - 4,138.96
Measure R 233 - -
Measure M 236 - -
Road Maint & Rehab (SB1) 237 - -
MSRC Grant Fund 238 - -
Measure W 239 - 3,424.63
Measure H 241 - -
Prop C Exchange Fund 242 - -
Bike & Pedestrian Paths 245 - -
BTA Grants 248 - -
Golden Street Grant 249 - -
Capital Growth Fund 255 - 8,276.65
CDBG 260 - -
Asset Forfeiture 270 - -
Police Grants - State 272 - -
Homeland Security Grant 274 - -
Park Impact Fees 275 - -
Historic Preservation Grant 276 - -
HSIP Grant 277 - -
Arroyo Seco Golf Course 295 - -
Sewer Capital Projects Fund 310 - -
Water Fund 500 - 16,278.61
Water Efficiency Fund 503 - 10,505.92
2016 Water Revenue Bonds Fund 505 - -
SRF Loan - Water 506 - -
Water & Sewer Impact Fee 510 - -
Public Financing Authority 550 - -
Payroll Clearing Fund 700 6,402.01 12,371.94
-
Column Totals: 12,534.42 533,501.77
Recap by fund Fund No.

Prepaid Written
RSA 227 - -
RSA Report Totals: - -
City Report Totals: 546,036.19
Payroll Period Ending: 01/26/2023 1,521.75
Payroll Period Ending: 02/03/2023 965,342.28
Wire Transfer Out - To LAIF -
Wire Transfer In - From LAIF -
Wire Transfer - RSA -
Wire Transfer Out - To Acct. # 2413 -
Wire Transfer Out - To Acct. # 1936 -
Online Payments 100,262.26
Voids - Prepaid -
Voids - General Warrant (1,363.94)
Grand Report Total: 1,611,798.54
Amounts
Jon Primuth, Mayor
Desiree Jimenez, Chief City Clerk
Amounts
Hsiulee Tran, Deputy Finance Director
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ATTACHMENT 2
Prepaid Warrant List
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Accounts Payable
Check Detail
User: ealvarez
Printed: 02/06/2023 - 3:54PM
Check Number Check Date Amount
CSD3014 - Ca. State Disbursement Unit
315926 01/31/2023
Inv PR 01/06/2023
Line Item Date Line Item Description
01/06/2023 Garnishment Case # FAMSS-1406906 814.15
Inv PR 01/06/2023 Total 814.15
Inv PR 01/20/2023
Line Item Date Line Item Description
01/20/2023 Garnishment Case # FAMSS-1406906 814.15
Inv PR 01/20/2023 Total 814.15
Inv PR 12/23/2022
Line Item Date Line Item Description
12/23/2022 Garnishment Case # FAMSS-1406906 814.15
Inv PR 12/23/2022 Total 814.15
315926 Total: 2,442.45
CSD3014 - Ca. State Disbursement Unit Total: 2,442.45

CMRSFP - CMRS-FP
315927 01/31/2023
Inv 600102810
Line Item Date Line Item Description
01/17/2023 Funds for Library Postage machine 500.00
Inv 600102810 Total 500.00
315927 Total: 500.00
CMRSFP - CMRS-FP Total: 500.00
DTV5012 - DIRECTV
315928 01/31/2023
Inv 068653046221229
Line Item Date Line Item Description
AP-Check Detail (2/6/2023 - 3:54 PM) Page 1
5 - 11
Check Number Check Date Amount
12/29/2022 068653046 Period 12/28/22 - 1/27/23 103.23
Inv 068653046221229 Total 103.23
315928 Total: 103.23
DTV5012 - DIRECTV Total: 103.23
FRNCPOST - FRANCOTYP-POSTALIA, INC.
315929 01/31/2023
Inv RI105609131
Line Item Date Line Item Description
01/04/2023 FP Mailing Solutions Lease 108.06
Inv RI105609131 Total 108.06
315929 Total: 108.06
FRNCPOST - FRANCOTYP-POSTALIA, INC. Total: 108.06
LEISGMAN - Goodman, Leisa
315930 01/31/2023
Inv 1054
Line Item Date Line Item Description
01/06/2023 100 Library note cards and envelopes 240.00
Inv 1054 Total 240.00
315930 Total: 240.00
LEISGMAN - Goodman, Leisa Total: 240.00
LATS2011 - Los Angeles Times
315931 01/31/2023
Inv 10004495887
Line Item Date Line Item Description
12/30/2022 Subscription Renewal to the Los Angeles Times 598.00 Inv 10004495887 Total 598.00
315931 Total: 598.00
LATS2011 - Los Angeles Times Total: 598.00
VRMZ7000 - Munoz, Valerie
315932 01/31/2023
AP-Check Detail (2/6/2023 - 3:54 PM) Page 2
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Check Number Check Date Amount
Inv PR 01/06/2023
Line Item Date Line Item Description
01/06/2023 Garnishment 750.00
Inv PR 01/06/2023 Total 750.00
315932 Total: 750.00
VRMZ7000 - Munoz, Valerie Total: 750.00
SSDV2018 - Sandoval, Sheila
0 01/31/2023
Inv PR 01/06/2023
Line Item Date Line Item Description
01/06/2023 Garnishment 956.03
01/06/2023 Garnishment 120.21
Inv PR 01/06/2023 Total 1,076.24
Inv PR 01/20/2023
Line Item Date Line Item Description
01/20/2023 Garnishment 956.03
01/20/2023 Garnishment 110.63
Inv PR 01/20/2023 Total 1,066.66
Inv PR 12/23/2022
Line Item Date Line Item Description
12/23/2022 Garnishment 110.63
12/23/2022 Garnishment 956.03
Inv PR 12/23/2022 Total 1,066.66
0 Total: 3,209.56
SSDV2018 - Sandoval, Sheila Total: 3,209.56
VUL6601 - Vulcan Materials Company
0 01/31/2023
Inv 73362263
Line Item Date Line Item Description
08/03/2022 PW Street Division: Asphalt cold mix for street repairs 2,838.48 Inv 73362263 Total 2,838.48
Inv 73432486
Line Item Date Line Item Description
10/05/2022 PW Street Division: Liquid emulsion for asphalt roadway repairs 1,234.80 AP-Check Detail (2/6/2023 - 3:54 PM) Page 3
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Check Number Check Date Amount
Inv 73432486 Total 1,234.80
Inv 73472270
Line Item Date Line Item Description
11/09/2022 PW Street Division: Fill sand for sandbags 509.84 Inv 73472270 Total 509.84
0 Total: 4,583.12
VUL6601 - Vulcan Materials Company Total: 4,583.12
Total: 12,534.42
AP-Check Detail (2/6/2023 - 3:54 PM) Page 4
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ATTACHMENT 3 General
City Warrant List
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Accounts Payable
Check Detail
User: ealvarez
Printed: 02/06/2023 - 3:55PM
Check Number Check Date Amount
AKGSHFLP - Akin Gump Strauss Hauer & Feld LLP
315933 02/15/2023
Inv 2024247
Line Item Date Line Item Description
01/18/2023 Legal Services Rendered: 10/31/2022 3,588.00 Inv 2024247 Total 3,588.00
Inv 2024248
Line Item Date Line Item Description
01/18/2023 Legal Services Rendered: 11/30/2022 4,602.00 Inv 2024248 Total 4,602.00
Inv 2024249
Line Item Date Line Item Description
01/18/2023 Legal Services Rendered: 12/31/2022 7,410.00 Inv 2024249 Total 7,410.00
315933 Total: 15,600.00
AKGSHFLP - Akin Gump Strauss Hauer & Feld LLP Total: 15,600.00 ACMT2920 - All City Management Services, Inc.
315934 02/15/2023
Inv 82448
Line Item Date Line Item Description
01/17/2023 Crossing Guard Services: December 11-24, 2022 9,161.19 Inv 82448 Total 9,161.19
315934 Total: 9,161.19
ACMT2920 - All City Management Services, Inc. Total: 9,161.19 ALL0197 - All Star Fire Equipment, Inc.
315935 02/15/2023
Inv 245261
Line Item Date Line Item Description
AP-Check Detail (2/6/2023 - 3:55 PM) Page 1
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Check Number Check Date Amount
01/30/2023 Fire Safety Clothing & Equipment - Wildland Boots 710.56 Inv 245261 Total 710.56
Inv 245290
Line Item Date Line Item Description
01/23/2023 Fire Safety Clothing & Equipment - Bunker Boots 395.80 Inv 245290 Total 395.80
315935 Total: 1,106.36
ALL0197 - All Star Fire Equipment, Inc. Total: 1,106.36 AMAZONCP - Amazon Capital Services, Inc.
0 02/15/2023
Inv 14T4-DQGD-N4P6
Line Item Date Line Item Description
01/30/2023 City Manager's Office Supplies 280.86
Inv 14T4-DQGD-N4P6 Total 280.86
Inv 17RV-PC3H-MJT3
Line Item Date Line Item Description
01/16/2023 Wireless Keyboard & Mouse 30.84
Inv 17RV-PC3H-MJT3 Total 30.84
Inv 19K9-1TQD-NTKW
Line Item Date Line Item Description
01/23/2023 Books for Library Collection 128.51
Inv 19K9-1TQD-NTKW Total 128.51
Inv 1C3K-FRWW-NQ6V
Line Item Date Line Item Description
01/23/2023 Senior Center Luna New Year supplies 20.37
Inv 1C3K-FRWW-NQ6V Total 20.37
Inv 1M3J-NTTX-LY9R
Line Item Date Line Item Description
01/30/2023 Fire - Oil cleaner, cleaning kit 121.21
01/30/2023 Fire - Sandbags 282.81
Inv 1M3J-NTTX-LY9R Total 404.02
Inv 1PJH-4T34-P3GQ
Line Item Date Line Item Description
01/30/2023 Fire - magnetic wire pulling system 55.32
AP-Check Detail (2/6/2023 - 3:55 PM) Page 2
5 - 18
Check Number Check Date Amount
Inv 1PJH-4T34-P3GQ Total 55.32
Inv 1RHQ-H9K7-MP4H
Line Item Date Line Item Description
01/16/2023 Towels for Staff Break room 35.27
Inv 1RHQ-H9K7-MP4H Total 35.27
Inv 1T71-7FN3-M3PC
Line Item Date Line Item Description
01/26/2023 Rec. and Camp Med cleaning supplies. Senior Center Lunar event 122.62 01/26/2023 Rec. and Camp Med cleaning supplies. Senior Center Lunar event 18.62 01/26/2023 Rec. and Camp Med cleaning supplies. Senior Center Lunar event 61.96 Inv 1T71-7FN3-M3PC Total 203.20
Inv 1WHH-FJL3-63M4
Line Item Date Line Item Description
01/30/2023 Sandbags for floods 996.15
01/30/2023 Fire - wheel chock, ice bags name plate 41.51 Inv 1WHH-FJL3-63M4 Total 1,037.66
0 Total: 2,196.05
AMAZONCP - Amazon Capital Services, Inc. Total: 2,196.05 AKDC9265 - Ashok Kumar Dhingra
315936 02/15/2023
Inv CSP 2023-01
Line Item Date Line Item Description
01/19/2023 Seismic and Structrual Evaluation 5,856.00
Inv CSP 2023-01 Total 5,856.00
315936 Total: 5,856.00
AKDC9265 - Ashok Kumar Dhingra Total: 5,856.00
RatPactI - ASM Industrial Corp.
315937 02/15/2023
Inv 13831
Line Item Date Line Item Description
12/02/2022 Monthly Gopher Abatement for Dec 2022-Arroyo Park 500.00 Inv 13831 Total 500.00
AP-Check Detail (2/6/2023 - 3:55 PM) Page 3
5 - 19
Check Number Check Date Amount
Inv 14151
Line Item Date Line Item Description
01/06/2023 Monthly Gopher Abatement for Jan 2022-Arroyo Park 500.00 Inv 14151 Total 500.00
315937 Total: 1,000.00
RatPactI - ASM Industrial Corp. Total: 1,000.00
AT&T5006 - AT&T
315938 02/15/2023
Inv 130464796
Line Item Date Line Item Description
01/17/2023 AN 130464796 (1/18/23-2/17/23)U-Verse Internet 18 Mbps/1.5 Mbps 90.24 Inv 130464796 Total 90.24
315938 Total: 90.24
315939 02/15/2023
Inv 331841-08023436
Line Item Date Line Item Description
01/07/2023 AN331 841-0802 343 6(12/8/22-1/7/23)1. Cir. Alarm RD at Fremont 35.09 Inv 331841-08023436 Total 35.09
Inv 626441-64973570
Line Item Date Line Item Description
01/13/2023 AN 626 441-6497 357 0 (1/13/23-2/12/23) 1 MBL FX to Verdugo alt. 1,088.71 Inv 626441-64973570 Total 1,088.71
315939 Total: 1,123.80
315940 02/15/2023
Inv 000019392820
Line Item Date Line Item Description
01/20/2023 AN 9391062308(12/20/22-1/19/23) City Landlines 16,579.78 Inv 000019392820 Total 16,579.78
Inv 000019393146
Line Item Date Line Item Description
01/20/2023 CALNET 9391081369 12/20/22-1/19/23 66.03
Inv 000019393146 Total 66.03
AP-Check Detail (2/6/2023 - 3:55 PM) Page 4
5 - 20
Check Number Check Date Amount
315940 Total: 16,645.81
ATCN9011 - AT&T Total: 17,859.85
CIN4011 - AT&T Mobility
315941 02/15/2023
Inv 287014917916x01
Line Item Date Line Item Description
01/08/2023 AN 287014917916 (12/9/22-1/8/23)PD lpads + SPASMOB Library & Fin 635.97 Inv 287014917916x01 Total 635.97
Inv 287288006612X12
Line Item Date Line Item Description
12/02/2022 Public Works Cell Phones -DEC 2022 82.40
12/02/2022 Public Works Cell Phones -DEC 2022 945.82
12/02/2022 Public Works Cell Phones -DEC 2022 158.10
12/02/2022 Public Works Cell Phones -DEC 2022 236.76
Inv 287288006612X12 Total 1,423.08
315941 Total: 2,059.05
CIN4011 - AT&T Mobility Total: 2,059.05
HELBCN - Bacon, Helen
315942 02/15/2023
Inv 128250
Line Item Date Line Item Description
01/25/2023 Refund of recreation class due to cancelation by instructor. 129.00 Inv 128250 Total 129.00
315942 Total: 129.00
HELBCN - Bacon, Helen Total: 129.00
BAK0369 - Baker & Taylor Books
0 02/15/2023
Inv 2037129981
Line Item Date Line Item Description
01/11/2023 Library Books 1,321.50
Inv 2037129981 Total 1,321.50
Inv 2037161524
Line Item Date Line Item Description
01/12/2023 Library Books 476.59
AP-Check Detail (2/6/2023 - 3:55 PM) Page 5
5 - 21
Check Number Check Date Amount
Inv 2037161524 Total 476.59
Inv 2037163639
Line Item Date Line Item Description
01/11/2023 Library Books 240.91
Inv 2037163639 Total 240.91
Inv 2037201823
Line Item Date Line Item Description
01/05/2023 Library Books 83.68
Inv 2037201823 Total 83.68
Inv 2037206021
Line Item Date Line Item Description
01/11/2023 Library Books 43.97
Inv 2037206021 Total 43.97
Inv 2037223331
Line Item Date Line Item Description
01/04/2023 Library Books 459.02
Inv 2037223331 Total 459.02
Inv 2037229334
Line Item Date Line Item Description
01/04/2023 Library Books 49.38
Inv 2037229334 Total 49.38
Inv 2037237086
Line Item Date Line Item Description
01/10/2023 Library Books 258.42
Inv 2037237086 Total 258.42
0 Total: 2,933.47
BAK0369 - Baker & Taylor Books Total: 2,933.47
BAK0366 - Baker & Taylor Entertainment
0 02/15/2023
Inv H63626660
Line Item Date Line Item Description
01/10/2023 DVDs/CDs 419.73
Inv H63626660 Total 419.73
AP-Check Detail (2/6/2023 - 3:55 PM) Page 6
5 - 22
Check Number Check Date Amount
Inv H63721260
Line Item Date Line Item Description
01/12/2023 DVDs/CDs 112.41
Inv H63721260 Total 112.41
Inv H63797350
Line Item Date Line Item Description
01/16/2023 DVDs/CDs 121.87
Inv H63797350 Total 121.87
0 Total: 654.01
BAK0366 - Baker & Taylor Entertainment Total: 654.01
WON6400 - Bob Wondries Ford
315943 02/15/2023
Inv 639050
Line Item Date Line Item Description
01/26/2023 Inspection on Veh #80 - replace spark plugs & helicoil 741.35 Inv 639050 Total 741.35
315943 Total: 741.35
WON6400 - Bob Wondries Ford Total: 741.35
DABN8267 - Bohan, Diana 101-8030-8021-8267-000
0 02/15/2023
Inv 9228
Line Item Date Line Item Description
01/26/2023 Contract Instructor-Jan Senior monthly Yoga class 191.20 Inv 9228 Total 191.20
0 Total: 191.20
DABN8267 - Bohan, Diana Total: 191.20
NCOBORLD - Borland, Nicola
315944 02/15/2023
Inv 128254
Line Item Date Line Item Description
01/25/2023 Refund recreation class due to cancelation by Instructor. 258.00 AP-Check Detail (2/6/2023 - 3:55 PM) Page 7
5 - 23
Check Number Check Date Amount
Inv 128254 Total 258.00
315944 Total: 258.00
NCOBORLD - Borland, Nicola Total: 258.00
JSHBRDEN - Breeden, Josh
315945 02/15/2023
Inv 128335
Line Item Date Line Item Description
01/24/2023 Refund of Gazebo Reservation due to weather. 90.00 Inv 128335 Total 90.00
315945 Total: 90.00
JSHBRDEN - Breeden, Josh Total: 90.00
BRMR8267 - BRIT West Soccer
315946 02/15/2023
Inv 9243
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Tiny Pros 2-3.5-SA 202.80 Inv 9243 Total 202.80
Inv 9245
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Tiny Pros 2-3.5-SU 135.20 Inv 9245 Total 135.20
Inv 9249
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Tiny Pros 3.5-5-SA 405.60 Inv 9249 Total 405.60
Inv 9278
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Club Pros 5-7SA 202.80 Inv 9278 Total 202.80
Inv 9279
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Club Pros 5-7 SU 270.40 Inv 9279 Total 270.40
AP-Check Detail (2/6/2023 - 3:55 PM) Page 8
5 - 24
Check Number Check Date Amount
Inv 9305
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Club Pros 7-12 SA 135.20 Inv 9305 Total 135.20
Inv 9307
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Club Pros 7-12 SU 135.20 Inv 9307 Total 135.20
Inv 9398
Line Item Date Line Item Description
01/20/2023 Contract Instructor for Soccer Classes- Tiny Pros 3.5-5-SU 743.60 Inv 9398 Total 743.60
315946 Total: 2,230.80
BRMR8267 - BRIT West Soccer Total: 2,230.80
PMAB8021 - Budka, Pamela Avry
315947 02/15/2023
Inv 9191
Line Item Date Line Item Description
01/26/2023 Contract Class Instructor- January Senior Meditation Class 64.00 Inv 9191 Total 64.00
Inv 9196
Line Item Date Line Item Description
01/26/2023 Contract Class Instructor- Jan Senior Meditation Walk-In Class 56.00 Inv 9196 Total 56.00
Inv 9476
Line Item Date Line Item Description
01/26/2023 Contract Class Instructor- January Senior Chair YogaClass 48.00 Inv 9476 Total 48.00
Inv 9481
Line Item Date Line Item Description
01/26/2023 Contract Class Instructor- Jan Senior Chair Yoga Walk-In Class 68.00 Inv 9481 Total 68.00
AP-Check Detail (2/6/2023 - 3:55 PM) Page 9
5 - 25
Check Number Check Date Amount
315947 Total: 236.00
PMAB8021 - Budka, Pamela Avry Total: 236.00
DEP5072 - CA Dept of Transportation
315948 02/15/2023
Inv SL210623
Line Item Date Line Item Description
04/21/2021 Signals & Lighting Shared Cost with Caltrans-Jan-March 2021 1,171.39 Inv SL210623 Total 1,171.39
Inv SL230036
Line Item Date Line Item Description
10/25/2022 Signals & Lighting Shared Cost with Caltrans-July-Sep 2022 2,247.38 Inv SL230036 Total 2,247.38
315948 Total: 3,418.77
DEP5072 - CA Dept of Transportation Total: 3,418.77
CAN0607 - Cantu Graphics Inc.
315949 02/15/2023
Inv 21232
Line Item Date Line Item Description
12/13/2022 Business Cards 33.02
Inv 21232 Total 33.02
Inv 21283
Line Item Date Line Item Description
01/13/2023 Guide to Doing Business Booklet 277.83
Inv 21283 Total 277.83
Inv 21293
Line Item Date Line Item Description
01/25/2023 Police Department posters 131.20
Inv 21293 Total 131.20
Inv 22196
Line Item Date Line Item Description
01/30/2023 Poster for Community Development 293.82
Inv 22196 Total 293.82
AP-Check Detail (2/6/2023 - 3:55 PM) Page 10
5 - 26
Check Number Check Date Amount
315949 Total: 735.87
CAN0607 - Cantu Graphics Inc. Total: 735.87
MATTCHAG - Chang, Matt
315950 02/15/2023
Inv 0076977/0077456
Line Item Date Line Item Description
10/02/2023 Conference Parking Reimbursement 70.00
Inv 0076977/0077456 Total 70.00
Inv 2022246050
Line Item Date Line Item Description
11/10/2023 Reimbursement for LA County Recorder Posting. 75.00 Inv 2022246050 Total 75.00
315950 Total: 145.00
MATTCHAG - Chang, Matt Total: 145.00
TIM4011 - Charter Communications
315951 02/15/2023
Inv 0357905010523
Line Item Date Line Item Description
01/24/2023 Acct# 8448 30 008 0357905 (1/05/23 - 02/04/23) 130.52 Inv 0357905010523 Total 130.52
315951 Total: 130.52
TIM4011 - Charter Communications Total: 130.52
STPHCHCY - Chauncey, Stephen A
315952 02/15/2023
Inv 12/06-12/09/22
Line Item Date Line Item Description
01/26/2023 Radar/Lidar Training for Officer Godoy 12/06-12/09/22 170.00 Inv 12/06-12/09/22 Total 170.00
315952 Total: 170.00
STPHCHCY - Chauncey, Stephen A Total: 170.00
AP-Check Detail (2/6/2023 - 3:55 PM) Page 11
5 - 27
Check Number Check Date Amount
CHE6010 - Chem Pro Laboratory, Inc.
315953 02/15/2023
Inv IN95611
Line Item Date Line Item Description
10/27/2022 Monthly cleaning and treatment of City cooling tower-Oct 2022 153.00 Inv IN95611 Total 153.00
Inv IN96723
Line Item Date Line Item Description
11/01/2022 Monthly cleaning and treatment of City cooling tower-Nov 2022 153.00 Inv IN96723 Total 153.00
Inv IN99693
Line Item Date Line Item Description
12/01/2022 Monthly cleaning and treatment of City cooling tower-Dec 2022 153.00 Inv IN99693 Total 153.00
315953 Total: 459.00
CHE6010 - Chem Pro Laboratory, Inc. Total: 459.00
CINTAS - Cintas CORP No. 2
315954 02/15/2023
Inv 4143565381
Line Item Date Line Item Description
01/16/2023 Uniform Cleaning Services - January 2023 88.63 01/16/2023 Uniform Cleaning Services - January 2023 18.72 01/16/2023 Uniform Cleaning Services - January 2023 80.85 01/30/2023 Uniform Cleaning Services - January 2023 35.49 01/16/2023 Uniform Cleaning Services - January 2023 30.24 Inv 4143565381 Total 253.93
Inv 5140225644
Line Item Date Line Item Description
01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan 2023 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan2022 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan 2023 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan2022 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan2022 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan2022 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan2022 3.94 01/10/2023 First Aid Cabinets and PW Vehicle Kits- Monthly Check Jan2022 3.95 Inv 5140225644 Total 31.53
Inv 9206366319
Line Item Date Line Item Description
AP-Check Detail (2/6/2023 - 3:55 PM) Page 12
5 - 28
Check Number Check Date Amount
01/17/2023 First Aid Cabinet & AED Monthly Servicing - FY2022-2023 153.25 Inv 9206366319 Total 153.25
315954 Total: 438.71
CINTAS - Cintas CORP No. 2 Total: 438.71
ALPD4010 - City of Alhambra Police Department
315955 02/15/2023
Inv SP12-2022
Line Item Date Line Item Description
01/26/2023 Inmate housing for December 2022 2,580.00
Inv SP12-2022 Total 2,580.00
315955 Total: 2,580.00
ALPD4010 - City of Alhambra Police Department Total: 2,580.00 PAS4012 - City of Pasadena
315956 02/15/2023
Inv 30020474
Line Item Date Line Item Description
01/17/2023 Forensic services 22-10733 270.60
Inv 30020474 Total 270.60
315956 Total: 270.60
PAS4012 - City of Pasadena Total: 270.60
SPMN3010 - City of South Pasadena
315957 02/15/2023
Inv 19126 - 1/18/23
Line Item Date Line Item Description
01/25/2023 Water utility bill for Garfield park restrooms.11/14/22-01/10/23 439.33 Inv 19126 - 1/18/23 Total 439.33
315957 Total: 439.33
SPMN3010 - City of South Pasadena Total: 439.33
SOU5400 - City of South Pasadena Finance Petty Cash
315958 02/15/2023
AP-Check Detail (2/6/2023 - 3:55 PM) Page 13
5 - 29
Check Number Check Date Amount
Inv FIN-PettyCash
Line Item Date Line Item Description
01/31/2023 Petty Cash Reimbursement 37.01
01/31/2023 Petty Cash Reimbursement 145.62
01/31/2023 Petty Cash Reimbursement 84.70
01/31/2023 Petty Cash Reimbursement 236.31
01/31/2023 Petty Cash Reimbursement 62.00
01/31/2023 Petty Cash Reimbursement 80.16
01/31/2023 Petty Cash Reimbursement 11.98
01/31/2023 Petty Cash Reimbursement 60.00
Inv FIN-PettyCash Total 717.78
315958 Total: 717.78
SOU5400 - City of South Pasadena Finance Petty Cash Total: 717.78 SOU5340 - City of South Pasadena-Library Petty Cash
315959 02/15/2023
Inv 01/03/2023
Line Item Date Line Item Description
01/03/2023 2023 Rose Parade programs 22.05
Inv 01/03/2023 Total 22.05
Inv 01/12/2023
Line Item Date Line Item Description
01/12/2023 Postage to ship item to Bob Baker Marionette Theatre 4.16 Inv 01/12/2023 Total 4.16
Inv 01/20/2023
Line Item Date Line Item Description
01/20/2023 Blu Ray for Library Collection 21.53
Inv 01/20/2023 Total 21.53
Inv 08/18/2022
Line Item Date Line Item Description
08/18/2022 Comics for Library Collection 19.85
Inv 08/18/2022 Total 19.85
Inv 09/07/2022
Line Item Date Line Item Description
09/07/2022 Refreshments for consultant meeting 2.99
Inv 09/07/2022 Total 2.99
Inv 09/30/2022
Line Item Date Line Item Description
AP-Check Detail (2/6/2023 - 3:55 PM) Page 14
5 - 30
Check Number Check Date Amount
09/30/2022 Magazine for Library Collection 14.26
Inv 09/30/2022 Total 14.26
Inv 12/22/2022
Line Item Date Line Item Description
12/22/2022 Fed Ex shipping to return Quadient Postage machine 28.10 Inv 12/22/2022 Total 28.10
Inv 12/30/2022
Line Item Date Line Item Description
12/30/2022 DVDs for Library Collection 67.68
Inv 12/30/2022 Total 67.68
315959 Total: 180.62
SOU5340 - City of South Pasadena-Library Petty Cash Total: 180.62 COP0708 - CopWare, Inc
315960 02/15/2023
Inv 86273
Line Item Date Line Item Description
01/26/2023 Ca Peace Officers Legal Sourcebook-Yearly License for Police 965.00 Inv 86273 Total 965.00
315960 Total: 965.00
COP0708 - CopWare, Inc Total: 965.00
CRSR2010 - Corodata Shredding Inc.
0 02/15/2023
Inv DN 1393062
Line Item Date Line Item Description
12/31/2022 Shredding Services - December 2022 83.69
Inv DN 1393062 Total 83.69
0 Total: 83.69
CRSR2010 - Corodata Shredding Inc. Total: 83.69
CPR0551 - CPRS District XIII
315961 02/15/2023
AP-Check Detail (2/6/2023 - 3:55 PM) Page 15
5 - 31
Check Number Check Date Amount
Inv CPRS D85 Event
Line Item Date Line Item Description
01/26/2023 CPRS D13 Breakfast 3 Attendees: L.Hakobian, M.Synyder, J.Bell 75.00 Inv CPRS D85 Event Total 75.00
315961 Total: 75.00
CPR0551 - CPRS District XIII Total: 75.00
CSGCONLT - CSG Consultants, Inc.
315962 02/15/2023
Inv 47329
Line Item Date Line Item Description
11/15/2022 Entitlement Expediting Services (181,185,187 Monterey) 1,730.00 Inv 47329 Total 1,730.00
315962 Total: 1,730.00
CSGCONLT - CSG Consultants, Inc. Total: 1,730.00
CTCTCH - CTC Technology & Energy
315963 02/15/2023
Inv 23140090
Line Item Date Line Item Description
01/26/2023 CENIC WI-FI and CENIC Broadband FY 2022-23 2,717.58 Inv 23140090 Total 2,717.58
315963 Total: 2,717.58
CTCTCH - CTC Technology & Energy Total: 2,717.58
DEL0771 - Delta Dental of California
315964 02/15/2023
Inv BE005349445
Line Item Date Line Item Description
02/01/2023 Dental Insurance Premiums - February 2023 12,371.94 Inv BE005349445 Total 12,371.94
315964 Total: 12,371.94
DEL0771 - Delta Dental of California Total: 12,371.94
AP-Check Detail (2/6/2023 - 3:55 PM) Page 16
5 - 32
Check Number Check Date Amount
GEMT5550 - Department of Health Care Services
315965 02/15/2023
Inv GEM0223NFYA
Line Item Date Line Item Description
01/30/2023 Fire - Ground Emergency Medical Transport Quality Assurance Fee 7,654.50 Inv GEM0223NFYA Total 7,654.50
315965 Total: 7,654.50
GEMT5550 - Department of Health Care Services Total: 7,654.50 PMLDONG - Dong, Pamella C.
0 02/15/2023
Inv 9211
Line Item Date Line Item Description
01/23/2023 Contract Class Instructor- Senior Center Tai Chi 20.00 Inv 9211 Total 20.00
Inv 9213
Line Item Date Line Item Description
01/23/2023 Contract Class Instructor- Senior Center Tai Chi Qi Gong Walk-In 4.00 Inv 9213 Total 4.00
0 Total: 24.00
PMLDONG - Dong, Pamella C. Total: 24.00
DDLP8010 - Dr. Detail Ph.D LLC
0 02/15/2023
Inv 2748
Line Item Date Line Item Description
01/18/2023 Dial-A-Ride Fleet Washing and Santizing for January 600.00 Inv 2748 Total 600.00
Inv 2751
Line Item Date Line Item Description
01/26/2023 Camp Med Carpet cleaning service for upper and lower floors. 495.00 Inv 2751 Total 495.00
0 Total: 1,095.00
DDLP8010 - Dr. Detail Ph.D LLC Total: 1,095.00
AP-Check Detail (2/6/2023 - 3:55 PM) Page 17
5 - 33
Check Number Check Date Amount
ELSRTIRE - El Sereno Tire Shop
315966 02/15/2023
Inv 02453
Line Item Date Line Item Description
01/20/2023 Patch for vehicle 79 (back left tire) 20.00
Inv 02453 Total 20.00
315966 Total: 20.00
ELSRTIRE - El Sereno Tire Shop Total: 20.00
ENT8216 - Entersect
315967 02/15/2023
Inv 123EP30995
Line Item Date Line Item Description
01/21/2023 EPO live search for Detectives 2.99
Inv 123EP30995 Total 2.99
315967 Total: 2.99
ENT8216 - Entersect Total: 2.99
LILESTDA - Estrada, Lilly
315968 02/15/2023
Inv 04/26/2022
Line Item Date Line Item Description
01/25/2023 Rater Lunch Reimbursement 36.54
Inv 04/26/2022 Total 36.54
Inv 07/20/2022
Line Item Date Line Item Description
01/25/2023 Post Office Reimbursement 73.60
Inv 07/20/2022 Total 73.60
315968 Total: 110.14
LILESTDA - Estrada, Lilly Total: 110.14
EXSF8020 - Extreme Safety
315969 02/15/2023
Inv 00107879
Line Item Date Line Item Description
AP-Check Detail (2/6/2023 - 3:55 PM) Page 18
5 - 34
Check Number Check Date Amount
01/30/2023 Equipment Maintenance - Fit Test 105.00
Inv 00107879 Total 105.00
315969 Total: 105.00
EXSF8020 - Extreme Safety Total: 105.00
FED1109 - FedEx
315970 02/15/2023
Inv 8-006-32203
Line Item Date Line Item Description
01/13/2023 Shipment to background investigator 16.52
Inv 8-006-32203 Total 16.52
315970 Total: 16.52
FED1109 - FedEx Total: 16.52
BTFELSR - Felser, Betsy
315971 02/15/2023
Inv DI1114-01
Line Item Date Line Item Description
01/23/2023 Drip Irrigation Rebate (Max Amount)- DI1114-01 300.00 Inv DI1114-01 Total 300.00
315971 Total: 300.00
BTFELSR - Felser, Betsy Total: 300.00
FUNEXPRS - Fun Express, LLC
315972 02/15/2023
Inv 722187338-01
Line Item Date Line Item Description
01/17/2023 Lunar New Year supplies for Senior Center 90.21 Inv 722187338-01 Total 90.21
315972 Total: 90.21
FUNEXPRS - Fun Express, LLC Total: 90.21
GALL5011 - Galls, LLC
315973 02/15/2023
AP-Check Detail (2/6/2023 - 3:55 PM) Page 19
5 - 35
Check Number Check Date Amount
Inv 023132036
Line Item Date Line Item Description
01/30/2023 Fire - Safety uniform belt for Anderson 25.14 Inv 023132036 Total 25.14
Inv 023156305
Line Item Date Line Item Description
01/30/2023 Fire - Safety uniform for Anderson 585.06
Inv 023156305 Total 585.06
315973 Total: 610.20
GALL5011 - Galls, LLC Total: 610.20
GLCI2997 - Graphic Electric Inc.
315974 02/15/2023
Inv 99987
Line Item Date Line Item Description
11/15/2022 Troubleshoot and Repair Ballast Field Lights 5,650.69 Inv 99987 Total 5,650.69
315974 Total: 5,650.69
GLCI2997 - Graphic Electric Inc. Total: 5,650.69
CRHY8067 - Hartney, Corey
0 02/15/2023
Inv 9330
Line Item Date Line Item Description
01/23/2023 Contract Class Instructor - Basketball January Beginner 429.00 Inv 9330 Total 429.00
Inv 9333
Line Item Date Line Item Description
01/23/2023 Contract Class Instructor- Basketball January Intermediate 71.50 Inv 9333 Total 71.50
0 Total: 500.50
CRHY8067 - Hartney, Corey Total: 500.50
HDLC3011 - HdL Coren & Cone
AP-Check Detail (2/6/2023 - 3:55 PM) Page 20
5 - 36
Check Number Check Date Amount
315975 02/15/2023
Inv SIN024993
Line Item Date Line Item Description
01/24/2023 Contract Services - Property Tax: Quarterly (January - March) 3,249.26 Inv SIN024993 Total 3,249.26
315975 Total: 3,249.26
HDLC3011 - HdL Coren & Cone Total: 3,249.26
MOBPLAN - Henninger, Grant
315976 02/15/2023
Inv 169
Line Item Date
01/17/2023 54,000.00
Line Item Description
Housing Element Consultant
Inv 169 Total 54,000.00
315976 Total: 54,000.00
MOBPLAN - Henninger, Grant Total: 54,000.00
HOMCOMMU - Hom, Reagan
315977 02/15/2023
Inv 011723
Line Item Date Line Item Description
01/17/2023 Electrical work on PD unit #1406 350.00
Inv 011723 Total 350.00
315977 Total: 350.00
HOMCOMMU - Hom, Reagan Total: 350.00
HOM1515 - Home Depot Credit Services
315978 02/15/2023
Inv 5351034
Line Item Date Line Item Description
12/28/2022 Additional Battery for Ring Camera located at PW Yard 38.58 Inv 5351034 Total 38.58
Inv WP56394013
Line Item Date Line Item Description
01/03/2023 Second Additional Battery for Ring Camera located at PW Yard 38.58 Inv WP56394013 Total 38.58
AP-Check Detail (2/6/2023 - 3:55 PM) Page 21
5 - 37
Check Number Check Date Amount
315978 Total: 77.16
HOM1515 - Home Depot Credit Services Total: 77.16
MADHRTN - Horton, Madeleine
315979 02/15/2023
Inv 128253
Line Item Date Line Item Description
01/24/2023 Refund of Rec Class due to class cancelation by instructor. 129.00 Inv 128253 Total 129.00
315979 Total: 129.00
MADHRTN - Horton, Madeleine Total: 129.00
JULIBARO - Ibaro, Julie
315980 02/15/2023
Inv 128333
Line Item Date Line Item Description
01/24/2023 Refundable Sercurity deposit for WMB reservation. 561.00 Inv 128333 Total 561.00
315980 Total: 561.00
JULIBARO - Ibaro, Julie Total: 561.00
CDPS1020 - ICC General Code
315981 02/15/2023
Inv GC0007846
Line Item Date Line Item Description
06/20/2022 Municipal Code - Ord Nos. 2357-2364 1,542.05 Inv GC0007846 Total 1,542.05
Inv GC0008710
Line Item Date Line Item Description
09/30/2022 Municipal Code - Ord Nos. 2345-2348-2351-2353-2355- 2364 & 2366 273.80 Inv GC0008710 Total 273.80
315981 Total: 1,815.85
CDPS1020 - ICC General Code Total: 1,815.85
AP-Check Detail (2/6/2023 - 3:55 PM) Page 22
5 - 38
Check Number Check Date Amount
JSAR4011 - Jack's Auto Repair
315982 02/15/2023
Inv 17961
Line Item Date Line Item Description
01/18/2023 Repair to catalytic converter pipe for vehicle 79. 275.00 Inv 17961 Total 275.00
315982 Total: 275.00
JSAR4011 - Jack's Auto Repair Total: 275.00
JKPRPTY - JK Property Management Services, Inc.
315983 02/15/2023
Inv 2662
Line Item Date Line Item Description
12/12/2022 Holiday Lights and Decor Display, Storage, Installation, Removal 31,210.00 Inv 2662 Total 31,210.00
Inv 2663
Line Item Date Line Item Description
12/12/2022 Holiday Lights and Decor Display, Storage, Installation, Removal 19,505.00 Inv 2663 Total 19,505.00
315983 Total: 50,715.00
JKPRPTY - JK Property Management Services, Inc. Total: 50,715.00 KOAC6010 - KOA Corporation
315984 02/15/2023
Inv JC1I001 - 2
Line Item Date
10/18/2022 285.50
10/18/2022 2,569.50
Line Item Description
Engineering Design Services for North-South Corridor Transportation Engineering Design Services for North-South Corridor Transportation Inv JC1I001 - 2 Total 2,855.00
Inv JC1I001 - 4
Line Item Date
12/14/2022 29,127.94
12/14/2022 3,236.44
Line Item Description
Engineering Design Services for North-South Corridor Transportation Engineering Design Services for North-South Corridor Transportation Inv JC1I001 - 4 Total 32,364.38
Inv JC1I001 - 5
Line Item Date Line Item Description
AP-Check Detail (2/6/2023 - 3:55 PM) Page 23
5 - 39
Check Number Check Date Amount
01/24/2023 42,792.42
01/24/2023 4,754.71
Engineering Design Services for North-South Corridor Transportation Engineering Design Services for North-South Corridor Transportation Inv JC1I001 - 5 Total 47,547.13
315984 Total: 82,766.51
KOAC6010 - KOA Corporation Total: 82,766.51
JSHKRV - Krilov, Josh
315985 02/15/2023
Inv 128234
Line Item Date Line Item Description
01/24/2023 Refund request of Gazebo due to weather. 134.00 Inv 128234 Total 134.00
315985 Total: 134.00
JSHKRV - Krilov, Josh Total: 134.00
CUR7778 - L.N. Curtis & Sons
315986 02/15/2023
Inv INV666548
Line Item Date Line Item Description
01/30/2023 Fire - 240V Charger for vehicle 575.51
Inv INV666548 Total 575.51
315986 Total: 575.51
CUR7778 - L.N. Curtis & Sons Total: 575.51
LAPG8520 - LA Police Gear Inc.
315987 02/15/2023
Inv IV01959647
Line Item Date Line Item Description
01/24/2023 Pepper spray for officers 749.70
Inv IV01959647 Total 749.70
315987 Total: 749.70
LAPG8520 - LA Police Gear Inc. Total: 749.70
LDCR6410 - LandCare USA LLC
AP-Check Detail (2/6/2023 - 3:55 PM) Page 24
5 - 40
Check Number Check Date Amount
0 02/15/2023
Inv 547918
Line Item Date Line Item Description
08/31/2022 Landscape and Lighting Maint. District-Aug 2022 4,227.30 08/31/2022 Prop A Park Maintenance-Aug 2022 1,233.21
08/31/2022 Water Distribution-Aug 2022 1,669.68
08/31/2022 Park Maintenance Contract Services-Aug 2022 17,223.90 Inv 547918 Total 24,354.09
Inv 578546
Line Item Date Line Item Description
11/30/2022 Park Maintenance Contract Services-Nov 2022 17,223.90 11/30/2022 Landscape and Lighting Maint. District-Nov 2022 4,227.30 11/30/2022 Prop A Park Maintenance-Nov 2022 1,233.21
11/30/2022 Water Distribution-Nov 2022 1,669.68
Inv 578546 Total 24,354.09
Inv 587702
Line Item Date Line Item Description
12/31/2022 Park Maintenance Contract Services 20,491.56 12/31/2022 Water Distribution-Dec 2022 1,669.68
12/31/2022 Landscape and Lighting Maint. District-Dec 2022 959.64 12/31/2022 Prop A Park Maintenance-Dec 2022 1,233.21
Inv 587702 Total 24,354.09
0 Total: 73,062.27
LDCR6410 - LandCare USA LLC Total: 73,062.27
ZZLI3012 - Li, Zhenzhen
315988 02/15/2023
Inv DW1206-01
Line Item Date Line Item Description
01/23/2023 Residential Rebate for Water Efficient Dishwasher. DW1206-01. 499.99 Inv DW1206-01 Total 499.99
315988 Total: 499.99
ZZLI3012 - Li, Zhenzhen Total: 499.99
MMV9126 - Mission Meridian Village POA
315989 02/15/2023
Inv 101-102
Line Item Date Line Item Description
12/20/2022 Mission Meridian HOA Parking Dues - Dec'22 1,730.17 AP-Check Detail (2/6/2023 - 3:55 PM) Page 25
5 - 41
Check Number Check Date Amount
Inv 101-102 Total 1,730.17
Inv 103
Line Item Date Line Item Description
12/20/2022 Mission Meridian HOA Parking Dues - Dec'22 804.13 Inv 103 Total 804.13
315989 Total: 2,534.30
MMV9126 - Mission Meridian Village POA Total: 2,534.30
MOR2900 - Morrow & Holman Plumbing Inc
315990 02/15/2023
Inv P-11-19981
Line Item Date Line Item Description
11/15/2022 Emergency Plumbing-PD Womens Restroom Plumbing 148.31 Inv P-11-19981 Total 148.31
Inv P-11-20024
Line Item Date Line Item Description
11/21/2022 Emergency Plumbing-PD Womens Locker room Issues 181.25 Inv P-11-20024 Total 181.25
315990 Total: 329.56
MOR2900 - Morrow & Holman Plumbing Inc Total: 329.56
OVDR8011 - OverDrive Inc.
0 02/15/2023
Inv 01148CO23008430
Line Item Date Line Item Description
01/10/2023 eBooks / eAudiobooks 2,577.06
Inv 01148CO23008430 Total 2,577.06
Inv 01148CO23010645
Line Item Date Line Item Description
01/11/2023 eBooks / eAudiobooks 777.09
Inv 01148CO23010645 Total 777.09
0 Total: 3,354.15
OVDR8011 - OverDrive Inc. Total: 3,354.15
AP-Check Detail (2/6/2023 - 3:55 PM) Page 26
5 - 42
Check Number Check Date Amount
PWP4465 - Pasadena Water & Power
315991 02/15/2023
Inv 11/14-12/12/22
Line Item Date Line Item Description
01/26/2023 City Of Pasadena water purchase Nov-Dec 2022 2,576.51 Inv 11/14-12/12/22 Total 2,576.51
315991 Total: 2,576.51
PWP4465 - Pasadena Water & Power Total: 2,576.51
PHOE4610 - Phoenix Group Information Systems
315992 02/15/2023
Inv 122022184
Line Item Date Line Item Description
01/24/2023 Citations processed for the month of December 2022 3,605.48 Inv 122022184 Total 3,605.48
315992 Total: 3,605.48
PHOE4610 - Phoenix Group Information Systems Total: 3,605.48 PDI417 - Plumbers Depot Inc.
315993 02/15/2023
Inv PD-52351
Line Item Date Line Item Description
11/10/2022 Sewer Maintenance-Plug for Storm Drains 1,683.02 Inv PD-52351 Total 1,683.02
315993 Total: 1,683.02
PDI417 - Plumbers Depot Inc. Total: 1,683.02
POS5265 - Post Alarm Systems
0 02/15/2023
Inv 1550172
Line Item Date Line Item Description
01/04/2023 Post Alarm Services for Orange Grove Recreation Center 54.33 01/04/2023 Post Alarm Services for War Memorial Building 54.33 Inv 1550172 Total 108.66
0 Total: 108.66
AP-Check Detail (2/6/2023 - 3:55 PM) Page 27
5 - 43
Check Number Check Date Amount
POS5265 - Post Alarm Systems Total: 108.66

PSOMAS - PSOMAS
315994 02/15/2023
Inv 192346
Line Item Date Line Item Description
01/23/2023 Assistance with General Plan & Downtown Specific Update 320.00 Inv 192346 Total 320.00
315994 Total: 320.00
PSOMAS - PSOMAS Total: 320.00
QUI5869 - Quill Corporation
315995 02/15/2023
Inv 30042938
Line Item Date Line Item Description
01/10/2023 Wet Floor Caution fold-up signs 115.73
Inv 30042938 Total 115.73
315995 Total: 115.73
QUI5869 - Quill Corporation Total: 115.73
QUI7779 - Quinn Company
315996 02/15/2023
Inv PC810948614
Line Item Date Line Item Description
05/02/2022 Annual Maintenance for Street Roadway Machinery-Hydraulic fluid 392.36 Inv PC810948614 Total 392.36
Inv PC810960477
Line Item Date Line Item Description
01/26/2023 Annual Maintenance for Street Roadway Machinery-Hydraulic fluid 439.37 Inv PC810960477 Total 439.37
Inv PC810962928
Line Item Date Line Item Description
10/17/2022 Annual Maintenance for Street Roadway Machinery-Hydraulic fluid 1,464.56 Inv PC810962928 Total 1,464.56
AP-Check Detail (2/6/2023 - 3:55 PM) Page 28
5 - 44
Check Number Check Date Amount
Inv WO810243464
Line Item Date Line Item Description
11/09/2022 Annual Maintenance for Street Roadway Machinery-Hydraulic fluid 2,135.50 Inv WO810243464 Total 2,135.50
315996 Total: 4,431.79
QUI7779 - Quinn Company Total: 4,431.79
RTPC5500 - Regional TAP Service Center
315997 02/15/2023
Inv 6018469
Line Item Date Line Item Description
01/18/2023 Metro 30 Day Senior Bus Pass subsidy payment for December 2022. 212.00 Inv 6018469 Total 212.00
315997 Total: 212.00
RTPC5500 - Regional TAP Service Center Total: 212.00
RHCC7101 - Rio Hondo College
315998 02/15/2023
Inv F22-400-ZSPS
Line Item Date Line Item Description
01/26/2023 Driver Training for Officer Giron on 12/09/2022 25.00 Inv F22-400-ZSPS Total 25.00
315998 Total: 25.00
RHCC7101 - Rio Hondo College Total: 25.00
RlPU8540 - Roadline Products Inc. USA
315999 02/15/2023
Inv 18189
Line Item Date Line Item Description
11/21/2022 Street Maintenance-Equipment sign post and anchors 912.87 Inv 18189 Total 912.87
315999 Total: 912.87
RlPU8540 - Roadline Products Inc. USA Total: 912.87
AP-Check Detail (2/6/2023 - 3:55 PM) Page 29
5 - 45
Check Number Check Date Amount
SGVMC111 - San Gabriel Valley Medical Center
316000 02/15/2023
Inv 899936
Line Item Date Line Item Description
01/26/2023 Blood alcohol withdrawal # 899936 48.00
Inv 899936 Total 48.00
316000 Total: 48.00
SGVMC111 - San Gabriel Valley Medical Center Total: 48.00 SAXE2013 - Saxe-Clifford PH.D, Susan
316001 02/15/2023
Inv 22-1229-7
Line Item Date Line Item Description
01/30/2023 Fire - Psychological evaluation for firefighter applicant 450.00 Inv 22-1229-7 Total 450.00
316001 Total: 450.00
SAXE2013 - Saxe-Clifford PH.D, Susan Total: 450.00
SEITECIN - SEITec, Inc.
316002 02/15/2023
Inv 1027-002-2
Line Item Date Line Item Description
12/19/2022 Technical services to assist City in stormwater project funding, 917.10 Inv 1027-002-2 Total 917.10
Inv 1027-003-2
Line Item Date Line Item Description
12/19/2022 Technical services to assist City in stormwater project funding, 2,507.53 Inv 1027-003-2 Total 2,507.53
Inv 1027-004-2
Line Item Date Line Item Description
12/19/2022 Technical services to assist City in stormwater project funding, 3,953.96 Inv 1027-004-2 Total 3,953.96
316002 Total: 7,378.59
SEITECIN - SEITec, Inc. Total: 7,378.59
AP-Check Detail (2/6/2023 - 3:55 PM) Page 30
5 - 46
Check Number Check Date Amount
SHO7777 - Showcases
0 02/15/2023
Inv 325512
Line Item Date Line Item Description
01/20/2023 DVD cases 432.00
Inv 325512 Total 432.00
0 Total: 432.00
SHO7777 - Showcases Total: 432.00
WLST8267 - Shuttic, William 101-8030-8021-8267-000
0 02/15/2023
Inv 9178
Line Item Date Line Item Description
01/26/2023 Contract Instructor-Jan Senior monthly Functional Fitness class 140.00 Inv 9178 Total 140.00
0 Total: 140.00
WLST8267 - Shuttic, William Total: 140.00
STA5219 - Staples Business Advantage
0 02/15/2023
Inv 3518931697
Line Item Date Line Item Description
09/28/2022 Yard Breakroom supplies 9.76
09/28/2022 Yard Breakroom supplies 9.76
09/28/2022 Yard Breakroom supplies 9.76
09/28/2022 Yard Breakroom supplies 9.76
09/28/2022 Yard Breakroom supplies 9.76
09/28/2022 Yard Breakroom supplies 9.76
Inv 3518931697 Total 58.56
Inv 3521880879
Line Item Date Line Item Description
10/29/2022 Office Supplies 42.46
Inv 3521880879 Total 42.46
Inv 3525445476
Line Item Date Line Item Description
12/13/2022 Credit Memo -491.72
Inv 3525445476 Total -491.72
AP-Check Detail (2/6/2023 - 3:55 PM) Page 31
5 - 47
Check Number Check Date Amount
Inv 3525615702
Line Item Date Line Item Description
12/15/2022 Office Supplies & First Aid 202.77
Inv 3525615702 Total 202.77
Inv 3527217441
Line Item Date Line Item Description
01/26/2023 Recreation Office Supplies 100.40
Inv 3527217441 Total 100.40
Inv 3527565068
Line Item Date Line Item Description
01/30/2023 Fire - General office supplies 71.43
Inv 3527565068 Total 71.43
Inv 3527637844
Line Item Date Line Item Description
01/11/2023 Office Supples - Coffee, Toner, Cables, Mesh. 407.90 Inv 3527637844 Total 407.90
Inv 3527789926
Line Item Date Line Item Description
01/13/2023 Police Department Office Supplies 171.20
Inv 3527789926 Total 171.20
Inv 3527980618
Line Item Date Line Item Description
01/14/2023 Yard Breakroom supplies 9.76
01/14/2023 Yard Breakroom supplies 9.76
01/14/2023 Yard Breakroom supplies 9.76
01/14/2023 Yard Breakroom supplies 9.76
01/14/2023 Yard Breakroom supplies 9.76
01/14/2023 Yard Breakroom supplies 9.76
Inv 3527980618 Total 58.56
Inv 3528205304
Line Item Date Line Item Description
01/19/2023 Binders, paper clips, scotch tape, thermal register rolls 74.39 Inv 3528205304 Total 74.39
Inv 3528205305
Line Item Date Line Item Description
01/13/2023 Police Department Office Supplies 253.54
AP-Check Detail (2/6/2023 - 3:55 PM) Page 32
5 - 48
Check Number Check Date Amount
Inv 3528205305 Total 253.54
Inv 3528205306
Line Item Date Line Item Description
01/19/2023 Police Department Office Supplies 289.52
Inv 3528205306 Total 289.52
Inv 3528586477
Line Item Date Line Item Description
01/24/2023 Office Supplies 130.38
Inv 3528586477 Total 130.38
Inv 3528701395
Line Item Date Line Item Description
01/25/2023 Office Supplies 98.48
Inv 3528701395 Total 98.48
Inv 3528701396
Line Item Date Line Item Description
01/30/2023 Fire - General office supplies 54.89
Inv 3528701396 Total 54.89
Inv 3528855563
Line Item Date Line Item Description
01/27/2023 Office Supplies 17.63
Inv 3528855563 Total 17.63
0 Total: 1,540.39
STA5219 - Staples Business Advantage Total: 1,540.39
SCRR4010 - Superior Court of California, County of LA
316003 02/15/2023
Inv December 2022
Line Item Date Line Item Description
01/24/2023 Citations processed for the month of December 2022 3,443.00 Inv December 2022 Total 3,443.00
316003 Total: 3,443.00
SCRR4010 - Superior Court of California, County of LA Total: 3,443.00 SWRCB900 - SWRCB
AP-Check Detail (2/6/2023 - 3:55 PM) Page 33
5 - 49
Check Number Check Date Amount
0 02/15/2023
Inv WD-0214717
Line Item Date Line Item Description
12/08/2022 NPDES Permit Fees FY 2022-23 794.00
Inv WD-0214717 Total 794.00
0 Total: 794.00
SWRCB900 - SWRCB Total: 794.00
COBR7131 - The Advantage Group
0 02/15/2023
Inv 152704
Line Item Date Line Item Description
01/30/2023 HRA Administration Fee - January 2023 306.00 Inv 152704 Total 306.00
Inv February
Line Item Date Line Item Description
01/30/2023 HRA Retiree Premiums - February 2023 16,246.80 Inv February Total 16,246.80
0 Total: 16,552.80
COBR7131 - The Advantage Group Total: 16,552.80
CAPEACEO - The California Peace Officers' Association
316004 02/15/2023
Inv 346910
Line Item Date Line Item Description
01/26/2023 Public Records Act Training for Clerk Ochoa 250.00 Inv 346910 Total 250.00
Inv 346920
Line Item Date Line Item Description
01/26/2023 Public Records Act Training for Clerk Ramirez 250.00 Inv 346920 Total 250.00
316004 Total: 500.00
CAPEACEO - The California Peace Officers' Association Total: 500.00 AP-Check Detail (2/6/2023 - 3:55 PM) Page 34
5 - 50
Check Number Check Date Amount
TRA5998 - Transtech Engineers, Inc.
0 02/15/2023
Inv 20215689
Line Item Date Line Item Description
04/30/2022 1818 Peterson Soils Report 1,590.00
Inv 20215689 Total 1,590.00
Inv 20216464
Line Item Date Line Item Description
05/31/2022 23 Short Way Soils Report 1,534.00
Inv 20216464 Total 1,534.00
Inv 202231066
Line Item Date Line Item Description
12/31/2022 Transtech Building & Safety Services: (December 2022) 19,144.50 Inv 202231066 Total 19,144.50
Inv 20231065
Line Item Date Line Item Description
11/30/2022 Transtech Plan Check Services: (November 2022) 24,459.62 Inv 20231065 Total 24,459.62
Inv 20231067
Line Item Date Line Item Description
12/31/2022 #20231067-Dec 2022 245.00
Inv 20231067 Total 245.00
0 Total: 46,973.12
TRA5998 - Transtech Engineers, Inc. Total: 46,973.12
TTTC6710 - TT Technologies, Inc.
316005 02/15/2023
Inv TT76618
Line Item Date Line Item Description
01/16/2023 Cable Grip Replacement-Water Div. 1,172.37
Inv TT76618 Total 1,172.37
316005 Total: 1,172.37
TTTC6710 - TT Technologies, Inc. Total: 1,172.37
ULIN8021 - Uline, Inc.

AP-Check Detail (2/6/2023 - 3:55 PM) Page 35
5 - 51
Check Number Check Date Amount
0 02/15/2023
Inv 80303354
Line Item Date Line Item Description
01/19/2023 Replacement of round tables for WMB 1,233.84 Inv 80303354 Total 1,233.84
Inv 85620281
Line Item Date
01/19/2023 653.34
Line Item Description
Interior trash cans for Eddie Park House & the
Youth House
Inv 85620281 Total 653.34
0 Total: 1,887.18
ULIN8021 - Uline, Inc. Total: 1,887.18
POR4707 - United Site Services, Inc.
316006 02/15/2023
Inv INV-01297728
Line Item Date Line Item Description
12/27/2022 Portable Toilet at Skate Park: 12/27/22-01/23/23 368.34 Inv INV-01297728 Total 368.34
316006 Total: 368.34
POR4707 - United Site Services, Inc. Total: 368.34
UPP7789 - Upper San Gabriel Valley MWD
316007 02/15/2023
Inv So-Pas-01.06.23
Line Item Date Line Item Description
01/23/2023 MWD Co-Fund December 2022 3,877.00
Inv So-Pas-01.06.23 Total 3,877.00
Inv SoPas-11.15.22
Line Item Date Line Item Description
01/23/2023 MWD Co-Fund October 2022 1,159.97
Inv SoPas-11.15.22 Total 1,159.97
Inv SoPas-12.15.22
Line Item Date Line Item Description
01/23/2023 MWD Co-Fund November 2022 415.00
Inv SoPas-12.15.22 Total 415.00
AP-Check Detail (2/6/2023 - 3:55 PM) Page 36
5 - 52
Check Number Check Date Amount
316007 Total: 5,451.97
UPP7789 - Upper San Gabriel Valley MWD Total: 5,451.97
LUVA8110 - Vazquez, Luis
316008 02/15/2023
Inv 1/27/2023
Line Item Date Line Item Description
01/30/2023 Fire - Refund for training 300.00
Inv 1/27/2023 Total 300.00
316008 Total: 300.00
LUVA8110 - Vazquez, Luis Total: 300.00
VERW6711 - Verizon Wireless
316009 02/15/2023
Inv 9925580308
Line Item Date Line Item Description
01/17/2023 AN 842311063-00002 (12/18/22-1/17/23) Fire Ipads 765.13 Inv 9925580308 Total 765.13
316009 Total: 765.13
VERW6711 - Verizon Wireless Total: 765.13
VTMS4011 - Vital Medical Services, LLC
316010 02/15/2023
Inv 4058
Line Item Date Line Item Description
12/31/2022 Calls for service 12.31.22, DR #22-18909, DR# 22-18998 939.00 Inv 4058 Total 939.00
316010 Total: 939.00
VTMS4011 - Vital Medical Services, LLC Total: 939.00
WES4152 - West Coast Arborists, Inc.
0 02/15/2023
Inv 193716
Line Item Date Line Item Description
11/30/2022 Street Maintenance Professional Services-11/16/22-11/30/22 23,620.00 11/30/2022 Street Tree Maintenance In-Lieu Tree Planting-11/16/22-11/30/22 1,696.00 AP-Check Detail (2/6/2023 - 3:55 PM) Page 37
5 - 53
Check Number Check Date Amount
Inv 193716 Total 25,316.00
Inv 194246
Line Item Date Line Item Description
12/15/2022 Street Maintenance Professional Services-12/1/2022-12/15/2022 775.00 12/15/2022 St. Tree Maint. Annual Tree Planting & Removal 12/1/22-12/15/22 720.00 12/15/2022 Street Maintenance Contract Services-12/1/2022-12/15/2022 7,940.00 Inv 194246 Total 9,435.00
Inv 194247
Line Item Date Line Item Description
12/15/2022 Street Maintenance Professional Services 12/1/2022-12/15/2022 340.00 Inv 194247 Total 340.00
Inv 194595
Line Item Date Line Item Description
12/31/2023 St. Tree Maint. Annual Tree Planting & Removal 12/16/22-12/31/22 2,700.00 12/31/2022 Park Maintenance Contract Services 12/16/2022-12/31/2022 1,905.00 Inv 194595 Total 4,605.00
0 Total: 39,696.00
WES4152 - West Coast Arborists, Inc. Total: 39,696.00
WLHD8020 - Westlake Hardware
0 02/15/2023
Inv 14303042
Line Item Date Line Item Description
10/18/2022 Fire - Insect traps 223.15
Inv 14303042 Total 223.15
Inv 14303160
Line Item Date Line Item Description
12/01/2022 Hardware Supplies for Public Works Dep.-Water Div 356.85 Inv 14303160 Total 356.85
Inv 14303225
Line Item Date Line Item Description
12/20/2022 Hardware Supplies for Public Works Dep.-Facilities Div 66.11 Inv 14303225 Total 66.11
0 Total: 646.11
AP-Check Detail (2/6/2023 - 3:55 PM) Page 38
5 - 54
Check Number Check Date Amount
WLHD8020 - Westlake Hardware Total: 646.11
WHI6410 - Whittier Fertilizer Co.
316011 02/15/2023
Inv 393462
Line Item Date Line Item Description
11/16/2022 Soil Mix for Arroyo North and South (AYSO) 66.15 Inv 393462 Total 66.15
Inv 393655
Line Item Date Line Item Description
11/22/2022 Soil Mix for Arroyo North and South (AYSO) 129.10 Inv 393655 Total 129.10
316011 Total: 195.25
WHI6410 - Whittier Fertilizer Co. Total: 195.25
WIL2010 - Willdan Engineering
316012 02/15/2023
Inv 00418094
Line Item Date Line Item Description
01/17/2023 On-Call Construction Mgmt. - Fair Oaks Signal Project 1,042.75 01/17/2023 On-Call Construction Mgmt. - Fair Oaks Signal Project 1,042.75 Inv 00418094 Total 2,085.50
316012 Total: 2,085.50
WIL2010 - Willdan Engineering Total: 2,085.50
PUFG8267 - Wong, Pauline Sam
0 02/15/2023
Inv 9185
Line Item Date Line Item Description
01/26/2023 Contract Instructor- Jan Senior Line Dance Monthly 48.00 Inv 9185 Total 48.00
Inv 9187
Line Item Date Line Item Description
01/26/2023 Contract Instructor- Jan Senior Line Dance Walk-In 184.00 Inv 9187 Total 184.00
AP-Check Detail (2/6/2023 - 3:55 PM) Page 39
5 - 55
Check Number Check Date Amount
Inv 9359
Line Item Date Line Item Description
01/26/2023 Contract Instructor- Jan Adult Line Dance Monthly Beginner 13.00 Inv 9359 Total 13.00
Inv 9361
Line Item Date Line Item Description
01/26/2023 Contract Instructor- Jan Senior Line Dance Monthly Intermediate 26.00 Inv 9361 Total 26.00
Inv 9726
Line Item Date Line Item Description
01/26/2023 Contract Instructor- Jan Adult Line Dance Walk-In 104.00 Inv 9726 Total 104.00
0 Total: 375.00
PUFG8267 - Wong, Pauline Sam Total: 375.00
YTI1023 - Y Tire Performance LLC
316013 02/15/2023
Inv 33926
Line Item Date Line Item Description
12/10/2022 Vehicle Maintenance for Street Division Unit # 330 2,682.31 Inv 33926 Total 2,682.31
Inv 34096
Line Item Date Line Item Description
11/02/2022 Vehicle Maintenance for Street Division-New Tire-PW Prius 93.42 Inv 34096 Total 93.42
Inv 34339
Line Item Date Line Item Description
12/10/2022 Vehicle Maintenance for Street Division Unit # 327 2,009.23 Inv 34339 Total 2,009.23
316013 Total: 4,784.96
YTI1023 - Y Tire Performance LLC Total: 4,784.96
CHGFYNG - Yang, Ching F
316014 02/15/2023
AP-Check Detail (2/6/2023 - 3:55 PM) Page 40
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Check Number Check Date Amount
Inv DI0123-01
Line Item Date Line Item Description
01/23/2023 Residential Rebate for Drip Irrigation 300.00 Inv DI0123-01 Total 300.00
316014 Total: 300.00
CHGFYNG - Yang, Ching F Total: 300.00
ZUMAR103 - Zumar Industries, Inc.
0 02/15/2023
Inv 97902
Line Item Date Line Item Description
10/13/2022 Signs for Library Park 1,002.25
Inv 97902 Total 1,002.25
0 Total: 1,002.25
ZUMAR103 - Zumar Industries, Inc. Total: 1,002.25
Total: 533,501.77
AP-Check Detail (2/6/2023 - 3:55 PM) Page 41
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ATTACHMENT 4
Online Payments
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Date Vendor Amount Description
1/30/2023 So Cal Edison $26,830.11 Online Payment for City Owned So Cal Edison Account 33859.
2/2/2023 So Cal Edison $73,432.15 Online Payment for City Owned So Cal Edison Account 11581.

Total: $100,262.26
Online Payment Log
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City of

SOUTH PASADENA

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ATTACHMENT 5
Prepaid &Warrant Voids
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Accounts Payable
ealvarez
Printed: 02/01/2023 - 8:08AM
User:

Void Check Proof List
Batch: 00001.02.2023
Account Number Amount Invoice No Inv Date Description Reference Task Label Type PONumber Close PO? Line Item Vendor: CRSR2010 Corodata Shredding Inc.

Check No: 0 Check Date: 02/01/2023
108.94 DN 1393062 12/31/2022 Shredding Services - December No 0 101-2030-2033-8180-000
Check Total: 108.94
Vendor Total: 108.94
Report Total: 108.94
AP-Void Check Proof List (2/1/2023 - 8:08 AM) Page 1
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Accounts Payable
ealvarez
Printed: 02/06/2023 - 4:02PM
User:

Void Check Proof List
Batch: 00002.02.2023
Account Number Amount Invoice No Inv Date Description Reference Task Label Type PONumber Close PO? Line Item Vendor: ASOP8030 Aire Serv of Pasadena
Check No: 315710 Check Date: 01/18/2023
1,255.00 AZ76083592 07/02/2022 HVAC System for San Pasqual Stables No 0 101-6010-6601-8120-000
Check Total: 1,255.00
Vendor Total: 1,255.00
Report Total: 1,255.00
AP-Void Check Proof List (2/6/2023 - 4:02 PM) Page 1
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ATTACHMENT 6
Payroll Summary
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Payroll
Payroll Summary Report
Payroll Date: 1/26/2023 Off-Cycle
Checks $ -
Direct Deposits $ 1,466.73
IRS Payments $ 43.50
EDD - State of CA $ 11.52
PERS Pension $ -
Deferred Comp $ -
PERS Health $ -
Subtotal: $ 1,521.75
Payroll Date: 2/3/2023 Regular
Checks $ -
Direct Deposits $ 488,619.47
IRS Payments $ 107,136.49
EDD - State of CA $ 32,409.51
PERS Pension $ 123,595.41
Deferred Comp $ 25,729.88
PERS Health $ 187,851.52
Subtotal: $ 965,342.28
Grand Total: $ 966,864.03
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6 6 - 1
DATE:

FROM:

City Council
Agenda Report
February 15, 2023
ITEM NO.

Armine Chaparyan, City Manager -tw' It(,,.

PREPARED BY: John Downs, Interim Finance Director
Hsiulee Tran, Deputy Finance Director/Controller
Albert Trinh, Finance Manager
SUBJECT: Monthly Investment Report for December 2022
Recommendation
It is recommended that the City Council receive and file the Monthly Investment Report for December 2022.

Background
As required by law, a monthly investment report, which includes water bond funds, is presented to the City Council disclosing investment activities, types of investments, dates of maturities, amounts of deposits, rates of interest, and securities with a maturity of more than 12 months at current market values.

The reports reflect all investments at the above-referenced date and conform to the California Government Code, Section 53600 et. seq., and the City Investment Policy adopted by Resolution No. 7635. A copy of the Resolution is available in the City Clerk's Office.

Analysis
The Monthly Investment Report provides a detailed report of the City's investments in various bonds and the Local Agency Investment Fund (LAIF). The report reflects that the City complies with the reporting requirements of California Government Code Section 53646, whereby the agency must describe the investments made, indicate monies under the management of contracted parties, discuss compliance with local investment policy, and discuss whether the agency can meet its expenditure requirements for the next six months. Investments herein provide sufficient cash flow liquidity to meet the estimated expenditures, as required in the investment policy.

Key Performance Indicators and Strategic Plan
This item is in line with the Finance Department's Key Performance Indicator. The Monthly Investment Report is prepared in a timely manner.

Monthly Investment Report for December 2022

Page 2 of 2 ends

Fiscal Impact
There is no fiscal impact associated with this recommendation.

Commission Review and Recommendation
Item not required to be reviewed by a commission.

Attachment: City Investment Report for December 2022
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ATTACHMENT 1
City Investment Reports for December 2022
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PERCENT CURRENT

INSTITUTION MATURITY CURRENT OF MARKET
NAME DATE YIELD PORTFOLIO COST VALUE *
LOCAL AGENCY INVESTMENT FUND:

LAIF City ON DEMAND 2.173% 24.37% 15,663,303.28 15,663,303.28 SUBTOTAL 24.37% $ 15,663,303.28 $ 15,663,303.28

ZIONS BANK
Corporate Bonds See Exhibit B-1 2.92% 22.22% 14,283,772.11 13,587,285.54 U.S. Treasury Bills See Exhibit B-1 2.44% 3.86% 2,478,660.00 2,497,830.00 US Treasury Notes & Bonds See Exhibit B-1 1.31% 47.89% 30,784,233.57 29,531,980.72 US Obligations Variable See Exhibit B-1 4.38% 1.66% 1,066,455.34 1,065,872.24 SUBTOTAL 75.63% $ 48,613,121.02 $ 46,682,968.50
TOTAL INVESTMENTS 100.00% 64,276,424.30 $ 62,346,271.78 $ BANK ACCOUNTS:

Bank of the West Accounts Balance: $ 9,123,165.91
Zions Bank Uninvested Cash Balance1
: $ 260,491.71
Zions Bank Unsettled Transactions1 -
BNY Mellon Uninvested Cash Balance2 $ 160,398.31
Footnotes:
2 The BNY Mellon Uninvested Cash Balance is information-only as it is funds intended for 2016 Water Revenue Bond.

Required Disclosures:

Average weighted maturity of the portfolio 496 DAYS
Average weighted total yield to maturity of the portfolio 1.975% Projected Expenditures for the next 6 months:

Projected with Prior Year Same Period:

Projected with FY 2023 Adopted Budget:
* Current market valuation is required for investments with maturities of more than twelve months.

Zhen Tao, City Treasurer Date
1 The Zions Bank Uninvested Cash Balance and Unsetteled Transactions are separate from the investment portion. The sum of the three Zions Bank balance totals to the balance reflected on the provided statement. $ 19,555,142
$ 36,749,639
In compliance with the California Government Code Section 53646, as the City Treasurer of the City of South Pasadena, based on the information provided I hereby identify that the City is able to meet its expenditure requirements for the next six months and that all investments are in compliance to the City's Statement of Investment Policy.

I also certify that this report reflects all Government Agency pooled investments and all City's bank balances.

Investment Balances at Month End
December 31, 2022
Exhibit A
City of South Pasadena

INVESTMENT REPORT
2/7/2023
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Statement of Account
December 1, 2022 Through December 31, 2022
South Pasadena Custody
Account Number:
1414 Mission Street
South Pasadena, CA 91030
City of South Pasadena
Exhibit B-1
6 - 7
ZIONS BANK.
-
Cash Reconciliation
Income Principal
Receipts
Disbursements
Sales
Interest
Dividends
Other Receipts
Collective Fund Earnings
Transfers

0.00 2,336,304.07
10,536.02 0.00
590.94 0.00

0.00 0.00

0.00 0.00
Purchases
Fees
Other Disbursements
Transfers

0.00 -2,300,750.76

0.00 0.00

0.00 -5,458.05

0.00 0.00
Total Receipts 11,126.96 2,336,304.07
Total Disbursements 0.00 -2,306,208.81
Net Cash Management 0.00 -41,222.22
Opening Balance December 1, 2022 $ 847,845.49 $ -847,845.49 Closing Balance December 31, 2022 $ 858,972.45 $ -858,972.45 December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Cash Reconciliation (2 col) - SUMCTB1 Page 2
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Portfolio
Portfolio Summary
Market Projected Current
% Value Income Yield
December 31, 2022
Cash & Equivalents 0.55% 260,491.71 9,981.25 3.83%
Fixed Income 99.45% 46,682,968.50 891,065.07 1.91%
Accrued Income
Total Portfolio
Total Market Value
100.00 % 46,943,460.21 901,046.32 1.92%
207,399.60
47,150,859.81
December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Port Sum and Hold w Accruals - ACRHLD Page 3
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-
December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Holdings
Shares / PV Asset Description Cost Price Market Est Ann Inc Yield Acc Income Money Market Funds - Taxable
260,491.71 Fidelity Gov Port III FCGXX 260,491.71 1.00 260,491.71 9,981.25 3.83% 3,864.21 260,491.71 * * Sub Totals * * 260,491.71 260,491.71 9,981.25 3.83% 3,864.21 Corporate Bonds (30/360)
383,000 Bank of New York Mellon 2.950% 01/29/2023 384,493.77 99.88 382,536.37 11,298.50 2.95% 4,765.57 470,000 General Dynamics Corp 3.375% 05/15/2023 476,093.05 99.44 467,380.73 15,862.50 3.39% 1,993.89 466,000 Burlington Northn Santa Fe 3.850% 09/01/2023 471,247.13 99.18 462,184.11 17,941.00 3.88% 5,963.63 237,000 Cisco Systems Inc 2.200% 09/20/2023 235,410.30 98.23 232,795.67 5,214.00 2.24% 1,456.42 473,000 Deere John Capital Corp 3.650% 10/12/2023 482,792.76 99.21 469,275.71 17,264.50 3.68% 3,761.54 474,000 State Street Corp 3.700% 11/20/2023 491,415.00 98.76 468,122.40 17,538.00 3.75% 1,959.55 469,000 Caterpillar Finl Svcs 3.750% 11/24/2023 488,541.36 98.99 464,257.75 17,587.50 3.79% 1,768.58 594,000 Truist Finl Corp 3.750% 12/06/2023 610,589.30 98.93 587,647.48 22,275.00 3.79% 1,493.30 237,000 3M Co 3.250% 02/14/2024 233,641.71 98.17 232,656.69 7,702.50 3.31% 2,926.09 467,000 Blackrock Inc 3.500% 03/18/2024 471,794.13 98.40 459,518.27 16,345.00 3.56% 4,656.96 235,000 MetLife Inc 3.600% 04/10/2024 242,189.29 98.22 230,825.95 8,460.00 3.67% 1,890.50 468,000 Comcast Corp New 3.700% 04/15/2024 486,999.46 98.51 461,037.56 17,316.00 3.76% 3,627.65 470,000 Ace Ina Hldgs Inc 3.350% 05/15/2024 455,881.20 97.91 460,162.90 15,745.00 3.42% 1,979.12 478,000 Texas Instruments Inc 2.625% 05/15/2024 484,080.02 97.29 465,024.60 12,547.50 2.70% 1,577.20 242,000 Paccar Financial Corp 2.150% 08/15/2024 245,945.38 95.47 231,039.61 5,203.00 2.25% 1,962.03 598,000 Unitedhealth Group Inc 2.375% 08/15/2024 612,447.46 96.20 575,285.60 14,202.50 2.47% 5,355.69 241,000 United Parcel Svcs Inc 2.200% 09/01/2024 242,165.57 95.76 230,789.70 5,302.00 2.30% 1,762.40 490,000 Coca Cola Co 1.750% 09/06/2024 490,801.14 95.34 467,178.51 8,575.00 1.84% 2,730.59 610,000 PNC Finl Svcs Group Inc 2.200% 11/01/2024 612,034.86 95.59 583,114.07 13,420.00 2.30% 2,211.68 483,000 Pepsico Inc 2.250% 03/19/2025 494,354.84 95.15 459,556.42 10,867.50 2.36% 3,065.97 487,000 Target Corp 2.250% 04/15/2025 494,519.29 94.88 462,089.89 10,957.50 2.37% 2,295.57 504,000 US Bancorp 1.450% 05/12/2025 498,297.09 92.79 467,640.96 7,308.00 1.56% 979.84 827,000 JPMorgan Chase & Co 3.900% 07/15/2025 873,558.57 97.73 808,257.78 32,253.00 3.99% 14,865.21 585,000 Bank Of America Corp 3.875% 08/01/2025 624,331.14 97.43 569,974.20 22,668.75 3.98% 9,434.76 Port Sum and Hold w Accruals - ACRHLD Page 4
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December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Holdings
Shares / PV Asset Description Cost Price Market Est Ann Inc Yield Acc Income 472,000 Home Depot Inc 3.350% 09/15/2025 499,974.23 97.04 458,010.87 15,812.00 3.45% 4,637.60 513,000 Bristol-Myers Squ bb Co 0.750% 11/13/2025 473,796.54 89.94 461,405.27 3,847.50 0.83% 505.12 257,000 Prudential Finl Inc 1.500% 03/10/2026 249,874.41 90.01 231,323.13 3,855.00 1.67% 1,184.50 523,000 Procter & Gamble Co 1.000% 04/23/2026 501,840.38 89.67 468,949.82 5,230.00 1.12% 978.80 524,000 Schwab Charles Corp 1.150% 05/13/2026 503,714.96 88.96 466,164.56 6,026.00 1.29% 791.12 485,000 Intel Corp 2.600% 05/19/2026 497,799.65 93.31 452,574.30 12,610.00 2.79% 1,444.16 351,000 Amazon Com Inc 4.550% 12/01/2027 353,148.12 99.86 350,504.66 15,970.50 4.56% 1,293.70 14,113,000 * * Sub Totals * * 14,283,772.11 13,587,285.54 397,205.25 2.92% 95,318.74 U.S. Treasury Bills
2,500,000 U S Treasury Bills 01/12/2023 2,478,660.00 99.91 2,497,830.00 60,922.07 2.44% 0.00 2,500,000 * * Sub Totals * * 2,478,660.00 2,497,830.00 60,922.07 2.44% 0.00 U.S. Treasury Notes & Bonds
2,246,000 U S Treasury Notes 1.750% 01/31/2023 2,251,056.92 99.82 2,241,950.46 39,305.00 1.75% 16,341.48 2,648,000 U S Treasury Notes 1.375% 06/30/2023 2,640,009.54 98.43 2,606,315.18 36,410.00 1.40% 18,205.00 1,471,000 U S Treasury Notes 0.250% 09/30/2023 1,446,948.50 96.68 1,422,101.02 3,677.50 0.26% 929.48 2,133,000 U S Treasury Notes 2.875% 11/30/2023 2,179,603.78 98.37 2,098,172.38 61,323.75 2.92% 5,222.63 2,036,000 U S Treasury Notes 2.125% 03/31/2024 2,034,316.55 96.91 1,973,010.23 43,265.00 2.19% 10,935.11 2,888,000 U S Treasury Notes 2.000% 04/30/2024 2,893,472.33 96.52 2,787,370.53 57,760.00 2.07% 9,733.04 2,753,000 U S Treasury Notes 0.625% 10/15/2024 2,688,117.38 93.44 2,572,441.74 17,206.25 0.67% 3,639.78 2,539,000 U S Treasury Notes 0.500% 03/31/2025 2,466,140.98 91.91 2,333,699.00 12,695.00 0.54% 3,208.63 2,320,000 U S Treasury Notes 0.250% 06/30/2025 2,213,630.56 90.66 2,103,316.64 5,800.00 0.28% 2,900.00 2,077,000 U S Treasury Notes 0.375% 11/30/2025 1,972,491.75 89.54 1,859,646.10 7,788.75 0.42% 663.33 2,215,000 U S Treasury Notes 0.375% 01/31/2026 2,109,604.43 89.06 1,972,647.99 8,306.25 0.42% 3,453.41 2,062,000 U S Treasury Notes 0.750% 03/31/2026 1,982,404.35 89.73 1,850,323.33 15,465.00 0.84% 3,908.74 2,598,000 U S Treasury Notes 0.750% 08/31/2026 2,485,764.10 88.66 2,303,493.32 19,485.00 0.85% 6,566.77 1,400,000 U S Treasury Notes 4.125% 09/30/2027 1,420,672.40 100.54 1,407,492.80 57,750.00 4.10% 14,596.15 31,386,000 * * Sub Totals * * 30,784,233.57 29,531,980.72 386,237.50 1.31% 100,303.55 Port Sum and Hold w Accruals - ACRHLD Page 5
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-
December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Holdings
Shares / PV Asset Description Cost Price Market Est Ann Inc Yield Acc Income U.S. Obligations Variable
1,065,000 U S Treasury Notes Adj Rt 4.385% 10/31/2023 1,066,455.34 100.08 1,065,872.24 46,700.25 4.38% 7,913.10 1,065,000 * * Sub Totals * * 1,066,455.34 1,065,872.24 46,700.25 4.38% 7,913.10 * * Grand Totals * * 48,873,612.73 46,943,460.21 901,046.32 1.92% Cash Summary
49,324,491.71 207,399.60
-858,972.45
858,972.45

0.00 Principal Cash
Income Cash
Invested Income
Port Sum and Hold w Accruals - ACRHLD Page 6
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-
Account Transactions
Date Description Income Principal Carrying Value
Starting Balances $ 847,845.49 $ -847,845.49 $ 49,138,843.17 Interest
12/06/2022 Interest 8,775.00
Truist Finl Corp 3.7500% 12/06/23
12/08/2022 Accrued Interest Received 2,494.53
Amazon Com Inc 2.4000% 02/22/23
12/08/2022 Purchase Accrued Interest -310.54
Amazon Com Inc 4.5500% 12/01/27
12/08/2022 Maturity - Interest 14,998.00
U S Treasury Bills 12/08/22
12/22/2022 Purchase Accrued Interest -13,168.27
U S Treasury Notes 4.1250% 09/30/27
12/29/2022 Purchase Accrued Interest -301.87
Truist Finl Corp 3.7500% 12/06/23
12/29/2022 Purchase Accrued Interest -549.31
Coca Cola Co 1.7500% 09/06/24
12/29/2022 Purchase Accrued Interest -780.69
Deere John Capital Corp 3.6500% 10/12/23
12/29/2022 Purchase Accrued Interest -220.00
Procter & Gamble Co 1.0000% 04/23/26
12/29/2022 Purchase Accrued Interest -400.83
State Street Corp 3.7000% 11/20/23
Sub Total 10,536.02 0.00 0.00
Dividends
12/01/2022 Dividend 590.94
Fidelity Gov Port III FCGXX
Interest From 11/01/2022 To 11/30/2022
Sub Total 590.94 0.00 0.00
Buys
12/08/2022 Buy -353,148.12 353,148.12
Amazon Com Inc 4.5500% 12/01/27
351000 Par Val @ $100.612
December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Transactions (3 col) - TRNTNT8 Page 7
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-
December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Account Transactions
Date Description Income Principal Carrying Value
12/22/2022 Buy -1,420,672.40 1,420,672.40
U S Treasury Notes 4.1250% 09/30/27
1400000 Par Val @ $101.4766
12/29/2022 Buy -125,186.04 125,186.04
Truist Finl Corp 3.7500% 12/06/23
126000 Par Val @ $99.354
12/29/2022 Buy -95,655.00 95,655.00
Coca Cola Co 1.7500% 09/06/24
100000 Par Val @ $95.655
12/29/2022 Buy -99,122.00 99,122.00
Deere John Capital Corp 3.6500% 10/12/23
100000 Par Val @ $99.122
12/29/2022 Buy -107,779.20 107,779.20
Procter & Gamble Co 1.0000% 04/23/26
120000 Par Val @ $89.816
12/29/2022 Buy -99,188.00 99,188.00
State Street Corp 3.7000% 11/20/23
100000 Par Val @ $99.188
Sub Total 0.00 -2,300,750.76 2,300,750.76
Sells
12/08/2022 Sell 351,302.07 -359,729.83
Amazon Com Inc 2.4000% 02/22/23
Sold 353000 Par Val @ $99.519
Cost Basis Removed $352,656.56
Short Term Gain/Loss : $-2,543.24
Long Term Gain/Loss : $1,188.75
12/08/2022 Maturity 1,985,002.00 -1,985,002.00
U S Treasury Bills 12/08/22
2000000 PV @ $ 99.2501
Cost Basis Removed $1,985,002.00
Sub Total 0.00 2,336,304.07 -2,344,731.83
Transactions (3 col) - TRNTNT8 Page 8
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December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Account Transactions
Date Description Income Principal Carrying Value
Disbursements
12/09/2022 Cash Disbursement -3,998.05
Miscellaneous Disbursement
Paid To : Morgan Stanley & Co. LLC
Per Sec. 9 of the Custody Agreement Inv#10823022341 dtd 12-07-22 Acct#255-138705 Inv#0108230 12/20/2022 Cash Disbursement -1,460.00
Fee Paid To Bank - CC
Paid To : Zions Bank
Per Sec. 9 Custody Agreement. Quarterly Administration Fee $1460 (July 2022 - September 2023) Invoice No. 10802 Dated 10/13/22.

Sub Total 0.00 -5,458.05 0.00
Other/Miscellaneous
12/20/2022 Explanation
Market Fee received in the amount of $500.00. Per invoice dated 09/30/2022. 12/20/2022 Explanation
Miscellaneous Fee received in the amount of $960.00. Per invoice dated 12/20/2022.

Sub Total 0.00 0.00 0.00
Cash Management
12/01/2022 Sweep - Buy -590.94 590.94
Fidelity Gov Port III FCGXX
590.94 Par Val @ $1.00
12/06/2022 Sweep - Buy -8,775.00 8,775.00
Fidelity Gov Port III FCGXX
8775 Par Val @ $1.00
12/08/2022 Sweep - Buy -2,000,337.94 2,000,337.94
Fidelity Gov Port III FCGXX
2000337.94 Par Val @ $1.00
12/09/2022 Sweep - Sell 3,998.05 -3,998.05
Fidelity Gov Port III FCGXX
Sold 3998.05 Par Val @ $1.00
12/20/2022 Sweep - Sell 1,460.00 -1,460.00
Fidelity Gov Port III FCGXX
Sold 1460 Par Val @ $1.00
Transactions (3 col) - TRNTNT8 Page 9
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December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Account Transactions
Date Description Income Principal Carrying Value
12/22/2022 Sweep - Sell 1,433,840.67 -1,433,840.67
Fidelity Gov Port III FCGXX
Sold 1433840.67 Par Val @ $1.00
12/29/2022 Sweep - Sell 529,182.94 -529,182.94
Fidelity Gov Port III FCGXX
Sold 529182.94 Par Val @ $1.00
Sub Total 0.00 -41,222.22 41,222.22
Ending Balances $ 858,972.45 $ -858,972.45 $ 49,136,084.32 Transactions (3 col) - TRNTNT8 Page 10
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Corporate Trust Services provided by Zions Bancorporation, N.A.

Statement Disclosures & Other Important Information
Please review your statement promptly and report any discrepancies immediately to your account administrator listed on the first page.

Market value information (including accrued income) furnished herein has been obtained from sources that Zions Bancorporation, N.A. believes to be reliable. Zions Bancorporation, N.A. makes no representation, warranty or guarantee, express or implied, that any quoted value necessarily reflects the proceeds that may be received on the sale of a security or asset. Securities and asset prices may vary from actual liquidation value and should only be used as general guide to portfolio value. Prices are received from various pricing services. However, pricing services are sometimes unable to provide timely information. Where pricing sources are not readily available, particularly on certain debt securities, estimated prices may be generated by a matrix system taking various factors into consideration.

Securities, including mutual funds, are not bank deposits and are not FDIC insured, nor are they obligations of or guaranteed by Zions Bancorporation, N.A., its affiliates or of any federal or state government or government sponsored agency. Securities, including mutual funds, involve investment risks, including the possible loss of the principal amount invested.

December 01, 2022 through December 31, 2022
Account Name : South Pasadena Custody Account No :

Statement Letter Page 11
6 - 17
-
2016 Water Revenue Bonds
Investment Issuer Settlement Par Value Coupon Market Value Current Maturity Days to CUSIP Type Date Rate YTM Date Maturity Account Number
BNY Mellon Project Fund
1 Cash 358.94 0.010% 358.94 0.010% 12 Morgan Stanley Treasury Portfolio 160,039.37 0.250% 158,291.81 0.250% 1 Subtotal Cash & Cash Equivalents 0.52% 160,398.31 0.249% 158,650.75 0.249% 1Total Project Fund 160,398.31 0.249% 158,650.75 0.249% 1 Funds and Investments
Exhibit B-2
December 31, 2022
Held by Contracted (Third) Parties
6 - 18
MONTH FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 JULY 17,332,153 20,958,651 26,306,572 28,541,631 74,033,803 33,187,829 34,119,395 39,309,559 47,220,730 62,091,716 AUGUST 17,330,985 12,658,088 26,294,151 28,405,544 73,122,925 31,258,493 34,245,197 35,205,219 47,188,874 62,035,853 SEPTEMBER 16,331,557 19,715,369 22,058,959 27,049,892 70,952,657 31,219,168 34,211,588 35,108,138 50,651,612 62,025,768 OCTOBER 13,841,158 17,221,779 22,325,114 27,023,005 70,917,973 26,989,542 30,424,551 32,530,753 47,647,956 62,066,381 NOVEMBER 13,836,635 17,221,849 22,287,418 73,246,265 26,547,176 26,916,772 30,394,571 36,836,391 47,638,933 62,383,437 DECEMBER 16,837,192 20,603,990 22,253,300 71,499,585 28,949,643 27,028,835 30,398,333 36,824,546 51,976,067 62,346,272 JANUARY 18,846,359 26,309,319 27,399,997 71,229,735 32,878,042 35,305,506 30,183,446 43,433,939 56,735,289 FEBRUARY 18,845,663 26,260,788 30,108,605 71,084,575 33,013,420 34,571,287 35,784,459 43,636,405 44,768,920 MARCH 13,145,894 26,315,158 28,939,924 72,604,964 32,833,141 32,568,840 35,894,036 43,608,698 53,763,388 APRIL 13,153,853 26,326,876 28,276,276 75,018,330 33,064,100 32,242,202 36,081,161 42,158,002 53,442,475 MAY 23,452,878 26,310,240 28,429,928 76,053,277 32,879,674 36,925,478 34,133,626 42,180,215 53,637,240 JUNE 22,452,628 29,289,712 26,594,581 75,918,587 33,102,349 38,922,757 34,218,755 42,164,581 53,485,809 December 31, 2022
Exhibit C
Investment Report
Summary of Invested Funds -- Last Day of the Month
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7 7 - 1
DATE:

FROM:

City Council
Agenda Report
February 15, 2023
Armine Chaparyan, City Manager A,l,-
PREPARED BY: Cathy Billings, Library Director
ITEM NO.

SUBJECT: Approval of a Purchase Order to D&R Office Works, Inc. for Library Workstations and Appropriate $10,000.00 from General Fund Reserves
Recommendation
It is recommended that the City Council:

1. Appropriate $10,000.00 to the Library Building Improvements Account No. 101- 8010-8011-8500 from the General Fund Reserves; and

2. Approve a purchase order to D&R Office Works, Inc. for the purchase of eight (8) workstations for Library staff, including delivery, assembly, and sales tax; and

3. Authorize the City Manager to execute the purchase order with D&R Office Works, Inc. in an amount not to exceed $44,000.00, including the $42,221.46 quoted price and a $1,778.54 contingency.

Background
Current Library workstations are furnished with 20+ year old products that no longer meet the needs of current staffing levels, space management, and efficiencies. Half of the Library's full-time staff and all 15 of the part-time Aides and Clerks work out of the same small workroom on the Library's first floor. Some of the existing furnishings are not designed for computer work and are non-ergonomic. The workstations have no barriers between them and therefore no privacy or noise blocking capability.

Improvements to the workspace and furnishings will provide improved workflows and productivity.

Analysis
Eight workstations are required to accommodate current staffing levels: five full-time staff, five part-time clerks, and one part-time weekend "in-charge" librarian. Five workstations will be assigned to the following full-time staff: Support Services Manager, Public Services Manager, Support Services Librarian, Circulation Supervisor, and Clerk II. The six part-time employees each work a maximum of 18 hours per week, and will share three workstations. The proposed workstations have 65" walls on three sides which will provide the conditions conducive to productivity that are currently lacking.

Approve a Purchase Order to D&R Office Works, Inc. for Library Workstations February 15, 2023

Page 2 of 3 ends

For the acquisition of these new workstations, the Library will utilize the competitive bidding process undertaken by the Public Works Department for workstation furniture for the Garfield Reservoir facility. In accordance with the City’s purchasing policy, Public Works solicited proposals to purchase, deliver, and assemble workstations. D&R Office Works, Inc., was the lowest of the three bids obtained. D&R’s proposal for the Library workstations uses the same furniture product line that was used in the competitive bid for Public Works. The City Council approved the Public Works purchase at the July 20, 2022 City Council meeting (Agenda Item #20).

Key Performance Indicators and Strategic Plan
This item is in line with the City’s Adopted 2021-2026 Strategic Plan, item 6.h. City Workforce: To pursue a healthy Workplace Culture including efforts to raise employee morale. It is also related to the special project listed with the Library’s Key Performance Indicators regarding the addition of a full-time Support Services Librarian and the reorganization of roles and responsibilities in the Support Services Division and revisions to the Division’s policies, procedures and workflows.

Fiscal Impact
The Library is able to fund the majority of the Library Workstation Project (Project) with already budgeted Fiscal Year 2022-23 funds. A budget amendment request moved $3,000.00 from the Library’s Building Maintenance Account No. 101-8010-8011-8120 to the Library’s Machinery & Equipment Account No. 101-8010-8011-8250, making a total of $10,500.00 available for the project in that account. An additional $23,500.00 is available in the Library’s Building Improvements Account No. 101-8010-8011-8500, for a total of $34,000.00 available in the Library’s approved Budget. This staff report recommends that the City Council approve an appropriation from the General Fund Reserves in the amount of $10,000.00 to cover the remaining cost of the project.

Due to inflation, the City will collect as much as $36,000.00 more in Library Special Tax Revenue than was budgeted for Fiscal Year 2022-23. The appropriation of an additional $10,000.00 for the Library is not expected to have a negative impact on the City’s Budget overall.

Environmental Analysis
Assembly of workstations inside an existing facility is exempt from the California Environmental Quality Act (CEQA) analysis based on State CEQA Guidelines Section requirements under Section 21084 of the Public Resources Code, in accordance with Article 19, Section 15301, Class (1) "existing facilities." Commission Review and Recommendation
This matter was presented as an informational item only to the Library Board of Trustees on January 12, 2023. No action was taken.

Attachments:

1. D&R Office Works, Inc. Proposal for Library Workstations 7 - 2
Approve a Purchase Order to D&R Office Works, Inc. for Library Workstations February 15, 2023

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2. Public Works Department Furnishings Item: July 20, 2022 City Council Agenda Report, Item #20
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ATTACHMENT 1
D&R Office Works, Inc. Proposal for Library
Workstations
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CATHY BILLINGS

CITY OF SOUTH PASADENA - PUBLIC LIBRARY
1100 OXLEY STREET
SOUTH PASADENA CA 91030-3298
626-403-7352
SAME
1/25/2023

BJ FERRANTE
BILL TO: SHIP TO:

ITEM QTY. MODEL / DESCRIPTION UNIT EXTENDED
HON H36720R
Brigade Ped "R" Pull Freestanding B/B/F 20"D x 28"H
8 $253.00 $2,024.00
1 .L Lock: Lock
$(P1) P1 Paint Opts
.T5 Greige
HON H882
Brigade 800 Series Lateral File 2 Drawer 36W
8 $529.32 $4,234.56
2 .L Standard Random Key Lock
$(P1) P1 Paint Opts
.T5 Greige
HON HRVOH48FM
Abound Overhead-Metal Flipper Door 48"
5 $266.33 $1,331.65
3 $(P1) P1 Paint Opts
.T5 Greige
.L Lock: Lock
HON HRVSH48
Abound Open Shelf 48"
8 $123.00 $984.00
4 $(P1) P1 Paint Opts
.T5 Greige
85 CITY OF SOUTH PASADENA LIBRARY -
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HON HWC4824P
Systems Corner Worksurface 48Wx24D Edgeband Curved
$264.00 $2,112.00
$(L1STD) Grd L1 Standard Laminates
.PINC Pinnacle
.PINC EDGE: Pinnacle
.T5 Grommet: Greige
HON HWR2448P
Systems Rectangular Worksurface Edgeband 24D x 48W
5 $165.67 $828.35
6 $(L1STD) Grd L1 Standard Laminates
.PINC Pinnacle
.PINC EDGE: Pinnacle
.T5 Grommet: Greige
HON HWR2442P
Systems Rectangular Worksurface Edgeband 24D x 42W
8 $156.00 $1,248.00
7 $(L1STD) Grd L1 Standard Laminates
.PINC Pinnacle
.PINC EDGE: Pinnacle
.T5 Grommet: Greige
HON HH871248
Electrical Power Harness 48W 3-1 & 2-2 Systems
21 $89.00 $1,869.00
8 HON HS30ABC
Brigade Bookcase 2-Shelf 12-5/8D x 34-1/2W x 29H
5 $154.44 $772.20
9 $(P1) P1 Paint Opts
.T5 Greige
HON HETP6548FP
Tackable Panel w/o TC 65H x 48W
13 $194.67 $2,530.71
10 $(A) Gr A Fabric
.APN FABRIC: Appoint
09 COLOR: Morel
$(P1) P1 Paint Opts

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.T5 Greige
HON H511596
Bookcase Laminate Top 34-1/2W x 12-5/8D
5 $118.33 $591.65
11 $(L1STD) Grd L1 Standard Laminates
.PINC Pinnacle
HON HETP3548FP
Tackable Panel w/o TC 35H x 48W
8 $142.00 $1,136.00
12 $(A) Gr A Fabric
.APN FABRIC: Appoint
09 COLOR: Morel
$(P1) P1 Paint Opts
.T5 Greige
HON HETP3542FP
Tackable Panel w/o TC 35H x 42W
8 $135.00 $1,080.00
13 $(A) Gr A Fabric
.APN FABRIC: Appoint
09 COLOR: Morel
$(P1) P1 Paint Opts
.T5 Greige
HON HETP3524FP
Tackable Panel w/o TC 35H x 24W
9 $118.33 $1,064.97
14 $(A) Gr A Fabric
.APN FABRIC: Appoint
09 COLOR: Morel
$(P1) P1 Paint Opts
.T5 Greige
HON HES3024G
Clear Glass Stacker 30H x 24W
6 $258.33 $1,549.98
15 $(P1) P1 Paint Opts
.T5 Greige
.Q Glass: Clear

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HON HES3042G
Clear Glass Stacker 30H x 42W
5 $334.67 $1,673.35
16 $(P1) P1 Paint Opts
.T5 Greige
.Q Glass: Clear
HON HES3048G
Clear Glass Stacker 30H x 48W
5 $360.33 $1,801.65
17 $(P1) P1 Paint Opts
.T5 Greige
.Q Glass: Clear
HON H36820R
Brigade Ped "R" Pull Freestanding F/F 20 20"D x 28"H
5 $253.00 $1,265.00
18 .L Lock: Lock
$(P1) P1 Paint Opts
.T5 Greige
HON HETP6524FP
Tackable Panel w/o TC 65H x 24W
3 $151.67 $455.01
19 $(A) Gr A Fabric
.APN FABRIC: Appoint
09 COLOR: Morel
$(P1) P1 Paint Opts
.T5 Greige
HON HH871224
Electrical Power Harness 24W 3-1 & 2-2 Systems
4 $84.33 $337.32
20 HON HETP3560FP
Tackable Panel w/o TC 35H x 60W
1 $154.67 $154.67
21 $(A) Gr A Fabric
.APN FABRIC: Appoint
09 COLOR: Morel

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$(P1) P1 Paint Opts
.T5 Greige
HON HES3060G
Clear Glass Stacker 30H x 60W
1 $413.00 $413.00
22 $(P1) P1 Paint Opts
.T5 Greige
.Q Glass: Clear
HON HWR2424P
Systems Rect Worksurface Edgeband 24D X 24W
3 $125.67 $377.01
23 $(L1STD) Grd L1 Standard Laminates
.PINC Pinnacle
.PINC EDGE: Pinnacle
.T5 Grommet: Greige
HON HRVOH24FM
Abound Overhead-Metal Flipper Door 24"
3 $228.00 $684.00
24 $(P1) P1 Paint Opts
.T5 Greige
.L Lock: Lock
HON HH870942
Tasklight 42W
13 $102.33 $1,330.29
25 HON HH870924
Tasklight 24W
3 $93.33 $279.99
26 HON HH879072
Base In-Feed Cable Base 3-1 & 2-2 Systems
2 $94.33 $188.66
27 HON HH871501
Duplex Receptacle Circuit 1 3-1 & 2-2 Systems
20 $18.00 $360.00
28 .EY Brownstone

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HON HH871502
Duplex Receptacle Circuit 2 3-1 & 2-2 Systems
20 $18.00 $360.00
29 .EY Brownstone
HON HETC48
Panel Top Cap 48"W
21 $28.33 $594.93
30 $(P1) P1 Paint Opts
.T5 Greige
HON HETC42
Panel Top Cap 42"W
8 $25.67 $205.36
31 $(P1) P1 Paint Opts
.T5 Greige
HON HETC24
Panel Top Cap 24"W
12 $16.00 $192.00
32 $(P1) P1 Paint Opts
.T5 Greige
HON HETC60
Panel Top Cap 60"W
1 $35.33 $35.33
33 $(P1) P1 Paint Opts
.T5 Greige

HON HSCKTPS
Straight Connector Kit
17 $8.67 $147.39
34 .X No Option
HON HEFEC35P
Panel Finished End Covers 35H
3 $21.33 $63.99
35 $(P1) P1 Paint Opts
.T5 Greige
36 7

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HON HEFEC65P
Panel Finished End Covers 65H
$27.33 $191.31
$(P1) P1 Paint Opts
.T5 Greige
HON HEC65PTN
65H "T" Connector Post
6 $58.00 $348.00
37 $(P1) P1 Paint Opts
.T5 Greige
HON HECVH30P
Variable Height Connector Kit 30H
3 $33.00 $99.00
38 $(P1) P1 Paint Opts
.T5 Greige
HON HECS1
Single Connector Strap
6 $6.67 $40.02
39 HON HEC35PLN
35H "L" Connector Post
3 $38.67 $116.01
40 $(P1) P1 Paint Opts
.T5 Greige

HON HECSL
"L" Connector Strap
11 $6.67 $73.37
41 HON HEC65PLN
65H "L" Connector Post
8 $60.00 $480.00
42 $(P1) P1 Paint Opts
.T5 Greige

HON HECST
"T" Connector Strap
3 $9.33 $27.99
43 CITY OF SOUTH PASADENA LIBRARY -
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HON HWSB2
Worksurface Bracket Kit
9 $19.67 $177.03
44 $(P1) P1 Paint Opts
.T5 Greige
HON HWSB2
Worksurface Bracket Kit
8 $19.67 $157.36
45 $(P1) P1 Paint Opts
.T5 Greige
HON HCTL242
24D Cantilever One Pair
16 $35.00 $560.00
46 $(P1) P1 Paint Opts
.T5 Greige
TOTAL: $36,546.11

DELIVERY / INSTALLATION
$1,750.00 $1,750.00

SALES TAX
$3,925.35 $3,925.35
ORDER TOTAL:

TERMS / CONDITIONS:
-NET 30 DAYS.
-SPECIAL ORDERS CAN NOT BE CANCELLED.
-CREDIT CARDS: CREDIT CARD PAYMENTS OVER $5,000.00 WILL BE CHARGED A 3% PROCESSING FEE. -DELIVERY / INSTALLATION CHARGES BASED ON NORMAL BUSINESS HOURS / AREA CLEARED. -MOVING OF ADDITIONAL FURNITURE IS NOT INCLUDED
-ORDERS DELAYED OR HELD FOR MORE THAN 30 DAYS ARE DUE AND PAYABLE IN FULL. _____________________________________ ______________

SIGNATURE DATE
$42,221.46

CITY OF SOUTH PASADENA LIBRARY -
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BBF

PUBLIC LIBRARY
18x36x28
48 48
24x48 24x48
24x42
48PH 48PH
18x36x28
48 48
24x48 24x48
24x42
48PH 48PH
18x36x28
48 48
24x48 24x48
24x42
48PH 48PH
18x36x28
48 48
24x48 24x48
24x42
48PH 48PH
4'
2222
BBF
7-1/2' x 8' 7-1/2' x 8' 7-1/2' x 8' 7-1/2' x 8'
65x48T 65x48T 65x48T 65x48T 65x48T 65x48T 65x48T 65x48T H511596
H511596
H511596
H511596
65x48T 65x48T
48PH 48PH
35x48T 35x42T
35x24T
35x24T
30x24G
30x42G
35x42T
30x48G
35x48T
30x48G
35x48T
30x48G
35x48T
30x48G
35x48T
30x42G
35x42T
30x42G
35x42T
30x42G
35x42T
35x24T 35x24T 35x24T
30x24G 30x24G 30x24G
24x48
24x42
24x48
FF
18x36x28
48 48
FF
FF
FF
FF
BBF
BBF
BBF
BBF
65x48T 65x48T 65x48T
48PH 48PH 48PH
65x24T 65x24T 65x24T
24PH 24PH 24PH
35x48T 35x42T
35x24T
35x48T 35x42T
35x24T
30x24G
30x42G 30x48G 24x48 24x48
24x42
24x42
35x48T 35x42T
35x24T
35x24T
30x24G
35x60T
30x60G
24x48
24x42
24x24 24x24 24x24
48 24 48 24 48 24

TL TL TL TL TL TL TL TL

TL TL TL TL TL TL TL TL
7-1/2' x 8' 7-1/2' x 6' 7-1/2' x 6' 7-1/2' x 6'
18x36x28
18x36x28
BBF
18x36x28
BBF
BIF
24PH
BIF
48PH
48PH
48PH
48PH
48PH
48PH
48PH
48PH
1 1 1
1 1
1 1
12 2
2 2
2 2
2 2 1 2 2 1
1 1 1
1 1
1 1
2 1
2 2
2 2
2 2
2 1 2 2 1
TC48 TC48
TC48
TC48 TC48
TC48
TC48 TC48
TC48
TC48 TC48
TC48 TC48
TC48 TC48 TC48 TC48
TC48
TC48
TC48
TC42
TC42
TC42
TC42
TC42
TC42
TC42
TC42
TC24 TC24 TC24 TC24
TC24
TC24 TC24 TC24
TC24
TC24 TC24 TC24
TC60
TC48
IC
IC
IC
IC
IC
IC
IC
IC IC
IC
IC IC
IC
IC
IC IC
IC
65E 35E 35E 35E
65E
65E
65E
65E 65E 65E
30VH
65T 30VH 65T 30VH 65T
S1S1 S1S1 S1S1
SL
65L
SL
35L
SL
35L
SL
35L
65L
SL
65L
SL
65L 65L 65L 65L
SL
65L

SL SL SL SL
65T 65T 65T

ST ST ST
2 H511596

WBK WBK WBK WBK

WBK WBK WBK WBK
WBK
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
CB
7 - 15
7 - 16
ATTACHMENT 2
Public Works Department Furnishings Item: July
20, 2022 City Council Agenda Report, Item #20
7 - 17

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20 City Council
Agenda Report
DATE: July 20, 2022
FROM: Armine Chaparyan, City Manager ~
PREPARED BY: H. Ted Gerber, Director of Public Works
ITEM NO.

SUBJECT: Approve a Purchase Order to D&R Office Works, Inc. for Workstations at the Garfield Water Distribution Facility Recommendation
It is recommended that the City Council:

1. Approve a purchase order to D&R Office Works, Inc. for the purchase of twelve (12) workstations for the Garfield Water Distribution Facility, including delivery, assembly, and sales tax; and

2. Authorize the City Manager to execute the purchase order with D&R Office Works, Inc. in an amount not to exceed $55,000, including the $49,438.39 quoted price and a $5,438.39 contingency.

Background
In late 2021/early 2022, the Public Works Department staff that had occupied workstations and offices at City Hall moved to the second floor of the Garfield Water Distribution Facility. The City Hall office area previously occupied by Public Works staff is now occupied by Management Services staff.

Prior to the move, the Garfield Water Distribution Facility second floor was an open space with no fixed workstation units. Subsequently, the Public Works Department requested a mid-year budget adjustment from City Council in early 2022 to accommodate the purchase of workstations for full-time and part-time office staff. At present, the existing office staff at the Garfield Water Distribution Facility are utilizing temporary tables as workstations.

Analysis
Twelve workstations are required in the second floor open area for current Public Works office positions and positions that are now in recruitment. Positions currently in recruitment are the Public Works Assistant, Senior Civil Engineer, Associate Engineer, Civil Engineering Assistant, Two Inspectors, Two Management Analysts, Engineering Division Intern, Environmental Services & Sustainability Intern, and a forthcoming Transportation position.

The Public Works Director and Public Works Deputy Director are seated in the former Deputy Director and Water Operations Manager offices. The Water Operations 7 - 19
Public Works Garfield Water Distribution Facility Workstation Purchase July 20, 2022

Page 2 of 2 ends

Manager and Environmental Services & Sustainability Manager will have offices located in another part of the building, in a separate effort.

In accordance with the City’s purchasing policy, the Public Works Department solicited proposals to purchase, deliver, and assemble the workstations:

Vendor Price
M3 Office (South Pasadena) $65,940.33
2010 Office Furniture (South El Monte) $45,188.56
D&R Office Works, Inc. (El Monte) $44,546.60
Note: D&R Office Works, Inc. was the only vendor to include chairs as requested in the quote.

For comparison, the value of the chairs and chair sales tax was removed from D&R’s price in the above table.

Fiscal Impact
Sufficient funds are available in the Public Works Administration & Engineering Special Department Expense Account No. 101-6010-6011-8020-000 ($40,000) and Water Distribution Special Department Expense Account No. 500-6010-6710-8020-000 ($15,000) as funds were appropriately carried forward from Fiscal Year 2021-2022.

ATTACHMENT
D&R Office Works Proposal
7 - 21

ANTENEH TESFAYE

CITY OF SOUTH PASADENA
416 GARFIELD AVE.

SOUTH PASADENA CA 91030
626-460-6393
SAME

LEAONNA DEWITT
6/9/2022

BJ FERRANTE
BILL TO: SHIP TO:

PROPOSAL
ITEM QTY. MODEL / DESCRIPTION UNIT EXTENDED
HON
HETC24
Panel Top Cap 24"W
14 $14.61 $204.54
1 HON
HETC72
Panel Top Cap 72"W
18 $39.61 $712.98
2 HON

HSCKTPS
Straight Connector Kit
8 $7.79 $62.32
3 HON
HEFEC65P
Panel Finished End Covers 65H
14 $25.32 $354.48
4 HON
HEC65PTN
65H "T" Connector Post
4 $53.90 $215.60
5 HON
HEC65PLN
65H "L" Connector Post
12 $55.84 $670.08
6 HON
HECSL
"L" Connector Strap
12 $6.17 $74.04
7 HON
HECST
"T" Connector Strap
4 $8.44 $33.76
8 HON
HH871224
29 CITY OF SOUTH PASADENA - 060922.visual.sp4 6/9/2022 Page 1 of 4 9956 baldwin place el monte, ca 91731
626.454.4660
Of fi Ce WO f k S , in C. www.dandrofficeworks.com
7 - 22
7 - 22
Electrical Power Harness 24W 3-1 & 2-2 Systems $78.57 $157.14 HON
HH871236
Electrical Power Harness 36W 3-1 & 2-2 Systems
12 $78.57 $942.84
10 HON
HH871501
Duplex Receptacle Circuit 1 3-1 & 2-2 Systems
22 $16.56 $364.32
11 HON
HH871502
Duplex Receptacle Circuit 2 3-1 & 2-2 Systems
24 $16.56 $397.44
12 HON
HH879072
Base In-Feed Cable Base 3-1 & 2-2 Systems
4 $87.66 $350.64
13 HON
HWR2472P
Systems Rectangular Worksurface Edgeband 24D x 72W
4 $201.62 $806.48
14 HON
HWR2436P
Systems Rectangular Worksurface Edgeband 24D x 36W
12 $132.14 $1,585.68
15 HON
HWV93AARP
Systems 72x36x24x24Rt Corner Cove Worksurface Edgeband
6 $254.55 $1,527.30
16 HON
HWV93AALP
Systems 72x36x24x24Left Corner Cove Worksurface Edgebd
6 $254.55 $1,527.30
17 HON
HVFB20R
Box/Box/File 28H x 19 7/8D x 15W
12 $212.34 $2,548.08
18 HON
HVFF23R
File/File 28H x 22 7/8D x15W
4 $216.56 $866.24
19 HON
HCTL242
24D Cantilever One Pair
16 $32.47 $519.52
20 HON
HCTL241L
821
CITY OF SOUTH PASADENA - 060922.visual.sp4 6/9/2022
7 - 23

Page 2 of 4 ends

7 - 23
Left-hand Cantilever 24"D $17.53 $140.24
HON
HCTL241R
Right-hand Cantilever 24"D
8 $17.53 $140.24
22 HON
HWSB2
Worksurface Bracket Kit
16 $18.18 $290.88
23 HON
HRVOH36FM
Abound Overhead-Metal Flipper Door 36"
12 $225.97 $2,711.64
24 HON
HH870930
Tasklight 30W
12 $87.99 $1,055.88
25 HON
HVFF20R
File/File 28H x 19 7/8D x 15W
8 $210.39 $1,683.12
26 HON
HEC65PXN
65H "X" Connector Post
2 $51.62 $103.24
27 HON
HECSX
"X" Connector Strap
2 $10.06 $20.12
28 HON
HEWS65P
Wall Starter Kit for Panels 65H
2 $41.23 $82.46
29 HON
HES3024G
Clear Glass Stacker 30H x 24W
14 $250.32 $3,504.48
30 HON
HES3036G
Clear Glass Stacker 30H x 36W
30 $291.56 $8,746.80
31 HON
HETP3524FP
Tackable Panel w/o TC 35H x 24W
14 $106.82 $1,495.48
32 HON
HETP3536FP
3033
CITY OF SOUTH PASADENA - 060922.visual.sp4 6/9/2022
7 - 24

Page 3 of 4 ends

7 - 24
Tackable Panel w/o TC 35H x 36W $119.48 $3,584.40
HON
HETP6536FP
Tackable Panel w/o TC 65H x 36W
6 $154.22 $925.32
34 925
2360-Y2-A8B
Bristol - Mid-Back, Synchro-Tilt Control, A8 Height Adj. Black Arms 12 $369.75 $4,437.00
35 TOTAL: $42,842.08
DELIVERY / INSTALLATION $2,000.00 $2,000.00
SALES TAX $4,596.31 $4,596.31
ORDER TOTAL:

TERMS / CONDITIONS:
-NET 30
-CREDIT CARDS: CREDIT CARD PAYMENTS OVER $5,000.00 WILL BE CHARGED A 3% PROCESSING FEE. -DELIVERY/INSTALLATION CHARGES BASED ON NORMALL BUSINESS HOURS / AREA CLEARED -MOVING OF ADDITIONAL FURNITURE IS NOT INCLUDED.
-SPECIAL ORDERS CAN NOT BE CANCELLED.
-ORDERS DELAYED OR HELD FOR MORE THAN 30 DAYS ARE DUE AND PAYABLE IN FULL. _____________________________________ ______________

SIGNATURE DATE
$49,438.39
CITY OF SOUTH PASADENA - 060922.visual.sp4 6/9/2022
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8 8 - 1
Adoption of Emergency Operations Plan and Annexes
February 15, 2023

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The updated version contains language and processes that have evolved in the seven years since last adoption. The updates include Annexes that address specific types of emergencies that have also evolved since the last EOP adoption specific to heat and earthquake related incidents.

The EOP is being presented for approval as required by the South Pasadena Municipal Code (SPMC). Per SPMC section Chapter 11, titled Emergency Organization, the Mayor and City Manager are assigned the role of Civil Defense and Disaster Council. SPMC Section 11.4 states “It shall be the duty of the South Pasadena disaster council, and it is empowered to develop and recommend for adoption by the City Council, emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements.” Key Performance Indicators and Strategic Plan
This item is in line section 3(c) of the Adopted 2021-2026 Strategic Plan, which addresses emergency preparedness and the renewing of the City’s Emergency Operations Plan and Local Hazard Mitigation Plan.

Fiscal Impact
There is no fiscal impact related to this item, outside of staff time and duplication costs.

Approval of this EOP will make the City eligible to receive state and federal disaster reimbursement and recovery funds that are made available under local, state, and federal disaster declarations.

Community Outreach
This document and its Annexes were reviewed by the Public Safety Commission on March 14, 2022, the Natural Resources and Environmental Commission on August 23, 2022, the City’s Disaster Council on September 13, 2022, Los Angeles County Office of Emergency Management on July 15, 2022, and the AREA C Disaster Management Area Coordinator on July 21, 2022. They all recommended the EOP and Annexes be presented for review and approval to the City Council. City Council heard a presentation at their December 7, 2022 meeting and provided staff direction on next steps and to return with a final document for adoption in early 2023.

Attachments:

1. Resolution

2. Emergency Operations Plan, Part 1

3. Emergency Operations Plan, Part 2

4. Earthquake Annex

5. Heat Emergency Annex
8 - 2
ATTACHMENT 1
Resolution
8 - 3

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8 - 4
RESOLUTION NO. __

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOUTH PASADENA, CALIFORNIA, ADOPTING AN UPDATED

EMERGENCY OPERATIONS PLAN AND ANNEXES
WHEREAS, The purpose of the City of South Pasadena (City) Emergency Operations Plan (EOP) is to provide the planning basis for a coordinated response to extraordinary emergency situations associated with natural, and human-caused emergencies or disasters within or affecting the City; and WHEREAS, the City’s last EOP update was in 2016; and
WHEREAS, the City received an updated Emergency Operations Plan template through a Federal Emergency Management Performance Grant for use by local jurisdictions in Los Angeles County; and
WHEREAS, the template was utilized to update the City’s EOP to more closely address the types of emergencies facing the City, and to match our staffing and organization chart; and
WHEREAS, the updated EOP includes Annexes that address specific types of emergencies that have evolved since the last EOP adoption specific to heat and earthquake-related incidents; and
WHEREAS, the City Disaster Council, consisting of the Mayor and City Manager, have reviewed the updated EOP; and
WHEREAS, on December 7, 2022, an overview of the updated EOP was presented to the City Council.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOUTH

PASADENA, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. The EOP and Annexes are hereby adopted as the Emergency Operations Plan of the City of South Pasadena.

SECTION 2. The EOP shall become effective immediately upon adoption.

SECTION 3. The City Clerk of the City of South Pasadena shall certify to the passage and adoption of this resolution and its approval by the City Council and shall cause the same to be listed in the records of the City. 8 - 5
RESOLUTION NO. XXXX
PAGE 2
PASSED, APPROVED AND ADOPTED ON this 15th day of February, 2023.

Jon Primuth, Mayor
ATTEST: APPROVED AS TO FORM:

Desiree Jimenez, CMC Andrew L. Jared, City Attorney
Chief City Clerk
I HEREBY CERTIFY the foregoing resolution was duly adopted by the City Council of the City of South Pasadena, California, at a regular meeting held on the 15th day of February, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

Desiree Jimenez, CMC
Chief City Clerk
8 - 6
ATTACHMENT 2
Emergency Operations Plan, Part 1
8 - 7

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EMERGENCY

OPERATIONS PLAN
PART 1: BASE PLAN
CITY OF SOUTH PASADENA JUNE 2022
8 - 9
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 1

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8 - 10
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 2
Introductory Material

1.1 Cover Page

CITY OF SOUTH

PASADENA

EMERGENCY OPERATIONS
PLAN
PART 1: BASE PLAN
2022
8 - 11
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 3

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EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 4

EMERGENCY OPERATIONS PLAN
PART 1: BASE PLAN
JUNE 2022

PREPARED FOR PREPARED BY
Project Manager/Lead Facilitator:

Michael Brady
[email protected]
Project Subject Matter Expert/Facilitator:

Kurt Johnson
Technical Expert & Writer:

Hilda Hurtado, CEM, PCP
8 - 13
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 5

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EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 6

1.2 Letter of Promulgation
To: City Officials, Employees and Residents
The preservation of life, property and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

The City’s Emergency Operations Plan establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardize Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes City’s personnel to perform their duties and tasks before, during, and after an emergency.

This plan was developed for City Departments and local special districts with emergency services responsibilities within the City. The content is based upon guidance approved and provided by the Federal Emergency Management Agency standard on EOP organization for a local jurisdiction and the California Office of Emergency Services. Its intent is to provide direction on how to respond to an emergency from the onset, through an extended response and into the recovery process.

Once adopted, this plan is an extension of the County of Los Angeles’s Emergency Response Plan and the California Emergency Plan. It will be reviewed and tested periodically and revised as necessary to meet changing conditions such as lessons learned from an actual disaster and emergency; and/or changes in State/Federal guidance.

This EOP will be submitted to the City Council for review, and, upon their concurrence, officially adopted and promulgated.

This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this EOP further affirms the City’s support for emergency management, and a safe and resilient community. ________________________
Armine Chaparyan
City Manager
Director of Emergency Services

1.3 Approval & Implementation
The City’s Emergency Operations Plan addresses the City’s planned response to extraordinary emergency situations associated with natural or man-made disasters under an all-hazards 8 - 15
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 7
approach. This plan does not apply to normal day-to-day emergencies incidents or the established departmental procedures used to cope with such emergencies. Instead, this plan focuses on operational concepts that would be implemented in large-scale disasters, which can pose major threats to life, property, and the environment, requiring unusual emergency responses.

This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any significant emergency or disaster affecting the City.
• Identifies the roles and responsibilities required to protect the health and safety of City residents, public and private property, and the environmental, due to natural or humancaused emergency disasters. • Establishes the operational concepts associated with a field response to emergencies, the City’s Emergency Operation Center (EOC) activities and the recovery process.

Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page and the plan will be distributed to City departments, supporting agencies and community organizations having assigned primary responsibilities with the Emergency Operations Plan, as necessary.

Upon the delegation of authority from the City Manager, specific modifications can be made to this plan without the signature of the City Council. This Emergency Operations Plan and Attachments supersede all previous versions of the City’s Emergency Operations Plan. 8 - 16
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 8

1.4 Plan Concurrence
The following list of signatures documents each City Council Member’s concurrence and receipt of the 2022 City Emergency Operations Plan.

Council Member
____________________________________
Date
Council Member
____________________________________
Date
Council Member
____________________________________
Date
Council Member
____________________________________
Date
Council Member
____________________________________
Date
8 - 17
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 9

1.5 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by
Description of
change
1 6/2022 E. Zanteson Initial Update
2 3
4 5
6 7
8 9
10 8 - 18
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 10

1.6 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery
Number
of Copies
Provided
8 - 19
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 11

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EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 12

1.7 Table of Contents
Introductory Material ................................................................................................................... 2

1.1 Cover Page ......................................................................................................................... 2

1.2 Letter of Promulgation........................................................................................................... 6

1.3 Approval & Implementation............................................................................................. 6

1.4 Plan Concurrence ................................................................................................................. 8

1.5 Record of Changes ............................................................................................................... 9

1.6 Record of Distribution ......................................................................................................... 10

1.7 Table of Contents................................................................................................................ 12 2 Purpose, Scope, Situation and Assumptions............................................................................ 16

2.1 Purpose ............................................................................................................................... 16

2.2 Scope .................................................................................................................................. 17

2.3 Situation Overview .............................................................................................................. 17

2.4 Planning Assumption .......................................................................................................... 18 3 Concept of Operations............................................................................................................... 20

3.1 Response ............................................................................................................................ 20

3.1.1 Goals, Priorities and Strategies ................................................................................... 20

3.1.2 Plan Activation.............................................................................................................. 21

3.1.3 Proclaiming an Emergency .......................................................................................... 21

3.1.4 Presidential Declarations ............................................................................................. 23

3.1.5 Emergency Management Response Levels................................................................ 23

3.1.6 Sequence of Events ..................................................................................................... 24

3.2 Recovery............................................................................................................................ 29

3.2.1 Short-Term ................................................................................................................... 30

3.2.2 Long-Term .................................................................................................................... 30

3.3 Continuity ............................................................................................................................ 31 4 Organization and Assignment of Responsibilities..................................................................... 33

4.1 Roles of Staff in the EOC.................................................................................................... 33

4.2 Role of Elected Official........................................................................................................ 33

4.3 Role of City Departments.................................................................................................... 34

4.4 Role of Disaster Management Area Coordinators (DMACs) ............................................. 37

4.5 Role of the Private Sector................................................................................................... 37 8 - 21
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 13

4.5.1 Contracted City Services.............................................................................................. 37

4.5.2 Residents...................................................................................................................... 38

4.5.3 Population with Access and Functional Needs............................................................ 38

4.5.4 At Risk Individuals ........................................................................................................ 39

4.5.5 Businesses ................................................................................................................... 39

4.5.6 Volunteer Organizations............................................................................................... 40

4.5.7 Public-Private Partnerships.......................................................................................... 40 5 Direction, Control and Coordination .......................................................................................... 42

5.1 Direction and Control .......................................................................................................... 42

5.2 Coordination........................................................................................................................ 42

5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid........................................................ 42

5.4 NIMS, SEMS, and ICS........................................................................................................ 46 6 Communications ........................................................................................................................ 51 7 Information Collection, Analysis and Distribution...................................................................... 53 8 Administration, Finance and Logistics....................................................................................... 54

8.1 Administration ..................................................................................................................... 54

8.1.1 City Emergency Operations Policy Statement............................................................. 55

8.1.2 Disaster Service Workers............................................................................................. 55

8.1.3 Documentation ............................................................................................................. 56

8.2 Finance................................................................................................................................ 56

8.2.1 Expenditure Tracking ................................................................................................... 56

8.2.2 Eligible Expenses ......................................................................................................... 57

8.2.3 Recordkeeping Requirements...................................................................................... 57

8.3 Logistics .............................................................................................................................. 57

8.3.1 Resource Management................................................................................................ 57

8.3.2 Resource Priorities ....................................................................................................... 58

8.3.3 Resource Requests...................................................................................................... 58 9 Plan Development and Maintenance ........................................................................................ 60

9.1 Administrative Practices...................................................................................................... 60

9.2 Standard Operating Procedures (SOP).............................................................................. 60

9.3 Training and Exercises ....................................................................................................... 60

9.4 Essential Records Retention .............................................................................................. 61

9.5 After Action Reports and Corrective Actions...................................................................... 61 8 - 22
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 14
10 Authorities and References ..................................................................................................... 64 11 Appendix A - Acronyms ........................................................................................................... 65 12 Appendix B – Glossary of Terms............................................................................................. 68 8 - 23
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 15

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EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 16
2 Purpose, Scope, Situation and Assumptions

2.1 Purpose
The purpose of the City Emergency Operations Plan is to provide the planning basis for a coordinated response to extraordinary emergency situations associated with natural, and human-caused emergencies or disasters within or affecting the City. This plan is the principal guide for the City’s response to, management of, and recovery from real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Outline the methods and procedures used by emergency management personnel to assess emergency situations and take appropriate actions to save lives and reduce injuries, prevent, or minimize damage to public and private property, and protect the environment.
• Identify the components of an Emergency Management Organization and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters.
• Develop a whole community approach to emergency management to facilitate a response that is inclusive of the entire community
• Identify the organizational framework for the overall management and coordination of emergency operations in the city by implementing the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS). • Identify the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
• Define the operational concepts and procedures associated with the EOC interface with the field emergency responders
• Facilitating mutual aid to supplement local resources. • Facilitating multi-agency and multi-jurisdictional coordination, particularly between local government, the private sector, operational area (OA), state response levels, and appropriate federal agencies in emergency operations.
• Support the provision for emergency public information throughout the emergency, including information on personal protective actions the public can take. • Serve as an operational plan as well as a reference document that may be used for preemergency planning in addition to emergency operations. • To be use in coordination with applicable local, state, and federal contingency plans.

Allied agencies, special districts, private enterprise, and volunteer organizations having roles and responsibilities established by this plan are encouraged to develop operating protocols and emergency action checklists based on the provisions of this plan.

Finally, this plan is divided into two parts that contain general and specific information relating to city emergency management operations. Those parts are as follows:

Part 1: Basic Plan. This part provides the structure and organization of the cities 8 - 25
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 17
Emergency Management structure, identifies roles and responsibilities, describes the concept of emergency operations, and identifies how the city implements SEMS and NIMS, as established by federal and state emergency management entities.

Part 2: EOC Management and Plan Implementation. This part provides an introduction to EOC operations, processes, considerations, sections and positions and provides supporting documentation such as job aids and forms to support an EOC operations activation.

2.2 Scope
The policies, procedures and provision of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery and/or mitigation activities within the City.

The plan applies to any extraordinary situation associated with any hazard, natural, or humancaused, which may affect the City, as well as situations requiring a planned and coordinated response by multiple agencies or jurisdictions.

Incorporating the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5), the CalOES’ Emergency Operations Plan Crosswalk - Local Government, 2020; the Los Angeles County Operational Area Emergency Response Plan, and the State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised prior to an emergency and establishes the framework for the implementation of the Standardized Emergency Management System and National Incident Management System for the City.

This plan will be used in coordination with the State Emergency Plan and the National Response Framework.

2.3 Situation Overview
The City, situated within Los Angeles County, faces a variety of hazards. This plan was developed using an all-hazards planning approach as well as leveraging the specific hazard and vulnerability findings that are identified in the County of Los Angeles All-Hazards Mitigation Plan for the City, which include, but are not limited to:
• Climate Change
• Dam Failure
• Earthquake
• Flood
• Landslide/Mudslide
• Wildfire
More detailed information regarding the hazards to the County and the City can be found in the current County of Los Angeles All-Hazards Mitigation Plan. 8 - 26
EMERGENCY OPERATIONS PLAN, PART 1
CITY OF SOUTH PASADENA, CA 18

2.4 Planning Assumption
The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies.
• Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the City.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. Therefore, it is essential that NIMS, SEMS, and ICS are implemented immediately by responding agencies, and expanded as the situation dictates. • Large-scale emergencies and disaster may overburden local resources and require the need for mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• The City is primarily responsible for emergency actions within City boundaries and will commit all available resources to save lives, minimize injury to persons, protect the environment and minimize property damage.
• Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely. Additionally, the media must be considered an ally in largescale emergencies and disasters; it can provide considerable assistance in emergency public information and warning. • Large-scale emergencies and disaster may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these threats.
• Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions. • The Emergency Management Organization is familiar with this plan, supporting documentation, and NIMS, SEMS, and ICS.

It is the City’s intent to fulfill the policies describe here, within the capabilities and resources available at the time of an emergency or disaster.

This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capabilities, and interest. Engaging in the whole community emergency management planning process, builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle.
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• Strengthen what works well in communities on a daily basis.

In keeping with the whole community approach, this plan was developed with representation from City departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.

Community Resiliency Consists of Three Key Factors:

1. The ability of first responders’ agencies (e.g., fire, law etc.) to divert from their day-to-day operations to the emergency disaster effectively and efficiently.

2. The strength of the emergency management system and organization with the region, to include Emergency Operations Centers (EOCs), mass notification systems and communication systems.

3. The preparedness of the region’s citizens, businesses, and community organizations.

By focusing on enhancing all three of these components, the City is improving not only the City’s resiliency to emergency disaster, but also the regions. 8 - 28
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3 Concept of Operations

3.1 Response
During a major emergency response, the City will work in coordination with numerous governmental, non-governmental, and private organizations. To enable a multi-faceted operation, the City follows a specific response structure that designates the way local, county, and state-level entities coordinate and communicate during emergency response operations.

This Concept of Operations provides guidance to City decision makers and plan users regarding the sequence and scope of actions to be taken during a citywide emergency response.

The response phase concept of operations the City practices can be summarized in six key elements: (1) goals, priorities, and strategies; (2) plan activation; (3) proclaiming an emergency; (4) presidential declarations; (5) emergency management response levels; and (6) the sequence of events during disasters.

3.1.1 Goals, Priorities and Strategies
Operational Goals: During the response phase, the agencies charged with responsibilities in this plan should focus on the following five goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs 4 Restore essential services
5 Support community and economic recovery
Operational Priorities: Operational priorities govern resource allocation and the response strategies for the City and its political subdivisions during an emergency. Below are operational priorities addressed in this plan:
• Save Lives – The preservation of life is the top priority and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the impact of the emergency on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.
• Preserve the Environment – All possible efforts must be made to preserve the environment and protect it from damage during an emergency.

Operational Strategies: To meet the operational goals, emergency responders should consider the following strategies:
• Mitigate hazards –As soon as practical, suppress, reduce, or eliminate hazards and/or risks to persons, property, and the environment during the disaster response in order to lessen the actual or potential effects or consequences of future emergencies. 8 - 29
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• Meet basic human needs –All possible efforts must be made to supply resources to meet basic human needs, including food, water, accessible shelter, medical treatment, and security during an emergency.
• Address needs of individuals with disabilities or access and functional needs – People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of these individuals must be considered and addressed. • Restore essential services –Power, water, sanitation, accessible transportation, and other essential services must be restored as quickly as possible to assist communities in returning to normal daily activities.
• Support Community and Economic Recovery –All members of the community must collaborate to ensure recovery operations are conducted efficiently, effectively, and equitably, promoting expeditious recovery of the affected areas.

3.1.2 Plan Activation
The City Emergency Operations Plan may be activated by the City Manager or designated alternates under any of the following circumstances:
• By order of the City Manager as designated by the City Municipal Code or as needed on the authority of the City Manager or designee based on incident complexity. • Upon proclamation by the Governor that a State of Emergency exists. • Automatically on the proclamation of a State of War Emergency • Upon declaration by the President, of the existence of a National Emergency. • Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response

3.1.3 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.

Emergency proclamations expand the emergency powers and authorities of the State and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdiction and local government, they are not a prerequisite to providing mutual aid and assistance under existing agreements or requesting assistance from agencies such as the American Red Cross, the Los Angeles County, or the State of California.

Local Emergency Proclamations:

In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City, and the condition is beyond the capability of the city to control effectively, the City Manager can proclaim a local emergency. A local emergency may be proclaimed to exist due to a specific situation, such as earthquake, flood, fire, storm, pandemic, drought, sudden and severe energy shortage, or other condition 8 - 30
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If assistance will be requested through California Disaster Assistance Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code and issued within 10 days after the actual occurrence of a disaster A Local Emergency proclamation must be ratified by the City Council within 7 days.

The governing body must review the need to continue the proclamation at least every 30 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant.

The Proclamation of a Local Emergency provides the governing body with the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements • Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any local official or employee • Requisition necessary personnel and materials from any local department or agency • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use
• Impose penalties for violation of lawful order
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides from certain privileges and immunities)
When the City proclaims a Local Emergency, it will:
• Notify the Office of Emergency Management (OEM) Duty Officer • Notify the Disaster Management Area Coordinator (DMAC) Proclamation of a State Emergency:

The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the California Office of Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area • Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested
• Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate the actual 8 - 31
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and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any service in order to provide for the health and safety of the residents of the affected area. • May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statues, ordinances, regulations, or rules that impose restrictions on the emergency response activities Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receipt by California of a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.

3.1.4 Presidential Declarations
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.

Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (41 USC §5121 et seq.), thereby providing federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.

3.1.5 Emergency Management Response Levels
The City Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level.

For planning purpose, the California Office of Emergency Services has established three EOC activation “levels” of response to emergencies. The City also employs this system to guide local response to emergencies in the table below:

Activation
Level Detail Eventor Situation
Minimum
Staffing
Three
Level Three is a minimum
activation. This level may be
used for situations which initially
only require a few people,
• Events with potential impacts on
the health & safety of the public
and/or environment
• Weather Alerts

1. EOC Director

2. Other Designees (Such
as Section
Coordinators,)
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Activation
Level Detail Eventor Situation
Minimum
Staffing
or may virtual • Incident involving 2+ City
departments
• Low risk planned event
• Wind or rainstorm
• Power outage and Stage 1 & 2
emergencies
Two
Level Two activation is normally
achieved as an increase from
Level Three or a decrease from
Level One. This activation level
is used for emergencies or
planned events that would
require more than a minimum
staff but would not call for a full
activation/staffing
• Two or more large incidents
involving 2 or more departments
• Major wind or rain
• Major scheduled event
• Large scale power outage and
Stage 3 power emergencies
• Hazardous Material Incident
involving large scale or possible
large-scale evacuations

1. EOC Director

2. Section Coordinators

3. Branches & Units as
appropriate

4. Liaison/Agency
Representatives as
appropriate

5. Public Information
Officer
One
Level One activation involves a
complete & full activation of all
organizational elements &
staffing. Level One would be
the initial activation for any
major emergency requiring
acute State help.
• Major County/City or Regional
emergency, multiple
departments with heavy
resource involvement

1. All EOC as appropriate
TABLE 1: EOC ACTIVATION LEVELS

3.1.6 Sequence of Events
Two sequences of events are typically associated with disasters: one involves the response and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment.

This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.

3.1.6.1 Before Impact
Before an emergency ever occurs, the City is committed to conducting preparedness activities that include developing plans, training personnel, conducting emergency exercises, educating the public, and arranging to have necessary resources available.

To remain ready to respond, the City will keep their emergency communications systems, warning systems and the Emergency Operations Center ready at all times.

Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction 8 - 33
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and increase awareness level of emergency personnel and the community when a threat is approaching or imminent.

Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once the emergency occurs. This includes, but is not limited to:
• Briefing government officials
• Reviewing plans and procedures
• Preparing and disseminating information to the community • Updating resource lists
• Testing systems such as warning and communications systems • Activating Emergency Operations Centers, even if precautionary Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives, protect property and the environment. During this phase, warning systems are activated, resources are mobilized, and evacuation begins.

Proclaiming and Emergency: In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City, and the condition is beyond the capability of the city to control effectively, the City Council, or the City Manager if the Council is not in session, can proclaim a local emergency.

3.1.6.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, savings lives and minimizing the effect of the disaster.

Below is a list of actions to be taken:

Alert and Warning: Local response agencies are alerted about an incident by the public through 911, another response agency, or other method. First responders are then notified of the incident.

Upon an alert, response agencies notify response personnel.

Resource Mobilization: Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response. Activation and mobilization continue for the duration of the emergency, as additional resources are needed to support the response. This includes resources with the County, or, when resources are exhausted, from surrounding unaffected jurisdictions.

Incident Response: Immediate response is accomplished within the City by local responders.

First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with the Incident Command System organizational structures, doctrine, and procedures.

Establishing Incident Command: Incident Command is established to direct, order, and/or control resources by virtue of some explicit legal agency or delegated authority at the field level.

Initial actions are coordinated through the on-scene Incident Commander. The Incident commander develops an initial Incident Action Plan, which sets priorities for the incident, 8 - 34
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assigns resources, and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate Incident Command System organizations or to oversee the management of a large or evolving incident that multiple incident management teams engaged.

Activation of the Multiagency Coordination System: Responding agencies will coordinate and support emergency management and incident response objective through the development and use of integrated Multiagency Coordination Systems (MACS) and Multiagency Coordination System Groups (MAC Groups). This includes developing and maintaining connectivity capability between the Incident Command Post, Local 911 Centers, local Emergency Operations Centers, Regional Emergency Operations Centers, the State Emergency Operations Center and Federal Emergency Operations Center and National Response Framework organizational elements.

Local Emergency Operations Center Activation: Local jurisdictions activate their local Emergency Operations Center based on the magnitude or need for more coordinated management of the emergency. When activated, local EOCs help form a common operating picture of the incident by collecting, analyzing, and disseminating emergency information. The local Emergency Operations Center can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contract to support multiagency coordination. When activated the local Emergency Operations Center notifies the Operational Area lead that the local Emergency Operations Center has been activated.

Communications between field and the Emergency Operations Center: When a jurisdiction Emergency Operation Center is activated, communications and coordination are established between the Incident Commander and the Department Operations Center to the Emergency Operations Center, or between the Incident Commander and the Emergency Operations Center.

Operational Area Emergency Operations Center Activation: If one or more local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the Operational Area Emergency Operations Center activates. The Operational Area Emergency Operations Center also activates if a Local Emergency is proclaimed by the affected local government. The Operational Area Emergency Operations Center then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the Operational Area, forwards the resource request to the Regional Emergency Operations Center and mutual aid coordinators.

Regional Emergency Operations Center Activation: Whenever an Operational Area Emergency Operations Center is activated the California Office of Emergency Services Regional Administrator will activate the Regional Emergency Operations Center within the affected region and notifies the California office of Emergency Services Headquarters. The Regional Emergency Operations Center will then coordinate resource requests from the affected Operational Area to unaffected Operational Areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the State Operations Center for coordination.
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State Level Field Teams: The State may deploy Field Teams (Emergency Services Regional Staff) to provide situation reports on the disaster to the Regional Emergency Operations Center in coordination with responsible Unified Command.

State Operations Center Activation: The State Operations Center is activated when the Regional Emergency Operations Center activates to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate
• Process resource request between the affected regions, unaffected regions, and state agency Department Operation Centers
• Process requests for deferral assistance and coordinate with Federal Incident Management Assistance Teams when established
• Coordinate interstate resource request as part of the Emergency Management Assistance Compact or Interstate Disaster and Civil Defense Compact • The State Operations Center may also be activated independently of a Regional Emergency Operations Center to continuously monitor emergency conditions Joint Information Center Activation: Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical, the agencies will activate a Joint Information Center to facilitate the dissemination of consistent information.

State Department Operations Center Activation: Each state agency may activate a Department Operations center to manage information and resources assigned to the incident. If a Department Operations Center is activated, an agency representative or liaison may deploy to facilitate information flow between the two facilities.

Federal Emergency Management Agency Regional Response Coordination Center Activation: The Federal Emergency Management Agency Regional Response Coordination Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to monitor the situation and provide situational awareness to federal officials.

3.1.6.3 Sustained Operations
As the emergency continues, further emergency assistance is provided to individuals impacted by the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as activities such as search and rescue, shelter and care, and identification of victims.

3.1.6.4 Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital lifesupport systems to minimum operating standards. Long-term activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened, and hazard mitigation surveys are performed. 8 - 36
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Local Assistance Centers: Local Assistance Centers (LAC) are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is staffed and supported by local, state, and federal agencies, as warranted, as well as nonprofit and voluntary organizations. The LAC provides a venue at which individuals, families, and businesses can access available disaster assistance programs and services. The LACs need to be physically accessible and information needs to be provided in accessible formats for all community members. If federal resources are authorized, a state-federal Disaster Recovery Center (DRC) may be co-located with the LACs.

Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.

Demobilization: As resources are no longer needed to support the response, or the response activities cease, resources are demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and includes processes for resource tracking and ensuring applicable reimbursement. Where applicable, demobilization should include compliance with mutual aid and assistance provisions. 8 - 37
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The sequence of activities occurring for the emergency response and proclamation process is illustrated in Figure 1 – Response Phase Sequence of Events.

3.2 Recovery
FIGURE 1: RESPONSE PHASE SEQUENCE OF EVENTS
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In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as these:
(1) Assessment of the extent and severity of damages to public and private property. (2) Restoration of services generally available in communities - water, food, medical assistance, utilities, and lifelines.
(3) Repair of damaged homes, buildings, and infrastructure. (4) Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.

Local governments can help individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases: short-term and long-term.

3.2.1 Short-Term
Short-term recovery operations begin during the response phase of the emergency. Although referred to as “short-term” recovery, these activities may last for weeks. Short-term recovery includes actions required to:
• Stabilize the situation.
• Restore services (electricity, water, and sanitary systems) • Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase.
• Commence the planning for the restoration of the community, including economic functions.
• Address debris that poses a threat to public health and safety.

For federally declared disasters, Disaster Assistance Centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, the City may provide sheltering for disaster victims until housing can be arranged.

3.2.2 Long-Term
Long-term recovery continues the short-term recovery actions focusing on community restoration. Long-term recovery may continue for several months or years depending on the severity and extent of the damage sustained. These activities include those necessary to restore a community to a state of normalcy, given the inevitable changes that result from a major disaster. Long-term recovery activities require significant planning to maximize opportunities and mitigate risks after a major incident and may include the following:
• Reconstruction of facilities and infrastructure including the technology systems and services necessary for restoration of all operations functions. • Community planning including the development of long-term housing plans. • Implementation of waivers, zoning changes, and other land-use legislation to promote recovery.
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• Assistance to displaced families, which may include financial support as well as social and health services.
• Restoration of the local economic system.
• Integration of mitigation strategies into recovery efforts. • Documentation of eligible disaster-related costs for reimbursement through state and federal grant programs.

3.3 Continuity
Continuity of Operations and Government: A critical component of the City emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided for to the greatest extent possible.

A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government and/or the destruction of public and private records essential to continue operations of government and industry.

In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. The civil government can best complete these services. To this end, it is particularly essential that the local units of government continue to function.

The following portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of State and local government:
• Continuity of Government in California (Article IV, Section 21 of the State Constitution)
• Preservation of Local Government (Article 15 of the California Emergency Services Act)
• Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code)
Key authorities include Sections 8635 through 8643 of the Government Code:
• Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of (City and County) government in the event of an enemy attack, or in the event a State of Emergency or Local Emergency is a matter of statewide concern. • Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
• Authorize governing bodies to designate and appoint three standby officers for each member of governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision, other than that to which they are appointed. Standby officers take 8 - 40
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the same oath as regular officers and are designated numbers 1, 2 and 3 as the case may be.
• Authorize standby officers to report ready for duty in the event of a State of War Emergency, State of Emergency or Local Emergency at the place previously designated.
• Authorize local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency or Local Emergency exists, and at a place not within the political subdivision.
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4 Organization and Assignment of Responsibilities

4.1 Roles of Staff in the EOC
For the City, this basic plan establishes the operational organization that is relied on to respond to an emergency. The City uses the Standardized Emergency Management System, The National Incident Management System, and the Incident Command System See also Section

5.4), to be consistent with the National Response Framework concepts and to be coordinated with other jurisdictional partners within the Los Angeles County.

The following sections list out the city’s organization structure as well as departmental roles and responsibilities during an Emergency Operations Center activation.

Additionally, it details out the role that Disaster Management Area Coordinators (DMACs) have during an emergency.

4.2 Role of Elected Official
All disasters are locally driven events, and it is the local official’s role to provide leadership and policy guidance to their jurisdiction before, during, and after a disaster. It is important for local elected officials to engage in preparedness efforts, which are ongoing and involve activities undertaken to prepare for disasters and emergencies, as well as to facilitate future response and recovery efforts. The following section detail some of the local official’s roles and responsibilities during and following a disaster.

Elected Officials Role During an Emergency Disaster: The primary role of an elected official during a disaster is that of support. As the disaster is occurring and the immediate response is underway, you will best serve your citizens by empowering and allowing your first responders and the EOC staff the freedom to manage the incident as they have been trained to do. Allow them time to stabilize the situation before attempting to step in as a decision maker. Your role as decision maker will come, but the primary goal of addressing a disaster as it is happening is to stabilize the situation quickly and efficiently – your staff will do that for you. To help in this goal, your role consists of:
• Support and work with your emergency management officials, as needed. This may include facilitating communication with and obtaining assistance from other agencies, declaring a local state of emergency, and issuing emergency orders such as imposing curfews etc. • Communicate quickly, clearly, and effectively to your constituents and work with your partners to ensure a coordinated message.
• Get accurate information out early and often, and ensure all messaging is accessible. • Maintain situational awareness regarding the disaster by staying informed. • Provide direction for response-related activities, when appropriate. • Trust and empower your emergency management officials to make the right decisions. • Serve your citizens by allowing the First Responders and the EOC staff to manage the incident as they are trained to do. The active participation of Elected Officials in planning / 8 - 42
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training before a disaster and leadership during the recovery period is where you will have the greatest impact and be of most value.
• Use an EOC Liaison to help you stay informed during the incident.

Elected Officials Role Following an Emergency Disaster: The primary role of an elected official after a disaster is that of leadership. Once the first responders and EOC staff have stabilized the situation, your role as an elected official becomes crucial to the recovery process.

A community is built on law and order, and this stems from City Code, Zoning Regulations, Building Code, Police Enforcement, and much more. Just because a disaster occurs does not mean these regulations are null and void. On the contrary, they are crucial to make sure your community is built back right. For a City to truly recover, diligent and firm adherence to the City’s Codes and Regulations must be adhered to. To help in accomplishing this goal, the following is a list of roles for you to fill.
• Understand the disaster assistance programs available and application process for State of California and the Federal Disaster Declarations.
• Support your community throughout the recovery – it can be a long process and may take multiple years.
• Help identify opportunities to rebuild and mitigate future damage through planning and smart infrastructure investments.
• Ask questions – the recovery process and programs can be complex. • Ensure all Codes and Regulations are enforced during the recovery process.

4.3 Role of City Departments
In the event of an Emergency Operations Center activation, each City department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information in order to manage an incident that occurs in the city, and to communicate emergency efforts between departments and/or jurisdictions.

Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the city departments. Details for department staff roles and responsibilities in the EOC are defined in the EOC position “jobaids” included in part two of this plan.

City Manager’s Office. The executive staff members of the City Manager’s Office are responsible for policy level decisions related to the management of the incident. The office will provide representatives to assist in the EOC, and provide liaison assistance to the operational area, if activated. The City Manager, or designee (e.g., Deputy City Manager, or other designee), will serve as the EOC Manager/Director overseeing the direction and policy guidance of all EOC operations. Policy level decisions are related to formation of policies/procedures, authorization of expenditures, support of local emergency management operations with additional staff, resources, etc., as well as other operations as determined appropriate. The City Manager’s Office will also establish a Public Information Officer (PIO) to staff the position of 8 - 43
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EOC PIO to support the collection, verification, and dissemination of emergency related information to the public and the media.

Management Services. Management Services staff serves in the Recovery Coordination Group following the response phase of a disaster event as the city moves into the recovery phase. Management Services supports redevelopment and recovery strategies for the city using current economic development strategies.

Community Development Department. The Community Development Department is responsible for providing support on public infrastructure evaluation/damage assessment, providing GIS support upon request, identifying possible shelter locations (ensuring the structural safety of the buildings), providing staff to the EOC, and administering evaluations and permits in the recovery process. Department representatives from Planning and Building lead the Planning and Intelligence Section in the EOC and may serve in a variety of EOC sections and branches, depending on the needs of the incident.

Finance Department. The Finance Department is responsible for overseeing all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement purposes including personnel time tracking during emergency operations. Finance will provide department representatives to staff the Finance Section in the EOC. Department representatives will utilize established procedures and protocols for expense tracking and documentation but may also develop additional procedures as necessary to fit the needs of emergency operations. Finance will also provide staffing to the Procurement Unit in the Logistics Section in the EOC utilizing established procedures and protocols for purchasing but may develop procedures as necessary to support emergency operations.

Fire Department. The Fire Department is responsible for the management of fire operations within the city during emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potential hazardous materials, public safety on scene, and many other responsibilities. The Fire Department will coordinate all response efforts and serve as the main coordination point when requesting fire response or emergency medical service (EMS) assistance from neighboring jurisdictions.

Fire services also include the provision of Emergency Medical Services (EMS), providing lifesaving medical care. Fire EMS personnel will work in coordination with private EMS providers to meet the needs of the incident in the event that Fire EMS is overwhelmed. A Fire Department representative will be appointed to serve in the Fire Branch of the Operations Section in the EOC.

Human Resources Division. The City Human Resources Department is responsible for managing all efforts associated with city personnel and volunteers. As emergency resources, city personnel and volunteers may be assigned to positions in the EOC or in the field to support city emergency management and response operations. Department representatives will staff the Personnel Branch of the EOC, addressing issues such as workers compensation, disaster service worker (DSW) agreements, volunteer management, and other various tasks as determined appropriate. In addition, the risk management personnel within Human Resources are responsible for providing a representative to staff the Safety Officer position for the EOC itself.
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Information Technology Division. The Information Technology (IT) Contractor is responsible for ensuring the operation of the city’s critical IT infrastructure during an emergency and providing technical support to the EOC when activated. IT will staff the Communications Unit in the EOC, and will provide support to GIS, mapping, and any other technical resources. IT should provide representatives to the EOC when activated.

Community Services Department. The Community Services Department is responsible for some logistics functions (supporting staff) and supporting mass care operations, including the implementation of shelter operations in the city. Mass care and shelter operations include the mobilization and deployment of department personnel and resources (in coordination with the operational area) and receiving and registering volunteer resources during emergencies. The Community Services Department will provide staff to manage the shelter facilities and may request additional assistance from the American Red Cross (ARC), if necessary. The Community Services department will appoint department representatives to the city EOC to assist in the coordination of department operations. In addition, the department also serves in a primary role for the provision of services for people with access and functional needs (PAFN) during an emergency. Community Services will also support transportation needs via City busses.

Police Department. The Police Department is responsible for law enforcement operations and terrorism prevention within the city. Police officers will respond to the immediate threats and dangers associated with any emergencies in the city. The Police Department will support emergency operations including, but not limited to prevention of threats, protection of population, evacuation, and damage assessment. A Police Department representative will be appointed to serve in the Law Branch of the Operations Section in the EOC.

Public Works Department. The Public Works Department serves in a variety of roles to support emergency management and response operations. Responsibilities for Public Works include, but are not limited to, damage assessment, critical infrastructure restoration, support for debris management, transportation, evacuation, and general logistics operations. Department representatives may be appointed to the EOC to serve in both the Operations and Logistics Sections. In addition, Public Works will assist emergency operations by deploying personnel into the incident area to assess damage and begin emergency restoration efforts. These operations will be coordinated through their Department Operations Center (DOC), which will communicate and coordinate with the EOC. A portable radio console can be provided to Public Works DOC so that the DOC can operate from a Public Works Facility if preferred. Public Works is also responsible for the management of flood/mudslide response operations, mitigation, planning and recovery activities. Public Works will monitor and assess weather-related data, provide technical assistance for interpreting river level related data and its impacts in the city, document any flooding through photographs, observations, and computer-generated data, ensure water and sewer are maintained during the emergency and provide staff to the EOC. The flood monitoring information provided by Public Works will assist the EOC in making necessary evacuation, transportation, or other emergency management related decisions. Public Works will coordinate flood fighting operations in coordination with local reclamations districts and other city and contracted partners in the event of potential or actual dam failure, or other weatherrelated flood emergencies. The Emergency Manager is responsible for the maintenance and access to hazard maps (such as 100-year flood zone maps) and will provide these to Public Works where applicable.
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EOC, DOC and Responder Personnel. While this Emergency Operations Plan is focused on the City’s organizational response, all city employees with responsibilities for emergency functions would greatly benefit from having a personal and family preparedness plan. Any city employee with responsibility to report to the EOC, a department operations center (DOC), or to field response operations should have a personal and family preparedness plan in place.

Personal and family preparedness planning supports city employees in ensuring the safety of their loved ones, and in turn supports the employees with being available to respond to their city emergency management responsibilities.

4.4 Role of Disaster Management Area Coordinators (DMACs) The mission of DMACs is to coordinate with Area cities in planning for preparedness, mitigation and recovery from emergencies/disasters. During an actual emergency, DMACs are responsible for Advocating for Area cities and liaison with the Los Angeles County Operational Area Emergency Operations Center as (OAEOC) as necessary, assist other Areas as requested; staff City Liaison post at OAEOC.
• Additional they check in with Area cities to quickly determine the impact of the emergency/disaster.
• Provide a quick Area status report to the OAEOC to supplement individual cities’ reports.

This is not a detailed or formal report. It should be consider outside the normal reporting system and will provide the OAEOC with an indication of where potential problems might exist as well as indicate which Disaster Management Area Coordinators (DMACs) might be in the best position to directly provide staffing to assist the most heavily impacted Area(s) and the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area). • Get feedback from the OAEOC as to which DMAC Areas appear to be the most heavily impacted and which appear least impacted. Feedback will include a recommendation from the OAEOC as to which DMAC should provide staffing to the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area).
• DMAC of selected city provides shit staffing to the OAEOC to represent concerns of cities, to ensure that the needs and concerns of cities are properly represented in the OAEOC, and to participate, as appropriate, in the development of solutions affecting cities.

Finally, the following sections list out the role and responsibilities of the private sector.

4.5 Role of the Private Sector

4.5.1 Contracted City Services
If the City should ever contract for certain services such as Police, Fire or Public Works, and in the event of an Emergency Operations Center activation, each Contracted City Service partner is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. At a minimum contract city service partners will either provide a representative to the City EOC or provide a contact number for Business Operations Center to coordinate people, resources, and information in order to manage an incident that occurs in the city, and to communicate emergency efforts between their organization and the City.
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4.5.2 Residents
The resident of the City are primary beneficiaries of the City’s emergency management system.

At the same time, residents play an important role in emergency management by ensuring that they and their families are prepared for disasters. Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies, and being prepared to evacuate or shelter-in-place for several days.

Many residents join disaster volunteers’ programs such as Community Emergency Response Teams and remain ready to volunteer or support emergency response and recovery efforts.

During an emergency, residents should monitor emergency communications and carefully follow direction from authorities. By being prepared, residents can better serve their family, their community and reduce demands on first responders.

4.5.3 Population with Access and Functional Needs
Populations with access and functional needs include those members of the community that may have additional needs before, during and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.

Individuals in need of additional response assistance may include those who:
• Have disabilities – temporary and/or lifelong
• Live in assisted living settings
• Are elderly
• Are unaccompanied children
• Are from diverse cultures
• Have limited English proficiency or a non-English speaking • Have sight or hearing losses (impairments)
• Are transportation dis-advantaged; or
• Other situations that would require assistance
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind
• Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers for identifying and the movement of people with mobility impairments and those with transportation disadvantages 8 - 47
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• Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters
• Americans with Disabilities Act: When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act.

4.5.4 At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
• Homeless
• Without transportation
• Out of hearing range of community alert sirens/systems • Without radio or television to know they need to take action • Without access to telephones
• Visiting or temporarily residing in an impacted region • Not familiar with available emergency response and recovery resources • Limited in their understanding of English
• Geographically or culturally isolated

4.5.5 Businesses
Most of the City’s critical infrastructure is owned and maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency.

These same businesses provide valuable resources before, during and after an emergency, as well as play a critical role in meeting the needs of those impacted by an emergency.

Target Hazards: Some key locations are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and surrounding community. This requires businesses to coordinate with local, state, and federal governments to ensure that their emergency plans are integrated with government plans.

Hazardous Materials Area Plans: Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards, the California Office of Emergency Services Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the County’s Certified Unified Program Agency or Administering Agency. The administering Agency can then develop Hazardous Material Area Plans to respond to a release of hazardous material within the county.

Business Emergency Plans: This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and community at-large by providing:
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• Information to employees to protect themselves and their families from the effects of likely emergencies
• A business emergency organization with identified positions having clear and specific emergency roles, responsibilities, delegated authority and identified successors • An identification of actions necessary to protect company property and records during emergencies
• A list of critical products and services
• Production shutdown procedures
• A company command post
• Alternative work sites
• Methods and channels of communication
• Contacts with local emergency management officials
• A method to provide and accept goods and services from other companies Business Operations Centers: This plan also promotes the use of business operations centers to enhance public and private coordination. Local government can effectively coordinate with businesses by establishing a business operation center that is linked to their existing emergency operations center.

4.5.6 Volunteer Organizations
The City recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources, which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
• American Red Cross
• Community Emergency Response Team within the City or County • Amateur Radio Group (SPARC)

4.5.7 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times • Logistic measures required to quickly deliver needed supplies and services to affected areas
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies
• Systems that aid business and economic recovery after an emergency 8 - 49
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5 Direction, Control and Coordination

5.1 Direction and Control
The City is responsible for coordinating the resources, strategies, and policy for any event in the City that exceeds the capacity of field responders. Tactical control always remains the responsibility of field Incident Commanders. The City Manager, working through the mechanism of the Emergency Operations Center, provides direction and control over the coordination of multi-department and multi-jurisdictional resources to support the field responders. Policy decisions may be made by the Emergency Operations Center Manager/Director that is staffed by the City Manager or designee.

5.2 Coordination
The City Emergency Operations Center will coordinate resource requests from the field and other jurisdictions within the City. If request exceed the supply, the Emergency Operations Center will provide resources based on established priorities.

If resources are not available within the City, requests will be made to the Los Angeles Operational Area Emergency Operations Center either directly or through DMACs will who are responsible for advocating for Area cities and liaison with the Los Angeles County Operational Area Emergency Operations Center as (OAEOC) as necessary. The Operational Area Emergency Operations Center will coordinate resources obtained from within the operational area. If resources are not available in the operational area, they will request from the Southern Regional Emergency Operations Center. The Regional Emergency Operations Center will coordinate resources obtained from operational areas throughout the region. If resources are not available in the region, they will request from the State Operations Center. If the state cannot supply the resource, they will request from Federal Emergency Management Agency and other federal agencies. Below is a visual of this coordination relationship.

5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid FIGURE 2: DMAC COORDINATION RELATIONSHIP
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Operational Area Coordination: In the event that an incident overwhelms the resources and capabilities of the City, additional support will be requested from a variety of entities, jurisdictions, and organizations. For general emergency management operations, the city will follow SEMS and make requests for additional assistance through the operational area, working directly with the operational area emergency management personnel and the operational area EOC, if activated. If the emergency requires state and federal support, representatives from the operational area will work with the state level emergency management organization (Regional Emergency Operations Center), following the established SEMS, NIMS, and ICS structures.

When working with external partners such as private companies, non-profit organizations, nongovernment organizations, or other partners, city representatives in the EOC will ensure that these external partners work within the designated organizational structure of the city EOC. The City EOC Manager/Director will designate the coordination procedures for new partners that are not already established as part of the city’s emergency management operational systems.

Mutual Aid: California's emergency assistance is based on a statewide mutual aid system designed to ensure additional resources are provided to the state’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state funding may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda, and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.

There are four approved, formal Mutual Aid Systems in California. Those systems are:
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1 Fire and Rescue
2 Law Enforcement
3 Coroner
4 Emergency Management (resources
not covered by the other three
systems)
Other informal mutual aid involves, but is not
limited to the interchange of:
1 Public Information
2 Medical and Health
3 Communications
4 Transportation Services
5 Facilities
6 Hazardous Material Mutual Aid System
7 Volunteer and Private Agencies
California is divided into six mutual aid
regions, which are subdivisions of the state
emergency services organization to facilitate
the coordination of mutual aid and other
emergency operations within an area of the State consisting of two or more Operational Area. A map of the Regions is shown in Figure 3: California Mutual Aid Regions. The City is located in Mutual Aid Region I-A.

Mutual Aid Coordination: Formal mutual aid requests follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests follow disciplinespecific chains (i.e., fire, law enforcement etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.
• Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.
• Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.
• Operational Area Requests: The Operational Area (OA) is a composite of its political subdivisions, (i.e., municipalities, contract cities, special districts, and county agencies).

The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are FIGURE 3: CALIFORNIA MUTUAL AID REGIONS
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unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled.
• Region Level Requests: The State is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions.

Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In the event resources are unavailable at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking the appropriate State agency to fill the need.

FIGURE 4: FLOW OF REQUEST AND RESOURCES
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5.4 NIMS, SEMS, and ICS
Emergency management operations for the City are organized under the guidelines established by NIMS, SEMS, and ICS. These emergency management structures and guidelines provide the foundation for all emergency operations, creating a flexible organizational structure that can be adjusted to meet the needs of any incident, regardless of the size, extent, or associated damage. This plan, following the identified emergency management structures and guidelines, serves as a local, city management plan, and nests into and supports the Los Angeles County and Operational Area Response Plan.

The city will manage their internal operations through the implementation of this plan as outlined, and work in support of county operations if necessary. In following these standardized systems, the city EOC is organized into the sections listed below. • Management Staff
• Operations Section
• Planning Section
• Logistics Section
• Finance Section
Detailed descriptions of the roles of each position in the EOC can be found in Part 2 of this plan.

NIMS is the national standard for incident management operations defined by the FEMA and based on the National Response Framework. NIMS has been adopted by the City by resolution to serve as its incident management system. ICS is the organizational structure within NIMS that defines how emergency management operations will be organized. All state and local jurisdictions are required to prepare, plan, and respond to emergencies based on the NIMS and ICS standards in order to be eligible for federal reimbursement for emergency related costs.

Additional details regarding NIMS and ICS can be found online through FEMA’s website.

In addition, the Standardized Emergency Management System (SEMS), based on State of California emergency management standards, has been adopted by the City for managing response to multi agency and multi jurisdiction emergencies, and to facilitate communications and coordination between all levels of the system and among all responding agencies.

California Government Code § 8607 requires all local public agencies (cities, special districts, and counties) to respond to emergencies using the SEMS at the scene of a multi-agency emergency and in the EOC.

SEMS defines the organizational structure of local EOCs, reporting to operational area EOCs, which report to Regional EOCs (REOC), to state EOCs, and finally to FEMA. The utilization of SEMS during emergency management and response efforts is required for jurisdictions to be eligible for state reimbursement. Additional information for SEMS can be found online through the California Office of Emergency Services (CalOES) website.

National Incident Management System: The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address 8 - 55
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this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two Policy Directives that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: Identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security to coordinate with other federal departments and/or agencies and state, local, and tribal governments to establish a National Response Framework and a National Incident Management System.
• PPD-8, National Preparedness: Describes the way federal departments and agencies will prepare. It requires DHS to coordinate with other federal departments and agencies – and with state, local, and tribal governments to develop a National Preparedness Goal.

Together, the National Incident Management System, National Response Framework, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.

The National Incident Management System structure provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident, building on the Incident Command System and the National Incident Management System provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. The National Incident Management System structure requires the institutionalization of the Incident Command System and its use to manage all domestic incidents.

The National Incident Management System structure integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the National Incident Management system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
Standardize Emergency Management System: The Standardized Emergency Management System is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The Standardized Emergency Management System required by the California Emergency Services Act for managing multiagency and multijurisdictional response to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. The Standardized Emergency Management System incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operation Area concept and multiagency or inter-agency 8 - 56
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coordination. State agencies are required to use the Standardized Emergency Management System and local government entities must use the Standardized Emergency Management System in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.

Standardize Emergency Management System Organization Levels: There are five Standardized Emergency Management System organizational levels. • State: The State Level of the Standardized Emergency Management System prioritizes task and coordinates state resources in response to the request from the Regional Level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The State Level also serves as the coordination and communication link between the state and the federal emergency response system. The State Level requests assistance from other state governments through the Emergency management Assistance Compact and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency when federal assistance is requested. The State Level operates out of the State Operations Center. At the Federal Level, the National Response Framework identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the Standardized Emergency Management System process through the mutual aid region and State Operations Center. • Region: The Regional Level manages
and coordinates information and
resources among Operational Areas
within the mutual aid region and also
between the Operational Area and the
State Level. The Regional Level also
coordinates overall state agency support
for emergency response activities within
the region. California is divided into three
Administrative Regions – Inland, Coastal
and Southern (Figure 5); which are
further divided into six mutual aid regions
(Figure 3).
• Operational Area: An operational Area is
the intermediate level of the state’s
emergency management organization,
which encompasses a county’s
boundaries, and all political subdivisions
located within that country, including
special districts. The Operational Area
facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the Operational Area. The Operational Area serves as the coordination and communication link between the Local Government Level and Regional Level, State, Federal and Tribal jurisdictions in the Operational Area may have statutory authorities for response similar to that at the local level.

FIGURE 5: ADMINISTRATIVE REGIONS
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• Local Government (The City): The Local Government Level includes cities, counties and special districts, Local governments are required to use the Standardized Emergency Management System when their Emergency Operations Center is activated, or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs.
• Field: The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.

Standardized Emergency Management System Functions: The Standardized Emergency Management System requires that every emergency response involving multiple agencies include the five functions identified in Figure 6: Standardized Emergency Management System Functions. These functions must be applied at each level of the Standardized Emergency Management System organization.

FIGURE 6: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM FUNCTIONS Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the Standardized Emergency Management System Emergency Operations Center levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the Incident Command System, the Incident Commander, with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The Incident Commander must respond to higher authority. Depending Command/
Management
Operations Planning &
Intelligence Logistics Finance & Adminstration
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upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center of the Emergency Operations Center (EOC), when activated. • Management: The Emergency Operations Center serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the Emergency Operations Center, the Management function:
• Facilitates multiagency coordination and executive decision making in support of the incident response
• Implements the policies established by the governing bodies • Facilitates the activities of the Multiagency Coordination Group • Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the response to the emergency through implementation of the organizational level’s Action Plans. At the Field Level, the Operational Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan. In the Emergency Operations Center, the Operations Section Coordinator/Chief manages functional representatives who share information and decisions about discipline-specific operations. • Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the emergency. Unified ordering takes place through the Logistics Section to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities, and ground support.
• Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the Incident Action Plan at the Field Level or the Action Plan at an Emergency Operations Center. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the Emergency Operations Center. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems priorities, compile, and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization. • Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident of Emergency Operations Center personnel and hire equipment, coordinate procurement activities, process claims and track costs.

The field and Emergency Operations Center functions are illustrated in Table 2: Field and Emergency Operation Center Standardize Emergency Management Functions Comparison.
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SEMS Function Field Level EOCs
Command /
Management
Command is responsible for
directing, ordering and/or controlling
resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical response of
all field operations in accordance
with the Incident Action Plan
The coordination of all jurisdictional
operations in support of the
response to the emergency in
accordance with the Emergency
Center Action Plan
Planning &
Intelligence
The collection, evaluation,
documentation and use of
intelligence related to the incident
Collecting, evaluating, and
disseminating information and
maintaining documentation relative
to all jurisdiction activities
Logistics
Providing facilities, services,
personnel, equipment, and materials
in support of the incident
Providing facilities, services,
personnel, equipment, and materials
in support of all jurisdictional
activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not handled
by the other functions
Responsible for coordinating and
supporting administrative and fiscal
consideration surrounding and
emergency incident
TABLE 2: FIELD AND EMERGENCY OPERATION CENTER STANDARDIZE EMERGENCY

MANAGEMENT FUNCTIONS COMPARISON
6 Communications

6.1 City EOC. Once notified of an emergency or disaster of any size, or of a potential or imminent threat to the city, communications will be established between the City EOC and outside entities, such as field responders, department level personnel, media, or other outside agencies and partners. From the EOC, telephones, cell phones, radios, email, and internet applications (such as VEOCI) are used for direct communications with field responders or outside agencies.
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The City EOC can communicate with the OA EOC to access the State OASIS satellite system.

OASIS can support the operational area entities by allowing for direct satellite communication with the State’s Regional EOC (REOC), and the State Operations Center (SOC). OASIS voice transmission works like a standard telephone and data transmission is similar to a computer modem.

6.2 City Operations and Responders. The City operational staff in the field implement interoperable communications through the use radios to facilitate communications with all responding departments and city entities. Alternate forms of communications such as the use of cell phones, text messaging, email, amateur radio etc., may be utilized if determined necessary.

The use of the interoperable radio system allows for communications between DOCs, EOCs, and the Incident Command Post (ICP) that is located near the site of a field emergency incident.

DOCs and dispatch centers for private entities (i.e., private EMS providers) are responsible for maintaining communications with the city EOC when it is activated. A cache of radios is available from the Fire Department if radio distribution is needed. A Satellite Phone Hub (Iridium Go) is available for text and voice communications in the event that standard phone lines are not operational. See the Iridium Go binder in the EOC for operations.

6.3 Alert and Warning. In addition to an effective communication capability, government must have an effective means to provide warning alerts to the populations impacted or at risk as the result of an emergency. There are several primary alert and warning systems designed to provide City residents with emergency information. The city employs several modalities and systems to alert residents of impending dangers. These include a mass notification system where resident landline data is preloaded into the system. Residents can also voluntarily opt-in the system by providing additional information such as email, cell phone, and additional residential data. The city also has access to the Integrated Public Alert and Warning System (iPAWS) which enables the city to utilize Wireless Emergency Alerts (WEA) to notify residents on their cell phones under extreme circumstances where there is an imminent threat to life, property, or the environment. Additionally, special broadcasts, or simply driving up and down the streets using the public address system can also be conducted to notify and warn citizens.

Police and Fire may be required to disseminate emergency warning to public who cannot be reached by primary warning systems.
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7 Information Collection, Analysis and Distribution
Before an Incident. Information is often provided before an incident occurs. Sources may include weather reports, National Oceanic Atmospheric Administration (NOAA) alerts, LA County Flood Control (Public Works) monitoring data, crime reports, credible threats of intentional events, and others. Advanced notice information can be used to activate the EOC, prepare emergency management and response personnel, and provide information to the city population. This advanced information can increase the preparedness level of emergency management and response personnel, ensuring the number of responders and material resources needed for response operations. Advanced information is also used to notify people that might be living in harm’s way, and supports individuals and their families with preparing for, or evacuating from, the hazardous situation. Early information can greatly reduce the numbers of people who might otherwise be harmed by the emergency event.

During an Incident. Information collected during the incident assists in determining the correct course of action and emergency management decisions. Information is collected from field responders, DOCs, private entities, the media, social media, community members, and a variety of other sources. All information collected from open-source public resources will be analyzed for accuracy, processed through rumor control, and documented by the respective EOC sections, branches, and units. All information documentation will be provided to the Situation Unit in the Planning Section of the EOC for inclusion into in the EOC Action Plan.

The use of Actions Plans in the City Emergency Operations Center provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts
• Plans which document the priorities and objectives and the task and personnel assignments associated with meeting the objectives
The Action Planning process should involve the Emergency Operations Center Director and Section Chiefs/Coordinators (one from each Section) along with other Emergency Operations Center staff, as needed, such as agency representatives.

The initial Emergency Operations Center Action Plan may be a verbal plan that is developed during the first hour or two following Emergency Operations Center action. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and/or a limited number of response personnel. An Emergency Operations Center Action Plan will be developed whenever the Emergency Operations Center is activated, either partially or fully. A written Emergency Operations Center Action Plan is required whenever:
• Two or more agencies are involved in the response
• The incident overlaps more than one operational period • All Emergency Operations Center functions are fully staffed The Emergency Operations Center Action Plan addresses a specific operational period, which may vary in length from a few hours to days depending on the circumstances. The plan should be regularly reviewed and evaluated through the operational period and revised or updated as warranted.
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The Planning Section Chief/Coordinator, with input from the EOC Manager/Director, EOC Coordinator, and the Operations Section Chief/Coordinator, establishes the schedule and cycle for planning and situation information dissemination. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily, depending on the level of operations.

In addition, all EOC situation status reports and EOC Action Plans will be developed and presented for the purpose of information sharing at scheduled meetings during each EOC operational period. Information may also be sent to City departments, Emergency Operations Center personnel, the Operational Area, and other key agencies using the City’s Emergency reporting system, OASIS, radio, telephone, email, internet, or fax. Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information.

The City uses EOC forms found in part two of this plan to record and report information.

After an Incident. Information collected throughout emergency operations will be documented by members of the Planning Section. This information will be used during the recovery phase of the emergency to develop a history of actions and expenditures related to the disaster.

Information will also be used for the development of the after-action report that is used to document effective practices, archive effective tools, note areas in which EOC personnel saw need for additional training or tools, and document areas for program enhancements. In addition, the city and other agencies, entities, and organizations involved in the emergency management and response operations will collect information related to their respective aftereffects of the incident, such as social and economic impacts, relief support provided, and ongoing recovery operations.

Emergency Public Information. Emergency Public Information is a priority of most importance during emergencies and disasters. City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations.
8 Administration, Finance and Logistics

8.1 Administration
Emergency management operations supporting administration, finance, and logistical processes will be primarily conducted within the Logistics and Finance Sections of the EOC and will include the following considerations:
• Tracking and documentation of expenses
• Documentation of all actions taking during emergency operations • Procuring necessary equipment, resources, and additional support • Tracking and documentation of city employee working hours 8 - 63
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• Documentation of city employee working hours
• Managing continuity of operations (COOP) for the city • Developing staff rotation schedules for extended operations • Managing compensation and claims related to emergency operations • Tracking and documenting of the deployment and utilization of resources • Managing additional staff and volunteers to support emergency operations • Managing both financial and in-kind donations
• Overseeing and managing information technology components and issues as they arise • And other actions as determined appropriate

8.1.1 City Emergency Operations Policy Statement
Limitations: Due to the nature of emergency response, the outcome is not easy to predict.

Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by scope, magnitude, and duration of the event.

Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, City employees not otherwise assigned emergency disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other City departments, if required.

Employee Personal Preparedness: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt.

Employees who are assigned disaster response duties are encouraged to make arrangement with other employees, friends, neighbors, or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City Emergency Operations Center.

Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation of the presence of any sensory, mental or physical disability.

Citizen Preparedness: This plan does not substitute government services for individual responsibility. Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The City will make every effort to provide information to the public via the media and other sources to assist citizens in dealing with the emergency.

8.1.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed 8 - 64
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by any county, city, state agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.

In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as: serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field.
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work
• Assignments may require service at locations, times and under conditions other than normal work assignments
• Assignment may include duties within the Emergency Operation Center, in the field or at another designated location
Under no circumstances will City employees that do not usually have a response role in their day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.

8.1.3 Documentation
The Emergency Operations Center Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.

The Emergency Operations Center Planning Section will maintain copies of documents that are integral to Emergency Operation Center functions such as Emergency Operation Center Action Plans, Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.

8.2 Finance
In the case of a major disaster, the Emergency Operations Center will support county, state, and federal entities with cost recovery efforts, if requested and as able. City citizens may benefit from the Small Business Administration, and the City may benefit from the State and/or the Federal Emergency Management Agency Public Assistance Program. The City may assist the citizenry with public service announcement regarding support available as unemployment benefits, worker’s compensation, and insurance benefits.

8.2.1 Expenditure Tracking
The city may be reimbursed for insurance, state and/or federal sources for disaster-related expense. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.
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8.2.2 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service. Ineligible expense includes costs for standby personnel and/or equipment and lost revenue.

8.2.3 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all cost claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
• Vehicles and equipment documentation should include the limes and/or hours operated by location and operator
• Vehicle operating expenses should include fuel, tires, and maintenance • Labor costs should be compiled separate from vehicle and/or equipment expenses • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable • Revenues and subsidies for emergency operations must be subtracted from any costs claimed
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require. The following section focus on logistics and resource management, priorities, and requests.

8.3 Logistics

8.3.1 Resource Management
The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System (NIMS) includes mutual aid and 8 - 66
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assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.

8.3.2 Resource Priorities
When activated, the City Emergency Operations Center establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the Emergency Operations Center.

8.3.3 Resource Requests
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordination. • All other resource request will be made through the logistics function at each level.

Resource request from the City will be coordinated with the Los Angeles Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within the Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations. Coordinators at each level will communicate and coordinate with each other to maintain current status on resource request and allocation within the disaster area.

Resource request from the City Emergency Operations Center to the Los Angeles Operational Area Emergency Operations Center may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if request for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the Emergency Operations Center are responsible for ensuring that priorities are followed.

Resource requests for equipment, personnel, or technical assistance not available to the City should be coordinated with the Los Angeles County Emergency Operations Center to the Southern Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches, is responsible for tracking the resources.
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9 Plan Development and Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.

This plan is developed under the authority conveyed to the City Manager’s office in accordance with the City’s Emergency Organization who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The City uses the planning process prescribed by the Federal Emergency Management Agency and the State of California. This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with City Departments and the Los Angeles County.

9.1 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for. Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.

The City follow the administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.

9.2 Standard Operating Procedures (SOP)
This Plan is intended to be used in conjunction with county, operational area, and State plans and associated SOPs. Where supporting plans are inconsistent with the general principles described in the State Emergency Plan, the state plan will supersede supporting plans.

SOPs provide the purpose, authorities, duration, and details for the preferred method or performing a single function or a number of interrelated functions in a uniform manner. SOPs must also facilitate the need to carry out actions under conditions that may not have been anticipated when the SOP was drafted. For example, it may be necessary to consider alternative procedures that solve a problem in order to perform in a more time-efficient or costefficient way. It is clear; therefore, some procedures may need to be suspended, relaxed, or made operational under threat of disaster. However, such action should be carefully considered, and the consequences should be projected realistically.

9.3 Training and Exercises
All city department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided access to a copy of this plan (as noted in the Record of Distribution section of this plan) and are required to read and become familiar with the plan. The Coordinator of Emergency Services will notify holders of this plan of training opportunities associated with 8 - 69
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emergency management and operations. The minimum training requirement for employees under NIMS is ICS 100 and ICS 700.

A multi-year training and exercise plan (MYTEP) may be developed and followed that will identify and prioritize the levels of training and exercises the city will follow. This MYTEP should, as best as possible, align with other trainings and exercises within the operational area to ensure practice and integration with OA partners as often as possible. The Coordinator of Emergency Services will be responsible for the ongoing maintenance of the MYTEP and ensure plan reviews, trainings and exercises are conducted accordingly.

Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.

Training and exercises involve a variety of scopes, scales, and participation. Such training events include the following:

Drills. A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or a sheltering-in-place.

Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.

Functional exercise. A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such as time constraints on decision making and, by its nature, allows for a more stressful environment.

Full-scale exercise. A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercising multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources.

9.4 Essential Records Retention
Maintenance of administrative records continues through all phases of an emergency. In preparation for an emergency, training and appropriate forms are provided, including procedures for all units of potential response organization. During a response, entities ensure adequate documentation is collected through the Documentation Unit at the Incident and EOC, for activities of personnel, use of equipment, and expenditures for the emergency. Finally, after the response has been terminated, records should be protected and maintained for audit purposes for up to three years after the closeout of any Presidential disaster declaration. The Cost Unit is responsible for cost recovery records and assisting in collecting any missing information. Problem areas are identified, corrective measures taken, and employees retrained in the proper, updated procedures.

9.5 After Action Reports and Corrective Actions
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SEMS regulations require local government agencies, to complete an After-Action Report (AAR) for each Governor proclaimed emergency. After an incident or from a gubernatorial proclamation, the AAR is completed within 120 days. Furthermore, SEMS regulations under Title XIX, Division 2, Chapter 1, Section 2450(a) requires any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period.

The identification of corrective actions is critical to the AAR process. Jurisdictions are strongly encouraged to make recommendations for correcting problems noted in the response/recovery effort, or during exercises and training. Corrective actions may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system-wide improvements. Corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.

The AAR will provide, at a minimum:
• Response actions that were taken.
• Application of SEMS during response.
• Necessary modifications to plans and procedures that are needed. • Lessons learned.
• Noted areas of improvement.
• Best practice implementations proposed.
• Training needed.
• Recovery activities conducted to date.
• Additional information as appropriate.

Findings and recommendations in the contents of the AAR will be used to further develop and update the city EOP, as necessary. AAR development will include the input of all personnel involved in the incident or exercise.
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10 Authorities and References

FEDERAL
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003 • The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting • Public Law 93-288, Federal Disaster Relief Act of 1974 • Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002 • Executive Order 13228, Office of Homeland Security, October 8, 2001 • Executive Order 13231, Critical Infrastructure Protection, October 16, 2001 • Executive Order 13234, Citizens Prepared, November 9, 2001 • Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995 • Presidential Decision Directive 62 - Combating Terrorism, May 1998 • Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998 • National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction
References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5)
STATE
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq. • California Disaster and Civil Defense Master Mutual Aid Agreement • California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers
• California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity of Government
• California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act
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• California Government Code, Title 19, Division 2 – Standardized Emergency Management System
• California Water Code, § 128-Department of Water Resources - Flood Fighting References
• Standardize Emergency Management System
• California Disaster Assistance Act
• California State Emergency Plan, October 1, 2017
COUNTY
Authorities
• Los Angeles County Emergency Services Code of Ordinances Chapter 2.68 as amended References
• Los Angeles County Operational Area Emergency Response Plan, June 2012 • Public Draft - 2019 County of Los Angeles All-Hazards Mitigation Plan, 2019 CITY
• City Resolution No. x adopting the Emergency Operations Plan, Basic Plan, on Month DD, YYYT.
• City, California Municipal Code, Chapter x, Article x, Section x 11 Appendix A - Acronyms
Action Plan (AP)
After Action Report (AAR)
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California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) California Disaster Assistance Act (CDAA)
California Emergency Services Act (ESA)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
Regional Emergency Operations Center (REOC)
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)
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12 Appendix B – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.

Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.

After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation. Local government AARs must be submitted to Cal OES within 90 days.

Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included.

Additionally, Non-Governmental Organizations (NGO) may be included to provide support. AllHazards: Any incident, natural or human-caused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.

California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each 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 in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA-ESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.

California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to protect the health and safety and preserve the lives and property of the people of the state.

Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions. 8 - 77
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Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.

Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.

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 officers are also found at the EOC levels in SEMS and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.

Communications: Process of the transmission of information through verbal, written, or symbolic means.

Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the predelegation of emergency authority, and active command and control during response and recovery operations.

Continuity of Operations (COOP): Planning should be instituted, including all levels of governments, across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.

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. Multiagency or interagency coordination is found at all SEMS levels.

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

Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.

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

Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a 8 - 78
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debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.

Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.

Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.

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

Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.

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

Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.

Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local, and tribal governments.

Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction.

EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.

Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards. 8 - 79
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Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.

Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.

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.

Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.

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

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

Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.

Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.

Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.

Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.

Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.

Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff. 8 - 80
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Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Command Post (ICP): The field location where the primary functions are performed.

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

Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects 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, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.

Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.

Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate. Information must be real, accurate, and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC, and current and expected conditions, and how they affect the actions taken to achieve operational period objectives. Intelligence is primarily intended for internal use and not for public dissemination. Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins.

This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.

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. Public information officials from all participating agencies should co-locate at the JIC.

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).

Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
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Local Government: According to federal code36a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.

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

Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.

Management Staff: See Command Staff.

Mitigation: Provide a critical foundation in the effort to reduce the loss of life and property from natural and/or human-caused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.

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

Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined. It can provide coordinated decision-making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.

Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.

Mutual Aid Coordinator: An individual at the 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.
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Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.

National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy.

National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non-governmental organizations to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.

National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Non-governmental Organization (NGO): An entity with an association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the American Red Cross.

Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.

Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.

Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC levels, the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.

Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or nongovernmental organizations.

Planning Section: The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan, respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.

Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries. 8 - 83
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Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.

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. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.

Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.

Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).

Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private–sector, nongovernmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents.

Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions. REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.

Reimbursement: Provide a mechanism to recoup funds expended for incident-specific activities.

Resource Management: Efficient emergency management and incident response 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 NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols.
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Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained.

Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs.

Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.

Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners, and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.

Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.

Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.

Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.

Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects [(as defined in California Code of Regulations (CCR) Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers authority established under Section 6500 et. seq. of the California Code of Regulations.

Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.
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Standard Operating Procedure (SOP): Complete reference document or an operation manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.

Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State.

Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.

Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by State agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept, and the Master Mutual Aid Agreement and related mutual aid systems. Regulations are found at Title XIX. Division 2. Chapter 1, Section 2400 et. seq.

State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).

State Operations Center (SOC): The SOC is operated by the California Governor’s Office of Emergency Services at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Regional Emergency Operations Centers (REOC). It is also responsible for providing updated situation reports to the Governor and Legislature.

Strategy: The general plan or direction selected to accomplish incident objectives.

System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.

Technical Assistance: Support provided to state, tribal, and local 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 or hazardous material assessments).

Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions.

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; 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 or affect the conduct of a government by mass destruction, 8 - 86
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assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002).

Threat: An indication of possible violence, harm, or danger.

Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.

Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.

Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.

Vital Records: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).

Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
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Emergency Operations Plan Part 2
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EMERGENCY

OPERATIONS PLAN
PART 2: EOC MANAGEMENT & IMPLEMENTATION
CITY OF SOUTH PASADENA, CA JUNE 2022
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CITY OF SOUTH

PASADENA

EMERGENCY OPERATIONS PLAN
PART 2: EOC MANAGEMENT & IMPLEMENTATION
2022
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EMERGENCY OPERATIONS PLAN
PART 2: EOC MANAGEMENT AND PLAN IMPLEMENTATION
2022

PREPARED FOR PREPARED BY
Project Manager/Lead Facilitator:

Michael Brady
[email protected]
Project Subject Matter Expert/Facilitator:

Kurt Johnson
Technical Expert & Writer:

Hilda Hurtado, CEM, PCP
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Table of Contents
Table of Contents....................................................................................................................... 6 1 EOC Activation........................................................................................................................ 9

1.1 EOC Purpose....................................................................................................................... 9

1.2 EOC Facilities ...................................................................................................................... 9

1.2.1 Main EOC facility........................................................................................................ 9

1.2.2 Alternate EOC facility ................................................................................................11

1.2.3 Initial Response ........................................................................................................13

1.2.3 Levels of EOC Activation...........................................................................................13

1.3 EOC Notification/Personnel Recall......................................................................................14 2 EOC Operations.....................................................................................................................16

2.1 Summary of EOC Operations..............................................................................................16

2.2 Emergency Operation Center Protocols ..............................................................................16

2.3 Management Organization ..................................................................................................17

2.4 Resource Management.......................................................................................................17

2.5 EOC Information Management............................................................................................18

2.6 EOC Action Planning ..........................................................................................................19

2.7 EOC Coordination...............................................................................................................20

2.7.1 Field Responders......................................................................................................20

2.7.2 Departmental Operation Centers (DOCs)..................................................................21

2.7.3 Operation Area..........................................................................................................21

2.7.4 Private and Volunteer Agencies ................................................................................21

2.7.5 Special Districts and Utilities (Schools, So Cal Gas, SCE and Metro Transit)............21

2.7.6 Region Emergency Operations Center......................................................................21

2.7.7 State & Federal Field Response................................................................................22 3 EOC Position JobAids............................................................................................................24

3.1 Management Section ..........................................................................................................28 JobAid: EOC Director.........................................................................................................30 JobAid: EOC Coordinator...................................................................................................38 JobAid: Legal Officer..........................................................................................................43 JobAid: Liaison Officer .......................................................................................................47 JobAid: Public Information Officer......................................................................................53 JobAid: Safety Officer ........................................................................................................59

3.2 Operations Section..............................................................................................................63 8 - 97
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JobAid: Operations Chief/Coordinator................................................................................65 JobAid: Fire Branch ...........................................................................................................73 JobAid: Law Branch ...........................................................................................................79 JobAid: Medical/Health Branch ..........................................................................................85 JobAid: Care & Shelter Branch ..........................................................................................89 JobAid: Construction & Engineering Branch.......................................................................95 JobAid: Damage & Safety Assessment Unit.....................................................................101 JobAid: Debris Management Unit.....................................................................................107 JobAid: Public Works Unit................................................................................................111 JobAid: Utilities Unit .........................................................................................................115

3.3 Planning & Intelligence Section.........................................................................................119 JobAid: Planning & Intelligence Chief/Coordinator ...........................................................121 JobAid: Action Planning Unit............................................................................................129 JobAid: Situation Analysis Unit.........................................................................................133 JobAid: Documentation Unit.............................................................................................139 JobAid: Advance Planning Unit........................................................................................145 JobAid: Resource Status/Tracking Unit............................................................................151 JobAid: Demobilization Unit .............................................................................................155 JobAid: Technical Specialist Unit .....................................................................................159 JobAid: Access and Functional Needs (AFN) Specialist...................................................163 JobAid: Geographic Information Systems (GIS) Specialist...............................................167 JobAid: Social Media Specialist .......................................................................................173

3.4 Logistics Section ...............................................................................................................177 JobAid: Logistics Chief/Coordinator .................................................................................179 JobAid: Communications & IT Unit...................................................................................185 JobAid: Transportation Unit..............................................................................................189 JobAid: Personnel Unit.....................................................................................................193 JobAid: EMMA Coordinator..............................................................................................199 JobAid: Supply & Procurement Unit .................................................................................203 JobAid: Facilities Unit.......................................................................................................209 JobAid: Food Unit ............................................................................................................215 JobAid: Donations Management Unit...............................................................................219 JobAid: Volunteer Coordination Unit ................................................................................223

3.5 Finance/Administration Section.........................................................................................227 JobAid: Finance & Administration Chief/Coordinator........................................................229 8 - 98
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JobAid: Time Keeping Unit...............................................................................................235 JobAid: Compensation & Claims Unit...............................................................................239 JobAid: Purchasing Unit...................................................................................................243 JobAid: Recovery Unit......................................................................................................249 4 EOC Forms & Tools.............................................................................................................255

4.1 EOC Action Planning ........................................................................................................255

4.1.1 Common Operating Picture Guidance.....................................................................255

4.1.2 Planning P...............................................................................................................257

4.1.3 Planning P Meeting Agendas ..................................................................................258

4.1.4 EOC Action Plan .....................................................................................................265

4.1.5 EOC Forms.............................................................................................................277

4.1.6 EOC Reports...........................................................................................................279

4.1.7 EOC Plans ..............................................................................................................281

4.1.8 EOC Guides............................................................................................................281 5 Appendix A - Resources ......................................................................................................283 6 Appendix B - Contact List.....................................................................................................285 8 - 99
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1 EOC Activation

1.1 EOC Purpose
The City EOC is a central location from which the City can provide inter-agency coordination and executive decision-making in support of incident response and recovery operations. The purpose of the EOC is to provide a centralized location where public safety, emergency response, and support agencies coordinate planning, preparedness, and response activities.

The EOC does not command or control on-scene response efforts, but does carry out the coordination functions through:

1. Collecting, evaluating and disseminating incident information.

2. Analyzing jurisdictional impacts and setting priority actions; and

3. Managing requests, procurement, and utilization of resources.

The decisions made through the EOC are designed to be broad in scope and offer general guidance on priorities. Information is disseminated through the EOC Manager/Director and tactical decisions are coordinated from field response personnel. The EOC serves as a coordinated link between the Chief Elected Official (CEO) of each jurisdiction and the field personnel coordinating the execution of event priorities.

1.2 EOC Facilities

1.2.1 Main EOC facility
Table 1: EOC Information provides location and logistics data useful for activating the EOC.

Figure 1: EOC Area Map shows the EOC location and the surrounding area.

Address 817 Mound Ave
Phone Number (626)403-7310
Parking
Directions
Table 1: EOC Information
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Figure 1: EOC Area Map
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1.2.2 Alternate EOC facility
Table 2: Alternate EOC Information provides location and logistics data useful for activating the EOC. Figure 2: Alternate EOC Area Map shows the EOC location and the surrounding area.

Address
Phone Number
Parking
Directions
Table 2: Alternate EOC Information
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Figure 2: Alternate EOC Area Map
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1.2.3 Initial Response
Initial field response operations will be accomplished by the appropriate City departments, member jurisdictions, volunteer agencies, and segments of the private sector. During initial response operations, field responders will place emphasis on saving lives, property, and the environment, controlling the situation, and minimizing the effects of the emergency. The Incident Command System will be used to manage and control the response operations.

The disaster/event may be controlled solely by City emergency responders or with other agencies through the mutual aid system. If the resources available at the field response level are not sufficient to mitigate the situation, the Incident Commander may request that the City Emergency Operations Plan, or the Emergency Operations Center, be activated to support the field operations.

Field Reports. A field report is provided by the incident responders and includes information concerning the nature, severity, and extent of the situation. The information will be used to assess the extent of the disaster/event and determine the appropriate level of response for the City.

1.2.3 Levels of EOC Activation
The City EOC may be activated as needed to support City emergency operations. The EOC may be activated by one of the following:
• City Manager
• City Manager designated alternate
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander (Battalion Chief, Fire Chief or Police Chief)
The City has developed EOC activation criteria that include conditions based on a hazard analysis as well as regulatory requirements. The goal is a rapid EOC activation when it is needed.

Three levels of activation have been identified that will provide EOC staffing commensurate with the coordination needs of varying emergency situations. Table 3: EOC Activation Criteria, contains the activation criteria for the City EOC.

Activation
Level Detail Eventor Situation
Minimum
Staffing
Three
• Level Three is a minimum
activation. This level may be
used for situations which
• Events with potential
impacts on the health &
safety of the public and/or
environment

1. EOC Manager

2. Other Designees
(Such as Section
Coordinators,)
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Activation
Level Detail Eventor Situation
Minimum
Staffing
initially only require a few
people.
• A Level Three activation is
also called monitoring level
activation.
• The physical EOC facility
may or may not need to be
opened or staffed
(virtual/Veoci).
• Weather Alerts
• Incident involving 2 or more
City departments
• Low risk planned event
• Wind or rainstorm
• Power outage and Stage 1 &
2 emergencies
Two
• Level Two activation is
normally achieved as an
increase from Level Three or
a decrease from Level One.

This activation level is used
for emergencies or planned
events that would require
more than a minimum staff
but would not call for a full
activation/staffing.
• A Level Two activation are
also called partial level
activation.
• The physical EOC facility will
need to be opened and
staffed.
• Two or more large incidents
involving 2 or more
departments
• Major wind or rain
• Major scheduled event
• Large scale power outage
and Stage 3 power
emergencies
• Hazardous Material Incident
involving large scale or
possible large-scale
evacuations
• Moderate Earthquake

1. EOC Manager

2. Section
Coordinators

3. Branches & Units
as appropriate

4. Liaison/Agency
Representatives as
appropriate

5. Public Information
Officer
One
• Level One activation
involves a complete/full
activation of all EOC
elements & staffing. Level
One would be the initial
activation for any major
emergency requiring acute
State assistance.
• A Level One activation is
also called full level
activation.
• The physical EOC facility will
need to be opened and fully
staffed.
• Major County/City or
Regional emergency,
multiple departments with
heavy resource involvement
• Major Earthquake
• Terrorism threat or incident

1. All EOC as
appropriate
Table 3: EOC Activation Criteria

1.3 EOC Notification/Personnel Recall
If EOC activation is required, the City Dispatch will notify everyone on the EOC Recall List and provide directions to the primary EOC. If the primary EOC is not available or is inaccessible, an alternate EOC will be activated.
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The EOC Emergency Recall List includes personnel who are part of each SEMS function in the Emergency Operations Center, as well as other technical support employees of the City. The Emergency Recall List is to be activated and implemented when an emergency or disaster affects the City and poses a major threat to life, property, and/or the environment.

Maintenance of Emergency Recall List: The City Manager’s Office maintains the Emergency Recall List. The City Manager’s Office ensures that City Dispatch, and the EOC have current copies of the Emergency Recall List. The Emergency Recall list is activated by City Dispatch and will only be implemented when directed by one of the following County employees:
• City Manager
• City Manager designated alternate
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander and approval of the City Manager of City Manager designated alternate
Notification Implementation: Once EOC activation is requested and properly authorized, the Emergency Recall List will be implemented by City Dispatch personnel. Notifications and alerts begin with the City Manager. If the City Manager cannot be reached, other designees will be contacted until someone is reached to assume the EOC Manager/Director position.

The dispatchers will provide the EOC Manager/Director with a complete status of the incident or disaster, identifying damage sustained, current response actions, resource status, etc. Based on the information provided by the dispatcher, the EOC Manager/Director will determine what parts of the Emergency Alert List will be implemented, including what sections of the City’s Emergency Operations Center will be activated and requested to respond.

Additionally, the EOC Manager/Director, when appropriate, will personally contact and inform the City Council of the situation in the City. The EOC Manager/Director may request that the dispatchers notify the Operational Area of the EOC activation.

The City Emergency Recall List consists of the following sections:
• Management
• Operations
• Planning
• Finance
• Logistics
Recall Personnel: When notified of an Emergency Recall, personnel should notify their families, retrieve their emergency operations go bag, and report to the designated City Emergency Operations Center. Personnel should be prepared for a lengthy stay, which will be dependent upon the nature of the disaster and its expected duration.

It is the responsibility of each department head to assign three (3) alternates for each key position. It is also the department head’s responsibility to ensure that all designated alternates have knowledge and training in their EOC assigned job functions. The Disaster Management Area Coordinator (DMAC) will assist in Emergency Operations training. 8 - 106
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2 EOC Operations

2.1 Summary of EOC Operations
The Standard Emergency Management System (SEMS) is state law, and under SEMS regulations, the City falls under Local Government, one of the five SEMS levels.

As Local Government, the City is an intermediate level of the state's emergency services organization that encompasses the city and all political subdivisions. The City manages and coordinates information, resources and priorities within its boundaries, and serves as the coordination and communication link between the Field Level and the Operational Area.

The City as the Local Government level of SEMS is responsible for:
• Establish coordination and communications with Incident Commanders either; • Through department operations centers to the EOC, when activated or, • Directly to the EOC, when activated
• Use existing mutual aid systems for coordinating fire and law enforcement resources.

Note that the City’s role as the local government does not change the coordination of discipline-specific resources, such as fire, law, and medical/health, through their established mutual aid systems.
• Establish coordination and communications between the local government EOC when activated, and any federal, state or local emergency response agency having jurisdiction at an incident within the local government's boundaries. • Use multi-agency or inter-agency coordination to facilitate decisions for overall local government level emergency response activities

2.2 Emergency Operation Center Protocols
An EOC provides a central location of authority and information and allows for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the City EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
• Collecting intelligence from, and disseminating information to, the various EOC representatives, and, as appropriate, to County/Operational Area, State and Federal agencies or if activated Emergency Operation Centers.
• Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations.
• Continuing analysis and evaluation of all data pertaining to emergency operations. • Controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency. • Maintaining contact and coordination with support DOCs and the Operational Area EOC. 8 - 107
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• Providing emergency information and instructions to the public, making official releases to the news media and the scheduling of press conferences, as necessary.

Departments with critical response functions may also activate their Department Operation Centers (DOC) that act as conduits of information between field operations and the EOC.

2.3 Management Organization
The SEMS regulation requires local governments to provide for five functions: management, operations, planning/intelligence, logistics, and finance/administration. These functions, as seen in Table 4: SEMS Functions are the basis for structuring the City EOC organization.

Primary SEMS Function Role of Local Government Level
Management Responsible for overall emergency policy and coordination through joint efforts of governmental agencies and private organizations Operations
Responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the local government’s action plan.

Planning/Intelligence
Responsible for collecting, evaluating, and disseminating information; developing the local government action plan in coordination with other functions; and maintaining documentation.

Logistics Responsible for providing facilities, services, personnel, equipment, and materials.

Finance/Administration
Responsible for financial activities and other administrative aspects, including documenting all costs and expenditures associated with a declared disaster.

Table 4: SEMS Functions
The organizational structure for the City EOC provides for:
• Representatives from the Operational Area
• Mutual Aid Coordinators or their representatives from discipline-specific mutual aid systems
• Coordinators for other major functions needed for mutual aid and inter-jurisdictional coordination
• Representatives from other agencies, community-based organizations, private sector, and volunteer service programs to function as liaison between their organizations and the City EOC
• Other functions as needed to carry out the local government responsibilities of the lead agency

2.4 Resource Management
Resource requests from the field and city departments and requests to the operational area level will be made through one of the following processes:
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• Discipline-specific mutual aid systems: requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator. • All other resource requests will be made through appropriate branches in the Operations Section who will then initiate the resource request through the Logistics Section at each level with emphasis on the need for lateral coordination with other EOC functions.

Resource requests from field and city departments will be coordinated within the City EOC to determine if the resource is available within City supplies. Available resources will be allocated as they are available.

If requests for a specific resource exceed the supply, the available resources will be allocated by the Operations Section consistent with priorities established through the action planning process. The EOC Management Staff is responsible for ensuring that priorities are followed.

Resources not available within the City will be requested through the Operational Area level.

Resource requests should be coordinated internally at the city/local government level before being placed to the Operational Area level.

Functional coordinators in Operations and Logistics are responsible for tracking resource requests.

2.5 EOC Information Management
Within the City EOC, the EOC Forms will be used to provide written communications between the Sections, Branches and Units. Each Section, Branch and Unit will use these forms to order disaster/event related resources and to record information to be transmitted to other Sections/Branches/Units. This system provides an audit trail of all pertinent information necessary to document the actions taken by the City during the response to a disaster, rather than every word uttered between the various EOC Staff.

EOC Forms will not replace face-to-face communications but will ensure a paper trail of critical verbal communication is maintained, if not recorded on the individual’s or Section's/Branches'/Units' duty logs. City EOC Forms and other pertinent documents and templates are located in the Form and Tools section of this plan.

Acting as the Local Government, the City coordinates emergency activities within its boundaries, augmenting, not replacing, any member jurisdiction’s emergency operations. It also serves as the communications link between the field and the Operational Area. It provides a single point of contact for information on the emergency situation, as well as resource needs and priorities.

Transmission of information to the Operational Area Emergency Operations Center will be accomplished electronically via the Operational Area Response and Recovery System (OARRS) is a web-based system that functions as the OA’s primary tool for agencies/jurisdictions and other operational area partners to report their status and needs to the OA.

Critical information from the City to the Operational Area EOC will be submitted via OARRS on a Preliminary Report, Situation Summary, Status Report, and a Flash Report. 8 - 109
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Preliminary Report. The Preliminary Report form will be used by the City to transmit information to the Operational Area Emergency Operations Center during the first two hours after an event.

Situation Summary. The Situation summary is an assessment of the emergency and identifies major incidents/problems and response and recovery priorities. It is intended for use after the first two hours of an event.

Status Report. The Status Report is informational, providing data about the effects of the emergency in several categories. The Status Report and Situation Summary will be transmitted to the State together.

Flash Report. The Flash Report is used to transmit vital and/or time-sensitive information between the State and County/Operational Area outside regularly scheduled Situation Summaries and Status Reports.

Resource requests will be made through one of the following processes:
• Discipline-specific mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from Local Coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the operations and logistics functions at each level.

Resource requests from jurisdictions within the City will be coordinated to determine if the resource is available from other departments or other sources within the City. Mutual Aid Coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations. Mutual Aid Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.

Resource requests to the Operational Area are usually submitted through CALEOC. Available resources will be allocated to the requesting local government. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs of the Operational Area EOC are responsible for ensuring that priorities are followed.

Resources that are not available within the Operational Area will be requested through the regional level, the State's Coastal Region EOC. Resource requests should be coordinated internally at the Operational Area level before being forwarded to the regional level. The Resource Status Unit Leader in the Logistics Section, in coordination with various Operations Branches, is responsible for tracking resource requests.

2.6 EOC Action Planning
The use of action plans in the City EOC ensures a clear and measurable process for identifying objectives and priorities for a given event. Action planning is an important management tool that involves:
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• A process for identifying priorities and objectives for emergency response or recovery efforts
• Plans which document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives
The action planning process should involve the EOC Director and Section Chiefs (which includes the Chiefs of each Section), along with other EOC staff, as needed, such as special districts, and other agency representatives.

The Planning and Intelligence Section is responsible for facilitating the action planning meeting and completing and distributing the action plan. Action plans are developed for a specified operational period, which may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions.

The action plans need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions. Guidelines for developing action plans and an action plan format are contained in the Forms and Tools section.

2.7 EOC Coordination
Inter-agency coordination inside and outside the EOC is important for:
• Establishing overall priorities
• Allocating critical resources
• Development of strategies for handling multi-agency and multi-jurisdictional response problems
• Sharing information
• Facilitating communications
Inter-agency coordination is an integral part of the functioning of a City EOC. The EOC is staffed by representatives from the departments and agencies working together to coordinate the City’s emergency response. Agency representatives from local governments including special districts, community-based organizations, volunteer services programs (VSPs), and private organizations, may also participate with EOC functional elements in coordinating the city response effort. Coordination with agencies not represented in the EOC may be accomplished through telecommunications, satellite, or other electronic means.

2.7.1 Field Responders
City EOC communications and coordination must be established with city field responders who are responding to the emergency. When no Departmental Operations Centers (DOCs) are activated, the Incident Commander(s) operating in the field will report directly to the Operations Section Chief in the City EOC, via the City dispatchers or through other methods that are available.

When City Departments (Public Works for example) have activated their DOCs, the Field Incident Commander will continue to report directly to the Operations Section Chief in the City EOC and provide status reports to their DOC.
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2.7.2 Departmental Operation Centers (DOCs)
The appropriate City EOC Section/Branch/Unit will coordinate with DOCs to obtain information for advance planning, logistical needs, available personnel and equipment resources, and other information as required. The DOCs will assist the City EOC in supporting field operations.

2.7.3 Operation Area
During EOC activation, direct communications and coordination may be established with the Operational Area and any Operational Area member jurisdictions, specifically is emergency incident falls between the City limits and a neighbor jurisdiction. Initially, communications will be established by any means available and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination with the Operation Area EOC and neighboring City EOCs will occur along functional lines.

Whenever feasible, an agency representative from the City should report to the Operational Area EOC, when the City EOC has been activated. The city representatives will ensure that adequate coordination and information exchange arrangements are made with the Operational Area.

2.7.4 Private and Volunteer Agencies
Coordination of response activities with many non-governmental agencies may occur, primarily at the field level. However, the City EOC will establish coordination with private and volunteer agencies that have multi-jurisdictional or city-wide response roles. The agencies that play key roles in the response should have representatives at the City EOC.

Coordination with volunteer and private agencies that do not have representatives in the EOC may be accomplished through telecommunications.

2.7.5 Special Districts and Utilities (Schools, So Cal Gas, SCE and Metro Transit) The emergency response role of special districts is generally focused on their normal services or functional area of responsibility. Ideally, the special district involved in the emergency response will have a representative at the City EOC, serving as the focal point of coordination and work with other local government representatives in the EOC. If a special district is unable to send a representative, then the Liaison Officer in the EOC will be responsible for establishing communications and coordination with the special district.

2.7.6 Region Emergency Operations Center
Direct coordination and communications with the Southern Region Emergency Operations Center (REOC) is essential. There is one primary method and one alternate method for the Operational Area to coordinate with the Regional EOC:
• Primary Method - The REOC sends a field representative to the Operational Area • Alternate Method - The Operational Area and the REOC coordinate through various telecommunications systems
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Coordination and communications between the County EOC and the Region EOC will occur between the five SEMS functions. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators, who are located in the County EOC, and the Region's Mutual Aid Coordinator, who are located in the State's Coastal Region EOC. These coordinators may be functioning from their respective Operational Area and regional EOCs or from other locations depending on the situation and the mutual aid system.

2.7.7 State & Federal Field Response
There are some instances where a state or federal agency will be part of a field response in the county. State agency field response may result of a flood fight effort, oil spill, hazardous materials accident or other hazard scenarios. Federal field response could result from the same scenarios or a military aircraft accident, where the federal military authorities are the Incident Commander.

When a state agency or federal agency is involved in field operations, coordination will be established with the City EOC. State or federal agencies operating in the field may be found in any ICS section, branch, or unit; or part of a Unified Command. The incident will determine their location.
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Emergency Operations Center Phone Numbers
Management
(626) 441-0384
Operations
FIRE (626) 441-0946
LAW (626) 441-2013
PW (626) 441-1783
Planning & Intelligence
(626) 441-1783
Logistics
(626) 403-7310
Finance
(626) 441-1468
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3 EOC Position JobAids
The following pages contain functional descriptions and jobaids for each position in the City EOC. Figure 4: EOC Organization Chart below, provides an overview of the City’s EOC organization.

Emergency Operations Center Diagram
P&I
OPS
LOGS
MGMT
FIN
TV Whiteboard
City
Map
Whiteboard
Phone (626) 403-7310
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Figure 4: EOC Organization Chart
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3.1 Management Section
Figure 5: EOC Management Section
This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Management Section of the City EOC. Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Management Section is responsible for overall emergency policy and coordination.

Section Responsibilities Include:
• Overall management and coordination of emergency response and recovery operations • Oversee and manage all Sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local government, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Prepare and disseminate emergency public information, other essential information and data about impacts and damage
Figure 5: EOC Management Section, above, shows all of the positions that are part of the EOC Management Section.
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JobAid: EOC Director

POSITION

OVERVIEW

• Overall responsibility and authority for the operation of the EOC. • Will assure EOC is staffed and operated at a level commensurate with the emergency.

REPORT

TO CITY COUNCIL or DESIGNEE

TO ME GENERAL STAFF
• Operations Section
Chief/Coordinator
• Planning/Intelligence Chief
Section Coordinator
• Logistics Section
Chief/Coordinator
• Finance/Administration Section
Chief/ Coordinator

MANAGEMENT STAFF
• EOC Coordinator
• Public Information Officer
• Liaison Officer/Agency
Representative
• Safety Officer
• Legal Officer
• Private Sector Coordinator
PLANS
& REPORTS

• POSITION JOBAID
• ALL ICS FORMS (IF USING)
• EOC-225 FOR PD

CREDENTIALING
• PROCLAMATION

RESOLUTION
GUIDE
• PLANNING “P”
• RECOVERY PLAN/PROJECT

MANAGEMENT

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:

EOC-225 to CALOES | [email protected]

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Establish appropriate EOC staffing level
• Continuously monitor organizational effectiveness and make appropriate changes
Exercise overall management responsibility for the coordination between emergency response agencies in the jurisdiction.
• Alongside General Staff, set jurisdictional priorities for response. • Ensure all department/agency actions support established EOC priorities.

Ensure that inter-agency coordination is accomplished effectively.

ACTIVATION
Determine appropriate level of activation based on known situation Mobilize/Recall appropriate personnel to the EOC for initial activation.

Respond immediately to EOC site and determine operational status. • Obtain briefing from available sources.
• Ensure that EOC is properly set up and ready for operations. • Ensure that EOC check-in procedure is established
(FORM | EOC-211, FORM | EOC-205A)
Ensure that EOC organization and staffing chart is posted and completed (FORM | EOC-207)
Determine needed EOC sections, assign Section Chief/Coordinators and ensure sections are adequately staffed.

Operations Section Chief/Coordinator
Logistics Section Chief/Coordinator
Planning/Intelligence Section Chief/Coordinator
Finance/Administration Section Chief/Coordinator
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Determine needed Management Staff positions and ensure they are filled as soon as possible.

EOC Coordinator
Public Information Officer
Rumor Control Coordinator
Liaison Officer
Agency Representative
Safety Officer
Ensure telephone and/or radio communications with other EOCs/DOCs is established and functioning.

Schedule the initial EOC Action Planning Meeting
(FORM | EOC-230)
Alongside General Staff, determine what representation is needed at the EOC from other emergency response agencies.

Assign a liaison officer to coordinate outside agency response to the EOC, and if needed, assist in establishing an Inter-Agency Coordination Group.

RESPONSE
Monitor general staff activities to ensure appropriate actions are being taken.

Alongside Public Information Officer, conduct news conferences and review media releases for final approval. Follow established procedure for public information.
(FORM | PRESS RELEASE)
Ensure Liaison Officer is providing and maintaining effective inter-agency coordination.

Based on status reports, establish initial strategic objectives for the EOC.

Alongside Management Staff, prepare EOC objectives for the initial Action Planning Meeting.
(FORM | EOC-202)
(GUIDE | PLANNING “P” GUIDE)
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Convene Initial Action Planning meeting.
• Ensure that all Section Chief/Coordinators, Management Staff, and key agency representatives are in attendance.
• Ensure appropriate Action Planning procedures are followed. (GUIDE | PLANNING “P” GUIDE)
• Ensure meeting is facilitated appropriately by the
Planning/Intelligence Section,
and consensus among EOC Coordinator, PIO, and Section
Chiefs/Coordinators on objectives for forthcoming operational period.

Assess the situation, define problems, set priorities, and establish strategic and SMART objectives for the
response/recovery period
Determine the Operational Period time frame (i.e., 6-, 8- or 12-hour shifts)
Review and identify the need for additional staffing and/or other resources
When Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its distribution and implementation. (FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 PLAN | EOC ACTION PLAN)
Conduct periodic briefings with general staff to ensure strategic objectives are current and appropriate.

Conduct periodic briefings for elected officials or their representatives. (FORM | EOC-209 REPORT | SITUATION STATUS)
If appropriate, issue an Emergency Proclamation, and coordinate local government proclamations with other emergency response agencies. (FORM | PROCLAMATION RESOLUTION)

SHIFT CHANGE/TRANSFER OF DUTIES
• Provide turnover briefing to position replacement.

• Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period. (FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)

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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure next shift’s staff are accounted for
Ensure the safety and well-being of staff being dismissed for the operational period

Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out
(FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Authorize demobilization of sections, branches and units when they are no longer required informally or via a plan.
(PLAN | DEMOBILIZATION PLAN)
Notify higher level EOCs and other appropriate organizations of planned demobilization, as appropriate.

Ensure that open actions not completed will be handled after demobilization.

Ensure that all required forms or reports are completed prior to demobilization.

Prepare to provide input to the after-action report.

Proclaim termination of the emergency response and proceed with recovery operations.

TERMINATION
Alongside Public Information Officer, make emergency termination notifications to City Council, Response Partners, Community and OP Area. 8 - 125
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provides a final emergency briefing of the event to EOC personnel to include:

Date/time of termination.

Requests all documentation developed during the event
response.

Instructions for support of recovery operations or assembly of the final report.

Time and date of formal debrief to identify issues, lessons learned, and corrective actions.

Instructions for resumption of normal operations.

Determine if a formal Recovery Plan is required based on a review of the technical criteria by:

Length and resources required for investigating and fact-finding activities.

Assessment of property damage efforts require substantial and prolonged coordination and communications with off-site governments, agencies, and/or response organizations.

Number of personal injuries or illnesses requiring protracted follow-up treatment, analysis, and public information.
• Supervise the transition of the EOC from response to recovery operations, as necessary.
• Appoint a recovery manager; the recovery manager will establish a recovery organization and recovery plan.
(GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
• Proclaim EOC Deactivate.
• Approve deactivation of other emergency facilities that were opened because of the emergency.

Assists with recovery objectives, as requested for Recovery Plan. (GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
Turn over command to Recovery Manager.

Schedule Incident Debriefing.
• Assists with the development of a Final AAR.
• Approved final AAR
(REPORT | LOCAL GOVERNMENT AFTER ACTION

REPORT)
Turns in completed job aids, forms, and notes to Documentation Unit. 8 - 126
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name: Forwarding
Phone #: _______________________
Date: Time: ______________am / pm
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JobAid: EOC Coordinator

POSITION

OVERVIEW

• The EOC Coordinator assists and serves as an advisor to the Emergency Director and General Staff as needed
• Oversees the overall functioning of the emergency operations center

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

• ALL PLANS
• ALL REPORTS
FORMS
& GUIDES

FORMS
• ALL
• POSITION JOBAID
• EOC-225 FOR PD CREDENTIALING
GUIDES
• ALL

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Facilitate the overall functioning of the EOC.
• Assist and serve as an advisor to the EOC Director and General Staff as needed.
• Provide information and guidance related to the internal functions of the EOC.
• Ensure compliance with operational area emergency plans and procedures.

Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/visitor tours of the EOC.
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ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Assist the EOC Director in determining appropriate staffing for the EOC. (FORM | EOC-207)
Provide assistance and information regarding section staffing to all general staff.

RESPONSE
Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan. (FORM | EOC-202)
(GUIDE | PLANNING “P” GUIDE)

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements.
(FORM | PROCLAMATION RESOLUTION)
(GUIDE | LEGAL AUTHORITIES)
Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan.
(PLAN | EOC ACTION PLAN)
(GUIDE | PLANNING “P” GUIDE)
Provide overall procedural guidance to General Staff as required.

Provide general advice and guidance to the EOC Director as required. 8 - 130
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Ensure that all appropriate notifications are made to same and one level higher EOCs.

Ensure that all communications with appropriate emergency response agencies is established and maintained.

Assist the EOC Director in preparing for and conducting briefings with Management Staff, the agency or jurisdiction policy groups, the media, and the public.
(REPORT | EOC-209) or (REPORT | SITUATION STATUS)
(FORM | PRESS RELEASE)
Assist the Liaison Officer with coordination of all EOC visits.

Aid with shift change activity as required.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 131
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name: Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Legal Officer

POSITION

OVERVIEW
• Provides legal counsel to the Emergency Services Director / EOC Director and all City / Agency Staff in legal matters pertaining to emergency response and recovery.
• Assists in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s / Agency’s legal records and reports.

REPORT TO EOC DIRECTOR
PLANS
& REPORTS SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE FOR DEVELOPMENT.

FORMS &
GUIDE
FORM
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• PROCLAMATION RESOLUTION
GUIDE
• LEGAL AUTHORITIES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Advises the Multi-Agency Coordination/Policy Group and/or EOC Director, and the Management and General Staff, as needed, on the legality and/or legal implications of contemplated emergency actions and policies (Reference the California Emergency Services Act, Stafford Act, etc., as necessary).

Establishes areas of legal responsibility and/or potential liabilities.

As needed, prepares documents relative to evacuations, curfews, and demolition of hazardous structures or conditions.

Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources.

Receive situation, section and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Obtain assistance for position through the Personnel Unit in Logistics, as required.

RESPONSE
Assist as necessary with Emergency Proclamation Resolution Process and Forms.
(FORM | PROCLAMATION RESOLUTION)
Provide technical knowledge of jurisdictional authorities. (GUIDE | LEGAL AUTHORITIES)
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources.

Prepares documents relative to evacuations, curfews, and demolition of hazardous structures or conditions.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
• Release agency representatives that are no longer required in the EOC when authorized by the EOC Director.
• Ensure that you collect any documentation from them that would be relevant for after-action report.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 136
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Liaison Officer

POSITION

OVERVIEW

• Responsible for serving as the point of contact to all internal and external individuals, organizations, agencies and customers
• Oversee all special events, dignitary visits and field liaison positions

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE FOR

DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Oversee all liaison activities, including coordinating outside agency representatives assigned to the EOC.
• Handle requests from other EOCs for EOC agency representatives.

Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.

Ensuring that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan is provided to Agency Representatives upon check-in.

In conjunction with the EOC Coordinator, provide orientations for VIPs and other visitors to the EOC.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensuring that demobilization is accomplished when directed by the EOC Director.

Receive situation, section and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Obtain assistance for position through the Personnel Unit in Logistics, as required.

RESPONSE
Contact Agency Representatives already on-site, ensuring that they:

Have signed into the EOC
Understand their role in the EOC
Know their work locations
Understand the EOC organization and floor plan.

Determine if additional representation is required from:

Community based organizations
Private organizations
Utilities not already represented
Other agencies
Alongside EOC Director and EOC Coordinator, establish and maintain Interagency Coordination Group made up of outside agency representatives and executives not assigned to specific sections within the EOC.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Assist the EOC Director and EOC Coordinator in conducting regular briefings for the Inter-Agency Coordination Group.
• Assist with distribution of the current EOC Action Plan and Situation Report.
(PLAN | EOC ACTION PLAN)
(FORM | EOC-209) or (REPORT | SITUATION STATUS)
Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly.

With the approval of the EOC Director, provide agency representatives from the EOC to other EOCs as required and requested.
• Maintain active roster of agency representatives located at the EOC • Roster should be distributed internally on a regular basis. o (FORM | EOC-211 JUST FOR AGENCY REPRESENTATIVES)
o (FORM | EOC-205A JUST FOR AGENCY

REPRESENTATIVES)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

TERMINATION
Provide Public Information officer with agency roster for final termination notification
(FORM | EOC-211 JUST FOR AGENCY REPRESENTATIVES)

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
8 - 141
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Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 142
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PAGE IS INTENTIONALLY BLANK
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JobAid: Public Information Officer

POSITION

OVERVIEW

Responsible for providing news and information on the emergency/disaster to the media, the public, all departments and required agencies.

REPORT TO EOC DIRECTOR
PLANS
& REPORTS

PRESS RELEASES | DEVELOPS
FORMS
& GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• MEDIA CALL
• PUBLIC CALL
• DISASTER ASSISTANCE DIRECTORY
• PRESS RELEASE
• MEDIA BRIEFING SCHEDULE
• EOC-225 FOR PD CREDENTIALING
GUIDE
• MEDIA CENTER/JOINT INFORMATION CENTER
• EMERGECY ALERT SYSTEM NOTIFICATION

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Serve as the central coordination point for the agency or jurisdiction for all media releases.

Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.

Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies as required.

Develop the format for press conferences, in conjunction with the EOC Director.

Maintaining a positive relationship with the media representatives.

Supervising the Public Information Branch.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Determine staffing requirements and make required personnel assignments for the Public Information function to the Personnel Unit in Logistics, as required.

RESPONSE
Obtain policy guidance from the EOC Director regarding press releases. 8 - 145
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. • Recommend procedures or measures to improve media relations.

Coordinate with the Situation Analysis Unit and identify the method for obtaining and verifying significant information as it is developed.

Develop and publish a media-briefing schedule, to include location, format, and preparation and distribution of handout materials. (FORM | MEDIA BRIEFING SCHEDULE)
Implement and maintain an overall information release program.

Establish a Media or Joint Information Center, as required, providing necessary space, materials, telephones, and electrical power. (GUIDE | MEDIA CENTER/JOINT INFORMATION CENTER)
• Maintain up-to-date status boards and other references at the Media or Joint Information Center.
• Provide adequate staff to answer questions from members of the media.

Interact with other EOC PIOs and obtain information relative to public information operations.

Develop content for state Emergency Alert System (EAS) releases if available. Monitor EAS releases as necessary.
(GUIDE | EMERGENCY ALERT SYSTEM NOTIFICATIONS)
In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public.
• At the request of the EOC Director, prepare media briefings and press releases for members of the agencies or jurisdiction policy groups. • Provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
(FORM | PRESS RELEASE)
Ensure that a rumor control function is established to correct false or erroneous information.

Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the affected areas.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide appropriate staffing and telephones to efficiently handle incoming media and public calls.
(FORM | MEDIA CALL)
(FORM | PUBLIC CALL)
Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.
(FORM | DISASTER ASSISTANCE DIRECTORY)
Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.).

Monitor broadcast media, using information to develop follow-up press releases and rumor control.
(FORM | PRESS RELEASE)
Ensure that file copies are maintained of all information released.

Provide copies of all press releases to the EOC Director for approval. (FORM | USE CURRENT PRESS RELEASES)
Prepare final press releases and advise media representatives of pointsof-contact for follow-up stories.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
8 - 147
EMERGENCY OPERATIONS PLAN, PART 2
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Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

TERMINATION
Alongside EOC Director and Liaison Officer, make emergency termination notifications to City Council, Response Partners, Community and OP Area. 8 - 148
EMERGENCY OPERATIONS PLAN, PART 2
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Safety Officer

POSITION

OVERVIEW
• Responsible for identifying and mitigating safety hazards and situations of potential City / Agency liability during EOC operations. • Ensuring that all facilities used in support of EOC operations have safe operating conditions (building, parking lots, etc.)

REPORT TO

EOC DIRECTOR
PLANS
& REPORTS
EOC ACTION PLAN | PROVIDES INPUT
ADVANCE PLANS + REPORTS (DEMO, RECOVERY ETC.) |

PROVIDES INPUT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-208 SAFETY MESSAGE
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 150
EMERGENCY OPERATIONS PLAN, PART 2
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition.

Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions.

Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken.

Receive situation, section and position briefing from available/appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
• Tour the entire EOC facility and evaluate conditions. • Advise the EOC Director of any conditions and actions that might result in liability, (unsafe layout or equipment set-up, etc.) Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits. (FORM | EOC-215a)
Be familiar with particularly hazardous conditions in the facility; act when necessary.

Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings.
(FORM | EOC-208)
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
If the event that caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.

Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water quality, etc.

Keep the EOC Director advised of unsafe conditions; act when necessary.

Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 152
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 62

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 153
EMERGENCY OPERATIONS PLAN, PART 2
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3.2 Operations Section
Figure 6: EOC Operations Section
8 - 154
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This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Operations Section of the City EOC. Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Operations Section is primarily responsible for managing the operations of various response elements involved in the disaster/emergency Section Responsibilities Include:
• Fire: Fire/Rescue, Hazardous Materials, Emergency Medical Services, Environmental Preservation
• Law: Coroner, Law Enforcement, Investigations, Security • Care & Shelter: Care and Shelter
• Public Works: Street, Traffic, Utilities, Solid Waste, Wastewater, Parking, Facility and Vehicle Maintenance
• Construction & Engineering: Building Safety, Building Damage, and Safe Access Figure 6: EOC Operations Section, above, shows all the positions that are part of the EOC Operations Section.
8 - 155
EMERGENCY OPERATIONS PLAN, PART 2
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JobAid: Operations Chief/Coordinator

POSITION

OVERVIEW

Responsible for the management and coordination of all EOC related operational functions. The Operations Section Coordinator will ensure, based on the emergency, that all necessary operational functions have been activated and are appropriately staffed
REPORT TO MANAGEMENT | EOC DIRECTOR

TO ME STAFF
• Fire Branch
• Law Branch
• Medical/Health Branch
• Care & Shelter Branch
• Construction & Engineering
Branch
• Debris Management Unit
• Public Works Unit
• Utilities Unit
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &

REPORTS

FORMS
• POSITION JOBAID
• RESOURCE REQUEST
• EOC-205A

COMMUNICATION LIST
• EOC-209 INCIDENT STATUS

SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE

REQUEST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE

PLANNING WORKSHEET
• EOC-225 FOR PD

CREDENTIALING
REPORT
• AGRICULTURAL STATUS
• ENERGY STATUS
• FIREFIGHTING STATUS
• HAZMAT STATUS
• MASS CARE STATUS
• PUBLIC SAFETY STATUS
• PUBLIC WORKS STATUS
• SEARCH & RESCUE STATUS
• TRANSPORTATION STATUS
• UTILITY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 156
EMERGENCY OPERATIONS PLAN, PART 2
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that the Operations Function is carried out including coordination of activities for all operational functions assigned to the EOC.

Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.

Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly.

Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.
(FORM | EOC-215)
Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports.

Conduct periodic Operations briefings for the EOC Director as required or requested.

Supervise the Operations Section.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)
Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.

Meet with Planning/Intelligence Section Coordinator; obtain a preliminary situation briefing.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate positions/branch within the section as needed:

Fire Branch
Law Branch
Medical/Health Branch
Care & Shelter Branch
Construction & Engineering Branch
Damage/Safety Assessment
Debris Management Unit
Public Works Unit
Utilities Unit
Determine if there are mutual aid requests for these functional areas.

Initiate coordination with appropriate mutual aid systems as required.

Request additional personnel for the section as necessary for 24-hour operation.
• Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics.
• Ensure that there is adequate equipment and radio frequencies available as necessary for the section.

Determine estimated times of arrival of section staff from the Personnel Branch in Logistics.

Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations.

Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section.

Coordinate with the Planning/Intelligence Section Coordinator to determine the need for any Technical Specialists.

Establish radio or phone communications with Department Operations Centers (DOCs), and/or with Incident Commander(s) as directed and coordinate accordingly.

Determine activation status of other EOCs in the Operational Area or adjacent areas and establish communication links with their Operations Sections if necessary.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation known or forecasted, determine likely future needs of the Operations Section.

Identify key issues currently affecting the Operations Section; meet with section personnel and determine appropriate section objectives for the first operational period.

Review responsibilities of branches in section; develop an Operations Plan detailing strategy for carrying out Operations objectives.

Adopt a pro-active attitude. Think ahead and anticipate situations and problems before they occur.

RESPONSE
Ensure Operations Section position logs and other necessary files are maintained.

Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports. (FORM | EOC-209 OR OPTIONS BELOW)
(REPORT | AGRICULTURAL STATUS)
(REPORT | COMMUNICATION STATUS)
(REPORT | ENERGY STATUS)
(REPORT | FIREFIGHTING STATUS)
(REPORT | HAZMAT STATUS)
(REPORT | MASS CARE STATUS)
(REPORT | PUBLIC SAFETY STATUS)
(REPORT | PUBLIC WORKS STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | TRANSPORTATION STATUS)
(REPORT | UTILITY STATUS)
Ensure that all media contacts are referred to the Public Information Officer.

Conduct periodic briefings and work to reach consensus among staff on objectives and work assignments for forthcoming operational periods. (FORM | EOC-215)
Attend and participate in EOC Director's Action Planning meetings.

Provide the Planning/Intelligence Section Coordinator with the Operations Section's objectives prior to each Action Planning meeting. 8 - 159
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 69

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed.

Ensure that the branches coordinate all resource needs through the Logistics Section.
(FORM | RESOURCE REQUEST EOC-213)
Ensure that intelligence information from Branch Coordinators is made available to the Planning/ Intelligence Section in a timely manner.

Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of emergency expenditures and daily time sheets).

Brief the EOC Director on all major incidents.

Complete a Major Incident Report for all major incidents; forward a copy to the Planning/ Intelligence Section.

Brief Branch Coordinators periodically on any updated information you may have received.

Share status information with other sections as appropriate.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
8 - 160
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 70

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 161
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 71

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 162
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 72

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8 - 163
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 73
JobAid: Fire Branch

POSITION

OVERVIEW

Responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident.

REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &

REPORTS

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• FIRE DEPLOYED RESOURCES

REPORTS
• FIREFIGHTING STATUS
• SEARCH & RESCUE STATUS
• HAZMAT STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 164
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 74

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate fire, emergency medical, hazardous materials, and urban search and rescue operations in the jurisdictional area.

Assist Fire & Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary.

Coordinate the mobilization and transportation of all resources through the Logistics Section.

Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintains status of unassigned fire & rescue resources.

Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities.

Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch.

Supervise the Fire & Rescue Branch.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Fire & Rescue Branch:
• Fire & Rescue Unit
• Emergency Medical Unit
• HazMat Unit
8 - 165
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 75

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire & Rescue Mutual Aid Coordinator. (FORM | FIRE DEPLOYED RESOURCES)
Prepare and submit a preliminary status report and major incident reports as appropriate to the Operations Section Coordinator. (REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
Prepare objectives for the Fire & Rescue Branch; provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

RESPONSE
Ensure that Branch and Unit position logs and other necessary files are maintained.

Obtain and maintain current status on Fire & Rescue missions being conducted in the jurisdictional area.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Fire & Rescue Branch operations periodically or as requested during the operational period. (FORM | EOC-209) OR
(REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
On a regular basis, complete and maintain the Fire & Rescue Status Report.

Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).

Prepare objectives for the Fire & Rescue Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.

Provide your relief with a briefing at shift change; inform him/her of all on going activities, branch objectives for the next operational period, and any other pertinent information.
8 - 166
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 76

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 167
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 77

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 168
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 78

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8 - 169
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 79
JobAid: Law Branch

POSITION

OVERVIEW

Responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident
REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• PUBLIS SAFETY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 170
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 80

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate movement and evacuation operations during an emergency.

Alert and notify the public of the impending or existing emergency.

Coordinate law enforcement, search and rescue, and traffic control operations during the emergency.

Coordinate site security at incidents.

Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities.

Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC.

Supervise the Law Enforcement Branch.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Law Enforcement Branch:
• Law Enforcement Operations Unit
• Coroner/Fatalities Management Unit
• Search and Rescue Unit
8 - 171
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 81

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested.

Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch and provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

RESPONSE
Ensure that Branch and Unit position logs and other necessary files are maintained.

Maintain status on Law Enforcement missions being conducted.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period. (REPORT | PUBLIC SAFETY STATUS)
On a regular basis, complete and maintain the Law Enforcement Status Report.

Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).

Prepare objectives for the Law Enforcement Branch for the subsequent Operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning Meeting.

Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit. 8 - 172
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 82

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 173
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 83

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 174
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 84

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8 - 175
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 85
JobAid: Medical/Health Branch

POSITION

OVERVIEW

Provides oversight and management for Medical Health Branch activities.

REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 176
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 86

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Medical/Health operations are coordinated by the Medical/Health Branch in the Operations Section.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Manages and supervises the Medical/Health Branch.

Continuously monitors the organizational effectiveness and modifies as necessary.

Ensures coordination of hospitals, health units, continuing care, mental health, and environmental health within the jurisdiction.

Ensures all Medical/Health Branch resources are tracked and accounted for in cooperation with the Planning Section Resource Unit, as well as resources ordered through Mutual Aid.

Ensures the Medical/Health Branch function is carried out Meets regularly with Medical/Health Branch staff and works to reach consensus on Operations Section objectives for forthcoming operational periods and ensures they are carried out effectively as per the EOC Action Plan.
8 - 177
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 87

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activates and directs appropriate Groups or Units within the Branch. Designates Group Supervisors or Unit Leaders as necessary.

Examples:
• Environmental Management Group Supervisor/Unit Leader • Emergency Medical Services Group Supervisor/Unit Leader • Healthcare Facilities Group Supervisor/Unit Leader
• Public Health Group Supervisor/Unit Leader
• Mental Health Group Supervisor/Unit Leader
• Medical/Health DOC Director (if DOC activated)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 178
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 88

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 179
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 89
JobAid: Care & Shelter Branch

POSITION

OVERVIEW

Responsible for opening and operating evacuation centers and mass care facilities in the City until, and if, the American Red Cross assumes responsibility; coordinating efforts with the American Red Cross and other volunteer agencies; and supporting the Personnel Unit in the care and sheltering of employees and their families
REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• MASS CARE STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 180
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 90

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate directly with the American Red Cross and other volunteer agencies to provide food, potable water, clothing, shelter and other basic needs as required to disaster victims.

Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from relatives or friends.

Assist the American Red Cross with the transition from mass care to separate family/individual housing.

Supervise the Care & Shelter Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files. • Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross.
• Work with the Agency Representative to coordinate all shelter and congregate care activity.

Establish communications with other volunteer agencies to provide clothing and other basic life sustaining needs.

Ensure that each activated shelter meets the requirements as described under the Americans With Disabilities Act.
8 - 181
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 91

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Assist the American Red Cross in staffing and managing the shelters to the extent possible.

In coordination with the American Red Cross, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends.

Assist the American Red Cross with the transition from operating shelters for displaced persons to separate family/individual housing.

Complete and maintain the Care and Shelter Status Report Form. (REPORT | MASS CARE STATUS)
Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached. 8 - 182
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 92

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report. 8 - 183
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 93

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 184
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 94

PAGE IS INTENTIONALLY BLANK
8 - 185
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 95
JobAid: Construction & Engineering Branch

POSITION

OVERVIEW
Supports emergency response operations under the Operations Section and provides guidance for initial size-up, rapid needs, and preliminary disaster safety reports on the areas affected, damaged, and destroyed during an emergency event
REPORT TO OPERATIONS | CHIEF/COORDINATOR
TO ME • Damage/Safety Assessment Unit
• Debris Management Unit
• Public Works Unit
• Utilities Unit
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &

REPORTS
FORMS
• POSITION JOBAID
• EOC-205A

COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD

CREDENTIALING
• WINDSHIELD SURVEY
• INITIAL DAMAGE ESTIMATE

REPORTS
• PUBLIC WORKS &

ENGINEERING STATUS
• ENERGY STATUS
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 186
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 96

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in the restoration of disrupted services.

Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities.

Survey all other infrastructure systems, such as streets and roads within the jurisdictional area.

Assist other sections, branches, and units as needed.

Supervise the Construction/Engineering Branch.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)
Based on the situation, activate the necessary Units within the Construction & Engineering Branch:
• Utilities Unit
• Public Works Unit
• Damage/Safety Assessment Unit
Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources as necessary.

Provide an initial situation report to the Operations Section Coordinator. (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
8 - 187
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 97

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Based on the initial EOC strategic objectives, prepare objectives for the Construction/ Engineering Branch.
• Provide them to the Operations Section Coordinator prior to the first Action Planning meeting.

RESPONSE
Ensure that Branch and Unit position logs and other necessary files are maintained.

Maintain current status on all construction/engineering activities being conducted.

Ensure that damage and safety assessments are being carried out for both public and private facilities.
(FORM | WINDSHIELD SURVEY)
Request mutual aid as required through the Operational Area Public Works Mutual Aid Coordinator.

Determine and document the status of transportation routes into and within affected areas.

Coordinate debris removal services as required.

Provide the Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Construction/Engineering Branch activities periodically during the operational period or as requested. (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained. (REPORT | PUBLIC WORKS & ENGINEERING STATUS)
(REPORT | ENERGY STATUS)
(FORM | INITIAL DAMAGE ESTIMATE)
Refer all contacts with the media to the Public Information Branch.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).
• Prepare objectives for the Construction/Engineering Branch for the subsequent operations period.
• Provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.
8 - 188
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 98

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 189
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 99

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 190
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 100

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8 - 191
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 101
JobAid: Damage & Safety Assessment Unit

POSITION

OVERVIEW

Provides communication with the field level and/or coordinates the Initial Damage Estimate (IDEs); coordinates with public and private sector representatives to identify damages
REPORT

TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• INITIAL DAMAGE ESTIMATE
• WINDSHIELD SURVEY

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 192
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 102

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Collect initial damage/safety assessment information from other branches/units within the Operations Section.

If the emergency is storm, flood, or earthquake related, ensure that inspection teams have been dispatched to assess the condition of the dam.

Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates.

Maintain detailed records on damaged areas and structures.

Initiate requests for Engineers, to inspect structures and/or facilities.

Supervise the Damage/Safety Assessment Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Obtain initial damage/safety assessment information from Fire & Rescue Branch, Law Enforcement Branch, Utilities Unit and other branches/units as necessary.

Coordinate with the American Red Cross, utility service providers, and other sources for additional damage/safety assessment information. 8 - 193
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 103

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Prepare detailed damage/safety assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section.
(FORM | INITIAL DAMAGE ESTIMATE)
(FORM | WIND SHIELD SURVEY)
Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines.

Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.

Initiate all requests for engineers and building inspectors through the Operational Area EOC.

Keep the Construction/Engineering Branch Coordinator informed of the inspection and engineering assessment status.

Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 195
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 105

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 196
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 106

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8 - 197
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 107
JobAid: Debris Management Unit

POSITION

OVERVIEW
Responsible for debris management and removal.

REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 198
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 108

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Develops and coordinates a response plan for debris management and removal.

Identifies and coordinates debris management and removal criteria to facilitate the FEMA eligibility.

Coordinates procurement and contracts with Logistics and Finance and Administration.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Implementing jurisdiction-specific Debris Management Plan.

Keep the section informed on the status of debris management.

Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
8 - 199
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 109

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 200
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 110

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 201
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 111
JobAid: Public Works Unit

POSITION

OVERVIEW
Evaluates and assesses the safety and condition of roadways, bridges, and other public works infrastructure.

REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT

FORMS &

REPORTS
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• PUBLIC WORKS STATUS
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 202
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 112

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Assist other Operation Section Branches by providing construction equipment and operators as necessary.

Provide heavy equipment assistance to the Damage/Safety Assessment Unit as required.

Provide emergency construction and repair to damaged roadways. Assist with the repair of utility systems as required.

Providing flood-fighting assistance, such as sandbagging, rerouting waterways away from populated areas, and river, creek, or streambed debris clearance.

Supervise the Public Works Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Ensure that appropriate staff are available to assist other emergency responders with the operation of heavy equipment, in coordination with the Logistics Section.

Ensure that engineering staff are available to assist the Damage/Safety Assessment Unit in inspecting damaged structures and facilities. 8 - 203
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 113

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
As requested, direct staff to provide flood fighting assistance, clear debris from roadways and water ways, assist with utility restoration, and build temporary emergency structures as required.

Work closely with the Logistics Section to provide support and materiel as required.

Keep the Construction/Engineering Branch Coordinator informed of unit status.
(REPORT | PUBLIC WORKS STATUS)
Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 204
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 114

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 205
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 115
JobAid: Utilities Unit

POSITION

OVERVIEW

Coordinates with public and private utilities, including electric, gas, water, waste, and telephone to receive an assessment of the systems, and coordinates with utility companies to develop a restoration plan REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• UTILITY STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 206
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 116

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Assess the status of utilities, provide Utility Status Reports as required.

Coordinate restoration of damaged utilities with utility representatives in the EOC if present, or directly with Utility companies.

Supervise the Utilities Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over jobaid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Establish and maintain communications with the utility providers.

Determine the extent of damage to utility systems.

Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to respond to the EOC.

Ensure that all information on system outages is consolidated and provided to the Situation Analysis Unit in the Planning/Intelligence Section.

Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
8 - 207
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 117

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Keep the Health & Welfare Branch Coordinator informed of any damage to sewer and sanitation systems, as well as possible water contamination problems.

Keep the Construction/Engineering Branch Coordinator informed of the restoration status.

Complete and maintain the Utilities Status Report.
(REPORT | UTILITY STATUS)
Refer all contacts with the media to the Public Information Officer.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 208
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 118

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 209
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 119

3.3 Planning & Intelligence Section
Figure 7: EOC Planning & Intelligence Section
8 - 210
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 120
This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Planning & Intelligence Section of the City EOC.

Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Planning & Intelligence Section is primarily responsible for compiling, assembling, and reporting all safety/damage assessment information Section Responsibilities Include:
• Collect, evaluate, analyze, display, and disseminate incident information and status of all assigned and available resources
• Functions as the primary support for decision-making to the overall emergency organization
• Provides anticipatory appraisals and develops plans necessary to cope with changing events
Figure 7: EOC Planning & Intelligence Section, above, shows all the positions that are part of the EOC Planning & Intelligence Section.
8 - 211
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 121
JobAid: Planning & Intelligence Chief/Coordinator

POSITION

OVERVIEW
Responsible for managing the collection, documentation, evaluation, forecasting, dissemination and use of information about the development of the incident and status of resources
REPORT TO MANAGEMENT | EOC DIRECTOR

TO ME STAFF
• Situation Analysis Unit
• Documentation Unit
• Advanced Planning Unit
• Resource Status/Tracking Unit
• Demobilization Unit
Technical Specialist
• AFN Specialist
• GIS Specialist
• Social Media Specialist

PLANS &

REPORTS
EOC ACTION PLAN | OVERSEE DEVELOPMENT
ADVANCE PLANS | OVERSEE DEVELOPMENT
OPERATION SECTION REPORTS | OVERSEES COMPLITATION &

DISTRIBUTION
LOCAL GOVERNMENT AFTER ACTION REPORT | SUPPORTS

DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-201 INCIDENT BRIEFING
• EOC-202 INCIDENT

OBJECTIVES
• EOC-205A

COMMUNICATION LIST
• EOC-207 ORGANIZATION
CHART
• EOC-209 INCIDENT STATUS

SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE

PLANNING WORKSHEET
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD

CREDENTIALING
• EOC-230 DAILY MEETING

SCHEDULE
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 212
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 122

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Establish the appropriate level of staffing and organization for the Section.

Exercise overall responsibility for the coordination of unit activities within the section.

Supervise the Planning/Intelligence Section.

Ensure that the following responsibilities of the Section are addressed as required:
• Collect, analyze, and display situation information
• Prepare periodic Situation Report
• Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting
• Conducting Advance Planning activities and report
• Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities In coordination with the other Section Coordinators, ensure that Status Reports are completed and utilized as a basis for Situation Analysis Reports, and the EOC Action Plan.

Keep the EOC Director informed of significant issues affecting the P&I Section

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
8 - 213
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 123

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.

Based on the situation, activate positions/unit within the section as needed:

Situation Analysis Unit
Documentation Unit
Advanced Planning Unit
Action Planning Unit
Resource Status/Tracking Unit
Demobilization Unit
Technical Specialists
AFN Specialist
GIS Specialist
Social Media Specialist
Request additional personnel for the section as necessary to maintain a 24-hour operation.
• Establish contact with the Operational Area EOC when activated. • Coordinate Situation Analysis Reports with their Planning/Intelligence Section.
o (FORM | EOC-209 REPORT | SITUATION STATUS)
Meet with Operations Section Coordinator; obtain and review any major incident reports.
(REPORT |OPS ________ STATUS REPORT)
Review responsibilities of units in the section; develop plans for carrying out all responsibilities.
• Make a list of key issues to be addressed by Planning/Intelligence, in consultation with section staff.
• Identify objectives to be accomplished during the initial Operational Period.
o (FORM | EOC-202)
Keep the EOC Director informed of significant events.

Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
8 - 214
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 124

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

RESPONSE
Ensure that Planning/Intelligence Section position logs and other necessary files are maintained.

Ensure that The Situation Analysis Unit is maintaining current information for the situation analysis report.

Ensure that major incidents reports, and status reports are completed by the Operations Section and are accessible by Planning/Intelligence.

Ensure that a situation analysis report is produced and distributed to EOC Sections and the Operational Area EOC at least once, prior to the end of the operational period.
(FORM | EOC-209 REPORT | SITUATION STATUS)
Ensure that all status boards and other displays are kept current and that posted information is neat and legible.

Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays.

Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods. (FORM | EOC-201)
Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational period.
(FORM | EOC-230)
Ensure that objectives for each section are completed, collected and posted in preparation for the next Action Planning meeting.

Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period.
(FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 PLAN | EOC ACTION PLAN)
Work closely with each unit within the Planning/Intelligence Section to ensure the section objectives, as defined in the current EOC Action Plan, are being addressed.
8 - 215
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 125

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Advance Planning Unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the EOC. (PLAN | ADVANCE PLAN)
Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required.

Provide technical specialists to all EOC sections as required.

Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached. 8 - 216
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 126

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input and/or facilitate the after-action report. (REPORT | LOCAL GOVERNMENT AFTER ACTION

REPORT)
8 - 217
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 127

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 218
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 128

PAGE IS INTENTIONALLY BLANK
8 - 219
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 129
JobAid: Action Planning Unit

POSITION

OVERVIEW
Responsible for driving the EOC Action Planning process and supporting the development of the EOC Action Plan.

REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS EOC ACTION PLAN | DRIVE, DEVELOP, REVIEW OR PUT TOGETHER ADVANCE PLANS | DEVELOP OR PUT TOGETHER
FORMS • POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 220
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 130

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Responsible for driving the EOC Action Planning process and supporting the development of the EOC Action Plan.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Establish an EOC Action Planning process & meeting schedule for the operational period with the Planning & Intelligence Section Chief.

Coordinate the calling of EOC Action Planning meetings and remind Section Chiefs to bring summaries of their issues and needs, along with updates on the existing Action Plan
Ensure EOC Action Plan is developed for each operational period, based on objectives developed by each section
o (FORM | EOC-202 or PLAN | EOC ACTION PLAN)
Ensure the Planning and Intelligence Section Chief has everything that will be needed to facilitate the Action Planning meetings
8 - 221
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 131

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Ensure that each section provides an update on their objectives at least 30 minutes prior to each Action Planning meeting. This includes those completed, and the status of those not completed, as well as new objectives to be added to the Action Plan
• In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper and the meeting room is set up with appropriate equipment and materials
Prepare a draft EOC Action Plan and submit to the Planning & Intelligence Section Chief/EOC Director for approval.

Print and distribute the approved EOC Action Plan, coordinate with the Documentation Unit for reproduction and distribution as necessary

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 222
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 132

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 223
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 133
JobAid: Situation Analysis Unit

POSITION

OVERVIEW

Responsible for the collection, evaluation, organization, analysis, and display of incident status and situation information; and for compiling Department Status Reports
REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT AND DISTRIBUTION
OPERATION SECTION REPORTS | SUPPORTS COMPLITATION &

DISTRIBUTION

FORMS &
GUIDES

FORM
• POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDE
• PLANNING “P” GUIDE

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 224
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 134

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the collection, organization, and analysis of situation information related to the emergency.

Ensure that information collected from all sources is validated prior to posting on status boards.

Ensure that situation analysis reports are developed for dissemination to EOC staff and to other EOCs as required.

Ensure that an EOC Action Plan is developed for each operational period.

Ensure that all maps, status boards and other displays contain current and accurate information.

Supervise Situation Analysis Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Contact local government EOCs in the operational area and establish a schedule for obtaining situation reports.
• Ensure there are adequate staff available to collect and analyze incoming information.
• Maintain the Situation Analysis Report and facilitate the Action Planning process.
o (FORM | EOC-209 REPORT | SITUATION STATUS)
o (GUIDE | PLANNING “P” GUIDE)
8 - 225
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 135

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Prepare Situation Analysis Unit objectives for the initial Action Planning meeting.
(FORM | EOC-202)

RESPONSE
Establish and maintain a position log and other necessary files.

Oversee the collection and analysis of all emergency related information. • Oversee the preparation and distribution of the Situation Report. • Coordinate with the Documentation Unit for manual distribution and reproduction as required.
o (FORM | EOC-209 REPORT | SITUATION STATUS)
Ensure that each EOC Section provides the Situation Analysis Unit with Status Reports on a regular basis.
(REPORT |OPS ________STATUS REPORT)
Meet with the Public Information Officer to determine the best method for ensuring access to current information.

Prepare a situation summary for the EOC Action Planning meeting. (FORM | EOC-209 REPORT | SITUATION STATUS)
Ensure each section provides their objectives at least 30 minutes prior to each Action Planning meeting
• In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper.
• Ensure the meeting room is set up with appropriate equipment and materials (easels, markers, situation analysis reports, etc.).

Following the meeting, ensure that the Documentation Unit publishes and distributes the EOC Action Plan prior to the beginning of the next operational period. (See attachment).

Ensure that adequate staff are assigned to maintain all maps, status boards and other displays.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
8 - 226
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 136

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 227
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 137

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 228
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 138

PAGE IS INTENTIONALLY BLANK
8 - 229
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 139
JobAid: Documentation Unit

POSITION

OVERVIEW

Responsible for maintaining complete documentation of the emergency.

This includes damage assessment reports, EOC action reports, after action and corrective action reports.

REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR

PLANS &

REPORTS

EOC ACTION PLAN | SUPPORT DEVELOPMENT AND DISTRIBUTION
OPERATION SECTION REPORTS | SUPPORTS COMPLITATION &

DISTRIBUTION

FORMS &
REPORT

• POSITION JOBAID
• EOC-201 INCIDENT BRIEFING
• EOC-202 INCIDENT

OBJECTIVES
• EOC-205A

COMMUNICATION LIST
• EOC-207 ORGANIZATION
CHART
• EOC-209 INCIDENT STATUS

SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE

PLANNING WORKSHEET
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD

CREDENTIALING
• EOC-230 DAILY MEETING

SCHEDULE

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 230
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 140

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Collect, organize and file all completed emergency related forms, to include: all EOC position logs, situation analysis reports, EOC Action Plans and any other related information, just prior to the end of each operational period.

Provide document reproduction services to EOC staff.

Distribute the EOC situation analysis reports, EOC Action Plan, and other documents, as required.

Maintain a permanent electronic archive of all situation reports and Action Plans associated with the emergency.

Assist the EOC Coordinator in the preparation and distribution of the After-Action Report.

Supervise the Documentation Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Meet with the Planning/Intelligence Section Coordinator to determine what EOC materials should be maintained as official records. 8 - 231
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 141

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Meet with the Recovery Unit Leader to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes.

Initiate and maintain a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to this position at the end of each shift.
(FORM | EOC-207, FORM | EOC-205A)
Reproduce and distribute the Situation Reports and Action Plans. Ensure distribution is made to the Operational Area EOC.
(FORM | EOC-209 REPORT | SITUATION STATUS)
(REPORT |OPS ________ STATUS REPORT)
(FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 PLAN | EOC ACTION PLAN)
Keep extra copies of reports and plans available for special distribution as required.

Set up and maintain document reproduction services for the EOC.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
8 - 232
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 142

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 233
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Advance Planning Unit

POSITION

OVERVIEW
Responsible for developing reports and recommendations for future time periods and for preparing reports, development of the EOC Action Plan, and briefings for use in strategy and/or planning meetings
REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS EOC ACTION PLAN | DEVELOP, REVIEW OR PUT TOGETHER ADVANCE PLANS | DEVELOP OR PUT TOGETHER
FORMS • POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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CITY OF SOUTH PASADENA, CA 146

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Development of an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
• Review all available status reports, Action Plans, and other significant documents.
• Determine potential future impacts of the emergency; particularly issues which might modify the overall strategic EOC objectives.

Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues.

Supervise the Advance Planning Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Monitor the current situation report to include recent updates.

Meet individually with the general staff and determine best estimates of the future direction & outcomes of the emergency.
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CITY OF SOUTH PASADENA, CA 147

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36-to-72- hour time frame.
(PLAN | ADVANCE PLAN)
Submit the Advance Plan to the Planning/Intelligence Coordinator for review and approval prior to conducting briefings for the General Staff and EOC Director.
• Review Action Planning objectives submitted by each section for the next operational period.
• In conjunction with the general staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominately to recovery operations.
o (FORM | EOC-202 or PLAN | EOC ACTION PLAN)
(PLAN | ADVANCE PLAN)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.
8 - 238
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 148

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 239
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Resource Status/Tracking Unit

POSITION

OVERVIEW
Responsible for tracking and documenting all resources.

REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-207 ORGANIZATION CHART
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE REQUEST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE PLANNING WORKSHEET
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 242
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 152

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Responsible for tracking and documenting resources including personnel, critical resources, transportation and support equipment. (FORM | RESOURCE TRACKING)
Responsible for coordinating closely with all units in the Logistics Section, particularly Supply/Procurement Unit, Personnel Unit, and Transportation Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Attends the Tactics/Strategy meeting (led by the Operations Section Chief) to complete the Operational Planning Worksheet
(FORM | EOC-215)
Complete resource request forms (ICS 213 form) for personnel, supplies, services, and equipment-as determined from the Operational Planning Worksheet (ICS 215 form/worksheet) developed during the Tactics/Strategy meeting.
(FORM | EOC-213)
(FORM | EOC-215)
Verifies proper check-in and check-out of personnel in the EOC using a Recorder.
(FORM | EOC-211)
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provides resource information to the Situation Analysis Unit, Demobilization Unit, and Logistics Section.
(FORM | EOC-209)
Assists in preparation of Organization Chart and post in the EOC. (FORM | EOC-207)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 244
EMERGENCY OPERATIONS PLAN, PART 2
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Demobilization Unit

POSITION

OVERVIEW

Responsible for preparing a Demobilization Plan to ensure an orderly, safe, and cost-effective release of personnel and equipment
REPORT

TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
DEMOBILIZATION PLAN | DEVELOP
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 246
EMERGENCY OPERATIONS PLAN, PART 2
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Develop a Demobilization Plan for the EOC based on a review of all pertinent planning documents, and status reports.

Supervise the Demobilization Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Review EOC personnel roster to determine size and scope of any demobilization efforts.

Meet individually with the general staff to determine their need for assistance in any Demobilization Planning.

Advise Planning/Intelligence Section Coordinator on the need for a formal written Demobilization Plan.

If a Demobilization Plan is required, develop the plan using detailed specific responsibilities, release priorities and procedures. (PLAN | DEMOBILIZATION PLAN)
Establish with each Section Coordinator which units/personnel should be demobilized first.

Determine if any special needs exist for personnel demobilization (e.g., transportation).
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Develop a checkout procedure if necessary, to ensure all deactivated personnel have cleared their operating position.

Submit any formalized Demobilization Plan to the Planning/Intelligence Section Coordinator for approval.

Meet with each assigned Agency Representative and Technical Specialist to determine what assistance may be required for their demobilization from the EOC.

Monitor the implementation of the Demobilization Plan and be prepared to handle any demobilization issues as they occur.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 248
EMERGENCY OPERATIONS PLAN, PART 2
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Technical Specialist Unit

POSITION

OVERVIEW

• Technical Specialists are advisors with special skills needed to support a field or function not addressed elsewhere or by any other discipline. • Technical Specialists (may or may not be employees of a public or private agency) may report to the Planning/Intelligence Section Coordinator/Chief.

REPORT

TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
TO ME • AFN Specialist
• GIS Specialist
• Social Media Specialist
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 250
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 160

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide technical observations and recommendations to EOC staff in specialized areas as required.

Advise on legal limitations use of resources.

Work with inter-agency coordination groups as necessary providing expertise.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Provide technical services as required to requesting EOC staff.

Contribute to EOC planning meetings and inter-agency coordination groups as requested.

Ensure that all recommendations are appropriately documented.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Advise Planning/Intelligence Section when duties are completed.

Obtain release from Planning/Intelligence Section Coordinator prior to leaving the EOC.

Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 252
EMERGENCY OPERATIONS PLAN, PART 2
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 253
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CITY OF SOUTH PASADENA, CA 163
JobAid: Access and Functional Needs (AFN) Specialist

POSITION

OVERVIEW
Responsible for identifying and mitigating safety concerns for the AFN populations and maintaining awareness of potential City/Agency liability during EOC response and recovery activities
REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 254
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 164

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine the scope of the incident and the impact on AFN populations.

Determine which AFN populations are impacted.

Provide advice and assistance with other Sections as they manage resources and activities.

Monitor and assist with message development/translation, as needed, including alert and warning messages to ensure all AFN populations are reached.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Ensure staff members assigned to AFN support have adequate resources to support their efforts.

Help develop ordinances and regulations for evacuations.

Monitor impacted AFN populations during evacuations to ensure adequate support.

Provide guidance to Operations and Logistics in evacuation center and shelter operation activities.

SHIFT CHANGE/TRANSFER OF DUTIES
8 - 255
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 256
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 166

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 257
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JobAid: Geographic Information Systems (GIS) Specialist

POSITION

OVERVIEW

Collects analyses and displays critical information obtained from various sources such as field reports, other departments and agencies, and EOC Sections.

REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 258
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 168

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine and establish GIS production priorities.

Converts requests into GIS products quickly and effectively.

Anticipate requirements and needs and assemble or prepare supporting referential data.

Locate and secure needed database information to support production goal.

Operate specialized GIS production equipment

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Develops a system to post to the significant events log casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.

Develops sources of information and assist the Planning/Intelligence Section Coordinator/Chief in collecting, organizing and analyzing data from the other EOC sections.

Provides for an authentication process in case of conflicting status reports.
8 - 259
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 169

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Meets with the Planning/Intelligence Section Coordinator/Chief and the EOC Director (Director of Emergency Services) to determine needs for planning meetings and briefings.

Determines if there are any special information needs.

Maps specific zones or areas that detail damage surveys in conjunction with state and federal agencies.

Prepares, sets up, and maintains EOC displays.

Keeps data current concerning: Availability of personnel, equipment, and supplies; Equipment or personnel out of service.

Continually obtains information from Logistics, other Planning/Intel functions, the EOC Manager, Operations and the Finance/Admin Section.

Submits verbal and written reports to Planning/Intelligence Section Coordinator/Chief as appropriate or as directed.

Participates in Planning/Intelligence Section Meetings and participates in EOC Action Plan development.

Provides information to be included in the Situation Report (i.e.:
mapping).

Obtains data on all impacts to include:
• Utilities and infrastructure (i.e., roads, bridges, electric lines, pipelines, buildings, etc.).
• Numbers of homes destroyed or damaged.
• Public facilities destroyed or damaged.
• Critical facilities damaged or destroyed and locations (hospital, power stations, industry or manufacturers, water facilities, etc.). • Financial impacts and costs expended by the County & coordinate with Cost Unit Leader in Finance/Admin Section.
• Ensures that necessary maps and data pertinent to the operations are obtained.
• Maps areas that may have to be rezoned, destroyed, reconstructed and/or modified as a result of the disaster. (Consultation with the Planning Section).
• Works with the Situation Analysis Unit to create maps, displays, and reports.
8 - 260
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 170

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 261
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 171

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 262
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 172

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EMERGENCY OPERATIONS PLAN, PART 2
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JobAid: Social Media Specialist

POSITION

OVERVIEW
Support position to Public Information Officer. Can be assigned to various work location and conduct a diverse group of tasks, including gathering photos/videos, monitoring social media, conducting rumor control etc.

REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 264
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 174

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Social media monitoring
Rumor identification and management
Intelligence gathering

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Monitor social media
Identify and manage rumors
Gather and share intelligence from media platforms
Take picture and video
If approved by Section Coordinator, assist PIO with information dissemination

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
8 - 265
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 175

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 266
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 176

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 267
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 177

3.4 Logistics Section
Figure 8: EOC Logistics Section
8 - 268
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 178
This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Logistics Section of the City EOC. Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Logistics Section is responsible for providing resources to support the city’s disaster response, including, but not limited to, personnel, vehicles, and equipment.

Section Responsibilities Include:
• Provide operational and logistical support for emergency response personnel and optimize the use of resources
• Provide support to the other sections of the EOC and support as directed for field emergency response activities
• Support the restoration of essential services and systems Figure 8: EOC Logistics Section, above, shows all the positions that are part of the EOC Logistics Section.
8 - 269
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 179
JobAid: Logistics Chief/Coordinator

POSITION

OVERVIEW
Responsible for managing and coordinating logistical response efforts and the acquisition, transportation, and mobilization of resources REPORT TO MANAGEMENT | EOC DIRECTOR

REPORT TO ME STAFF
• Communications/IT Unit
• Transportation Unit
• Personnel Unit
• Supply/Procurement Unit
• Facilities Unit
• Food Unit
• Donations Management Unit
• Volunteer Coordination Unit
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE REQUEST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE REQUEST
• RESOURCE TRACKING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 270
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 180

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Ensure the Logistics function is carried out in support of the EOC. • This function includes providing communication services, resource tracking; acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required.

Establish the appropriate level of branch and/or unit staffing within the Logistics Section, continuously monitoring the effectiveness of the organization and modifying as required.

Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame.

Coordinate closely with the Operations Section Coordinator to establish priorities for resource allocation to activated Incident Commands within the affected area.

Keep the EOC Director informed of all significant issues relating to the Logistics Section.

Supervise the Logistics Section.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)
Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories. 8 - 271
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate branches/units within section as needed and designate Unit Leaders for each element:

Communications Branch
Transportation Unit
Supply/Procurement Unit
Personnel Unit
Facilities Unit
Resource Tracking Unit
Mobilize sufficient section staffing for 24-hour operations.

Establish communications with the Logistics Section at the Operational Area EOC if activated.

Advise Branches and Units within the section to coordinate with appropriate branches in the Operations Section to prioritize and validate resource requests from DOCs or Incident Command Posts in the field.

This should be done prior to acting on the request.

Meet with the EOC Director and General Staff and identify immediate resource needs.

Meet with the Finance/Administration Section Coordinator and determine level of purchasing authority for the Logistics Section.

Assist branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan.

Provide periodic Section Status Reports to the EOC Director.

Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.

RESPONSE
Ensure that Logistic Section position logs and other necessary files are maintained.

Meet regularly with section staff and work to reach consensus on section objectives for forthcoming operational periods.
8 - 272
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 182

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide the Planning/Intelligence Section Coordinator with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting.

Attend and participate in EOC Action Planning meetings.

Ensure that the Supply/Procurement Unit coordinates closely with the Purchasing Unit in the Finance/Administration Section, and that all required documents and procedures are completed and followed.

Ensure that transportation requirements, in support of response operations, are met.

Ensure that all requests for facilities and facility support are addressed.

Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid.
(FORM | EOC-213 FORM | RESOURCE REQUEST)
(FORM | RESOURCE TRACKING)
Provide section staff with information updates as required.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
8 - 273
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 183

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 274
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 184

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 275
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 185
JobAid: Communications & IT Unit

POSITION

OVERVIEW

Responsible for managing all computing needs including desktop/laptop computers, network and communications (internet/wireless, telephones, radios, etc.), printing, audio/visual, and other technology needs for the EOC REPORT

TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
DEMOBILIZATION PLAN | SUPPORTS DEVELOPMENT

FORMS &
REPORT

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• COMMUNICATION STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 276
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 186

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinates with all sections and branches/groups/units on operating procedures for computing, network, and communications systems.

Provides support for all EOC Information Systems and ensures automated information links with partner EOCs/DOCs are maintained including, if applicable, audio, visual, and teleconferencing equipment.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Develops Communication Plan for all communication modes within the EOC and field ICP’s when needed.
(FORM | EOC-205A)
Determines what communications equipment is necessary.

Provides technical information as required.

Manage data and telephone services for the EOC.

Receive any priorities or special requests.

Provide communications briefings and technology status reports as requested at action planning meetings.
(REPORT | COMMUNICATION STATUS)

SHIFT CHANGE/TRANSFER OF DUTIES
8 - 277
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 187

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Coordinates with Demobilization Unit to develop check out procedure on Demobilization Plan.
(PLAN | DEMOBILIZATION)
Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 278
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 188

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 279
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 189
JobAid: Transportation Unit

POSITION

OVERVIEW

Responsible for coordinating the allocation of transportation resources required to move people, equipment, and essential supplies during emergency response and recovery operations.

REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
TRANSPORTATION PLAN | DEVELOPS (CAN USE TRANSPORTATION

STATUS REPORT AS BASIS FOR PLAN)

FORMS &
REPORT

FORM
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE TRACKING
REPORT
• TRANSPORTATION STATUS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 280
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 190

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
In coordination with the Construction/Engineering Branch Coordinator, and the Situation Analysis Unit, develop a transportation plan to support EOC operations.

Arrange for the acquisition or use of required transportation resources.

Supervise the Transportation Unit.

ACTIVATION
Check in at the EOC
(FORM | EOC-211)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Routinely coordinate with the Situation Analysis Unit to determine the status of transportation routes in and around the affected area. (REPORT | TRANSPORTATION STATUS)
Routinely coordinate with the Construction/Engineering Branch Coordinator to determine progress of route recovery operations.

Develop a Transportation Plan which identifies routes of ingress and egress; thus, facilitating the movement of response personnel, the affected population, and shipment of resources and material. 8 - 281
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 191

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Establish contact with local transportation agencies and schools to establish availability of equipment and transportation resources for use in evacuations and other operations as needed.
(FORM | RESOURCE TRACKING)
Keep the Logistics Section Coordinator informed of significant issues affecting the Transportation Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 282
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 192

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 283
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 193
JobAid: Personnel Unit

POSITION

OVERVIEW

Responsible for obtaining, coordinating, and allocating all non-fire and nonlaw-enforcement mutual aid personnel support requests; registering and coordinating volunteers as Disaster Services Workers (DSWs); feeding and caring for all emergency workers; and the overall coordination and care of all City/Agency staff, both paid and volunteer.

REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-207 ORGANIZATION CHART
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE REQUEST
• RESOURCE TRACKING
• DSWV REGISTRATION

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 284
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 194

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide personnel resources as requested in support of the EOC and Field Operations.

Identify, recruit and register volunteers as required.

Develop an EOC organization chart.
(FORM | EOC-207)
Supervise the Personnel Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files. • Manage check-in
o (FORM | EOC-211, FORM | EOC-205A)
• In conjunction with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position. • Upon check in, indicate the name of the person occupying each position on the chart.
• The chart should be posted in a conspicuous place, accessible to all EOC personnel.
o (FORM | EOC-207)
8 - 285
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 195

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff to include volunteers, receive a current situation and safety briefing upon check-in.
(FORM | EOC-208)
Establish communications with volunteer agencies and other organizations that can provide personnel resources.

Coordinate with the Operational Area EOC to activate the Emergency Management Mutual Aid System (EMMA), if required.
• Process all incoming requests for personnel support.
• Identify the number of personnel, special qualifications or training, where they are needed and the person or unit they should report to upon arrival.
• Determine the estimated time of arrival of responding personnel and advise the requesting parties accordingly.
o (FORM | RESOURCE REQUEST)
o (FORM | RESOURCE TRACKING)
Maintain a status board or other reference to keep track of incoming personnel resources.

Update EOC organization chart for each operational period.

Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification, and proper direction for responding personnel upon arrival at the EOC.

Assist the Fire Rescue Branch and Law Enforcement Branch with ordering of mutual aid resources as required.

To minimize redundancy, coordinate all requests for personnel resources from the field level through the EOC Operations Section prior to acting on the request.

In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers; acquire mental health specialists as needed.

Arrange for childcare services for EOC personnel as required.

Establish registration locations with sufficient staff to register volunteers and issue them disaster service worker identification cards. (FORM | DSWV REGISTRATION)
8 - 286
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 196

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Keep the Logistics Section Coordinator informed of significant issues affecting the Personnel Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 287
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 197

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 288
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 198

PAGE IS INTENTIONALLY BLANK
8 - 289
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 199
JobAid: EMMA Coordinator

POSITION

OVERVIEW

Responsible for obtaining, coordinating, and allocating all EMMA support requests.

REPORT TO LOGISTICS | PERSONNEL UNIT
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 290
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 200

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide, support and keep track of EMMA personnel resources as requested in support of the EOC(s).

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files. • Alongside Personnel Unit Leader, identify needed EOC position that are vacant and can be requested via EMMA.

Coordinate with the Operational Area EOC to activate the Emergency Management Mutual Aid System (EMMA), if required.
• Process all incoming EMMA requests for personnel support. • Identify the number of personnel, special qualifications or training, where they are needed and the person or unit they should report to upon arrival.
• Determine the estimated time of arrival of responding personnel and advise the requesting parties accordingly.
o (FORM | RESOURCE REQUEST)
o (FORM | RESOURCE TRACKING)
Maintain a status board or other reference to keep track of incoming and outgoing EMMA personnel resources.

Update EOC organization chart for each operational period. 8 - 291
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 201

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification, and proper direction for responding EMMA personnel upon arrival at the EOC.

Keep the Personnel Unit Leader informed of significant issues affecting the EMMA requests.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 292
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 202

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 293
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 203
JobAid: Supply & Procurement Unit

POSITION

OVERVIEW

Responsible for obtaining and delivering all non-fire and non-lawenforcement mutual aid materials, equipment and supplies to support emergency operations
REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 294
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 204

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the procurement and allocation of supplies and materiel not normally provided through mutual aid channels.

Coordinate procurement actions with the Finance/Administration Section.

Coordinate delivery of supplies and materiel as required.

Supervise the Supply/Procurement Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Determine if requested types and quantities of supplies and material are available in inventory.

Determine procurement spending limits with the Purchasing Unit in Finance/Administration. Obtain a list of pre-designated emergency purchase orders as required.

Whenever possible, meet personally with the requesting party to clarify types and number of supplies and materiel, and verify that the request has not been previously filled through another source.
8 - 295
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 205

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
In conjunction with the Resource Tracking Unit, maintain a status board or other reference depicting procurement actions in progress and their status.

Determine if the procurement item can be provided without cost from another jurisdiction or through the Operational Area.

Determine unit costs of supplies and materiel, from suppliers and vendors and if they will accept purchase orders as payment, prior to completing the order.

Orders exceeding the purchase order limit must be approved by the Finance/Administration Section before the order can be completed.

If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance/Administration Section for development of necessary agreements.
• Determine if the vendor or provider will deliver the ordered items. • If delivery services are not available, coordinate pickup and delivery through the Transportation Unit.
• In coordination with the Personnel Unit, provide food and lodging for EOC staff and volunteers as required.
• Assist field level with food services at camp locations as requested. • Coordinate donated goods and services from community groups and private organizations.
• Set up procedures for collecting, inventorying, and distributing usable donations.

Keep the Logistics Section Coordinator informed of significant issues affecting the Supply/ Procurement Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit 8 - 296
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 206

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 297
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 207

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 298
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 208

PAGE IS INTENTIONALLY BLANK
8 - 299
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 209
JobAid: Facilities Unit

POSITION

OVERVIEW

Responsible for ensuring adequate essential facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.

REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 300
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 210

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.

Ensure acquired buildings, building floors, and or workspaces are returned to their original state when no longer needed.

Supervise the Facilities Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a position log and other necessary files.

Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for effective operation of the EOC.

Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level.

Arrange for continuous maintenance of acquired facilities, to include ensuring that utilities and restrooms are operating properly.

If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager.
8 - 301
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 211

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Develop and maintain a status board or other reference which depicts the location of each facility; a general description of furnishings, supplies and equipment at the site; hours of operation, and the name and phone number of the Facility Manager.

Ensure all structures are safe for occupancy and that they comply with ADA requirements.

As facilities are vacated, coordinate with the facility manager to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility.

Keep the Logistics Section Coordinator informed of significant issues affecting the facilities unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached. 8 - 302
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 212

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report. 8 - 303
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 213

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 304
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 214

PAGE IS INTENTIONALLY BLANK
8 - 305
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 215
JobAid: Food Unit

POSITION

OVERVIEW
Responsible for coordinating all feeding operations for the EOC, support, and field personnel
REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS • POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 306
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 216

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Establishes and disseminates a feeding plan that identifies cost limits, authorized vendors, catering companies, types of food, etc. Be aware of special diets.

Sets meal schedules.

Sets up and manages eating areas for EOC, staff, and field personnel.

Establishes a personnel-feeding account for EOC, support, and field personnel at local restaurants.

Briefs all EOC personnel on the location, cost limitations, and incident number used for each restaurant or caterer.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Obtains necessary equipment, supplies, and facilities to establish food service (including hot/cold storage and/or handling).

Ensures food service areas meet appropriate health and safety measures and are maintained in a clean condition.

Orders sufficient food and water from or through the Supply Unit.

Maintains an inventory of food, water, condiments, and supplies. 8 - 307
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 217

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinates with Procurement Unit to ensure all purchases are preapproved and paid.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 308
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 218

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 309
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 219
JobAid: Donations Management Unit

POSITION

OVERVIEW

Responsible for coordination of donations management. This includes internal organizational elements and resources as well as external partner agencies.

REPORT

TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
8 - 310
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 220

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Works with the Planning Section Staff to identify donation needs of lifesafety supplies and services (e.g., heat, food, water, ice) and develops a plan to receive and quickly distribute these resources to affected community members.

Coordinates with the Resources Unit to track all donation resources.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Communicates and coordinates with external partners and NGOs to support effective donations management.

Serves as point of contact with private sector that want to donate goods and services.

Coordinates with Public Information function, including the JIC (if activated) to maintain consistent public messaging about donations.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 312
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 222

SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
8 - 313
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 223
JobAid: Volunteer Coordination Unit

POSITION

OVERVIEW

Responsible for coordination of donations management. This includes internal organizational elements and resources as well as external partner agencies.

REPORT

TO LOGISTICS | CHIEF/COORDINATOR
PLANS

EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS

• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• DSWV REGISTRATION

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 224

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Works with the Planning Section Staff to identify volunteer needs develops a plan to distribute these volunteers to necessary places.

Coordinates with the Resources Unit to track all volunteer resources.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Staffs Volunteer Team in the EOC and supports the Planning Section Resource Unit and the Logistics Section Supply Unit.

Establishes one or more assembly and staging sites for volunteers to report for credential screening and potential assignment (Volunteer Reception Centers).

Manages the Volunteer DSWV process including document management. (FORM | DSWV REGISTRATION)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 316
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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3.5 Finance/Administration Section
Figure 9: EOC Finance & Administration Section
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This section contains functional section and position descriptions, responsibilities, and jobaids for personnel assigned to the Finance & Administration Section of the City EOC.

Jobaids describe the minimum actions that should be accomplished by personnel assigned to functional positions within the section.

Section Overview:
• The Finance & Administration Section is responsible for providing financial support and coordination.

Section Responsibilities Include:
• Protect Life, Property, and the Environment
• Provide Continuity of Financial Support to the City and Community • Document and Manage City costs and recovery of those costs as allowable • Maintain a positive image for the City in its dealings with the community Figure 9: EOC Finance & Administration Section, above, shows all the positions that are part of the EOC Finance & Administration Section.
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JobAid: Finance & Administration Chief/Coordinator

POSITION

OVERVIEW

Responsible for the financial support, response, and recovery for the incident
REPORT TO MANAGEMENT | EOC DIRECTOR
PLANS
& REPORTS

ASSESS, TRACKS, AND ORGANIZE COST OF IMPLIMENTATION PER

STATE AND FEDERAL COST RECOVERY GUIDELINES
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that all financial records are maintained throughout the emergency.

Ensure that all on-duty time is recorded for all emergency response personnel.

Ensure that all on-duty time sheets are collected from EOC staff; Departments are collecting these from DOC staff, and Field Supervisors /Incident Commanders are for their staff.

Ensure there is a continuum of the payroll process for all employees responding to the emergency.

Determine/remind individuals of purchase order limits for the procurement function in Logistics.

Ensure that workers’ compensation claims, resulting from the response are processed within a reasonable time.

Ensure that all travel and expense claims are processed within a reasonable time.

Provide administrative support to all EOC Sections as required, in coordination with the Personnel Unit.
• Activate units within the Finance/Administration Section as required. • Monitor section activities continuously and modify the organization as needed.

Ensure that all recovery documentation is accurately maintained and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of Emergency Services.

Supervise the Finance/Administration Section.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)
Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place.

Based on the situation, activate units within section as needed and designate Unit Coordinators for each element:

Time Keeping Unit
Cost Accounting Unit
Compensation & Claims Unit
Purchasing Unit
Recovery Unit
Ensure that sufficient staff are available for a 24-hour schedule, or as required.
• Meet with the Logistics Section Coordinator and review financial and administrative support requirements and procedures.
• Determine the level of purchasing authority to be delegated to Logistics Section.

Meet with all Unit Leaders and ensure that responsibilities are clearly understood.

In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period.

Notify the EOC Director when the Finance/Administration Section is operational.

Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.

RESPONSE
Ensure that Finance/Administration Section position logs and other necessary files are maintained.

Ensure that displays associated with the Finance/Administrative Section are current, and that information is posted in a legible and concise manner.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Participate in all Action Planning meetings.

Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan.

Keep the EOC Director, General Staff, and elected/other officials aware of the current fiscal situation and other related matters, on an on-going basis.

Ensure that the Recovery Unit maintains all financial records throughout the emergency.

Ensure that the Time Keeping Unit tracks and records all agency staff time.

In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.

Ensure that the Compensation & Claims Unit processes all workers’ compensation claims, resulting from the emergency, in a reasonable timeframe, given the nature of the situation.

Ensure that the Time-Keeping Unit processes all timesheets and travel expense claims promptly.

Ensure that the Finance/Administration Section provides administrative support to other EOC Sections as required.

Ensure that all recovery documentation is accurately maintained by the Recovery Unit during the response and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of Emergency Services.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending

DEMOBILIZATION
Deactivate appropriate Section Positions when authorized by EOC Director and follow Demobilization Unit Leader directions/plan. • Identify staff to support on-going Recovery Operations and Recovery Plan.
• Advise identified staff on their continual support role.

Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to departure.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report.

TERMINATION
Transition over to Recovery Operations and support Recovery Manager in tracking per project costs as directed by FEMA cost recovery and public assistance guidelines.
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Time Keeping Unit

POSITION

OVERVIEW

Responsible for working with all Department Liaisons and Sections to ensure field units track hours worked by personnel and volunteers & preparing daily personnel time recording documents.

REPORT

TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS
& REPORTS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• RESOURCE TRACKING
• EOC-205A COMMUNICATION LIST
• EOC-210 RESOURCE STATUS CHANGE
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Track, record, and report all on-duty time for personnel working during the emergency.

Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to budget and payroll office.

Supervise the Time Keeping Unit.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities (FORM | EOC-214)

RESPONSE
Establish and maintain a time keeping system.
(FORM | EOC-211)
(FORM | RESOURCE TRACKING)
(FORM | EOC-210)
• Initiate, gather, or update time reports from all personnel, to include volunteers assigned to each shift.
• Ensure that time records are accurate and prepared in compliance with policy.
• Obtain complete personnel rosters from the Personnel Unit. • Rosters must include all EOC personnel as well as personnel assigned to the field level.

Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Establish a file for each employee or volunteer within the first operational period.
• Maintain a fiscal record for as long as the employee is assigned to the response.

Keep the Finance/Administration Section Coordinator informed of significant issues affecting the Time-Keeping Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
Deactivate position when authorized by Finance/Administration Section Coordinator and follow Demobilization Unit Leader directions/plan. • Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 328
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Compensation & Claims Unit

POSITION

OVERVIEW

Responsible for investigating and processing physical-injury and propertydamage claims arising from emergency/disaster incident REPORT

TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-208 SAFETY MESSAGE
• EOC-211 CHECK-IN LIST
• EOC-215A SAFETY ANALYSIS
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• EOC-227 CLAIMS LOG
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency.

Complete all forms required by worker's compensation program.

Maintain a file of injuries and illnesses associated with the emergency which includes results of investigations.

Supervise the Compensation and Claims Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a compensation and claims system.

Maintain a chronological log of injuries and illnesses, and property damage reported during the emergency.
(FORM | EOC-227)
Investigate all injury and damage claims as soon as possible.

Prepare appropriate forms for all verifiable injury claims and forward them to Workmen's Compensations within the required time frame consistent with jurisdiction’s policy & procedures.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Safety Officer regarding the mitigation of hazards. (FORM | EOC-208)
(FORM | EOC-215A)
Keep the Finance/Administration Coordinator informed of significant issues affecting the Compensation and Claims Unit.

Forward all equipment or property damage claims to the Recovery Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
• Deactivate position when authorized by EOC Director and directed by Section Coordinator.
• Follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 8 - 332
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Purchasing Unit

POSITION

OVERVIEW

Responsible for financial matters involving vendor contracts REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate vendor contracts not previously addressed by existing approved vendor lists.

Coordinate with Supply/Procurement Unit on all matters involving the need to exceed established purchase order limits.

Supervise the Purchasing Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a purchasing system.

Review the emergency purchasing procedures.

Prepare and sign contracts as needed, be sure to obtain concurrence from the Finance/ Administration Section Coordinator.

Ensure that all contracts identify the scope of work and specific site locations.

Negotiate rental rates not already established, or purchase price with vendors as required.

Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during emergencies.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Finalize all agreements and contracts, as required.

Complete final processing and send documents to Budget and Payroll for payment.

Verify costs data in the pre-established vendor contracts and/or agreements.

In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.

Keep the Finance/Administration Section Coordinator informed of all significant issues involving the Purchasing Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached. 8 - 336
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report. 8 - 337
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Recovery Unit

POSITION

OVERVIEW
Responsible for executing procedures to capture and document costs relating to a disaster/emergency
REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR

PLANS &

REPORTS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES

AFTER ACTION REPORT
FORMS,
GUIDES
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine impacts of the emergency requiring recovery planning.

Initiate recovery-planning meetings with appropriate individuals and agencies.

Develop the initial recovery plan and strategy for the jurisdiction.

Ensure that all appropriate agencies are kept informed and have the opportunity to participate in the recovery planning process.

Develop the strategy to transition from recovery planning in the EOC to a wider post-emergency recovery effort.

Supervise the Recovery Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a recovery system.

Monitor the current situation report to include recent updates and determine overall impacts of the emergency.

Based on available information, prepare an initial estimate of likely recovery issues that must be addressed. Document these in a preliminary report.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Advance Planning Unit to determine major mid-tolong range social, economic, environmental and political impacts.

Assist the Operational Area as necessary in determining appropriate sites for Disaster Application Centers.

Facilitate recovery planning meetings involving appropriate Management and General Staff personnel and other agencies as needed.

Develop a recovery plan and strategy for the jurisdiction or agency.

Coordinate with Finance/Administration to ensure that FEMA, OES and other public reimbursement source documents and applications are consistent with the recovery strategy.

In conjunction with Finance/Administration, ensure that specific project timelines are developed to meet the goals and objectives of the recovery plan.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Assists the EOC Coordinator and Planning & Intelligence Section with preparing the After-Action Report.
(REPORT | AFTER ACTION)
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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4 EOC Forms & Tools

4.1 EOC Action Planning
EOC Action Planning is a process that allows for the coordination of EOC activities and the development of the EOC Action Plan.

The EOC Action Plan (EAP) is a printed document which outlines the priorities and planned response of the organization for a defined operational period (time period).

During the initial stages of incident management, EOC staff must develop a simple plan that can be communicated through concise verbal briefings. Frequently, this plan must be developed very quickly and with incomplete information. As the incident management effort evolves over time with additional lead time, staff, information, more detailed and concise EOC Action Plans are created.

Overall – planning involves the following 5 phases:

1. Understanding the situation

2. Establishing incident objectives

3. Developing the Plan

4. Preparing and Disseminating the Plan

5. Executing, Evaluating and Revising the Plan
The basis for an efficient and effective EOC Action Planning process begin with the development and maintenance of a common operating picture.

4.1.1 Common Operating Picture Guidance
In order to develop a common operating picture emergency management organization member must exercise effective situational awareness.

Situational Awareness is the ability to identify, process, and comprehend the critical information about an incident – knowing what is going on around you [requiring] continuous monitoring of relevant sources of information regarding actual incidents and developing hazards (National Response Framework).

Elements of situational awareness include:
• Perception (Gather information)
• Comprehension (Interpret information)
• Projection (Anticipate future status and needs)
Situational awareness can be obtained through the following sources:
• Responders and government agencies
• 911 centers
• Citizens
• Media
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• Social media
• Non-governmental organizations (NGOs)
Situational awareness information compiled together is used to develop a common operating picture.

A common operating picture is a continuously updated overview of an incident compiled throughout an incident’s life cycle from data shared between integrated systems for communication, information management, and intelligence and information sharing (NRF Resource Center).

Having a common operating picture enables:
• Enable effective and timely decision-making
• Increase collaboration among all responders and disseminates pertinent information
• Improve incident safety
• Inform predictions and proactive response
• Help ensure consistency of messages
A common operating picture contains the following elements:
• Data: Collect bits from various sources
• Information: Bits are put together
• Intelligence: Analyze the information
• Make recommendations for decisions
Situational awareness influences the
development of a common operating
picture and follows the following
input/output process.

Situational Awareness shared at every SEMS level through a common operating picture helps others achieve overall
incident situational awareness as shown in the diagram on the right.

If an event is not continuously monitored and the common operating picture updated and shared, situational awareness will decrease and in inaccurate operating picture will result.

Situational awareness and common operating picture
information can be shared through:
• Senior leadership briefs
• Formal reports
• Information gathered from Incident/EOC Action Plans
(I/EAPs), Situation Reports (SITREPs), etc.
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4.1.2 Planning P
The Planning “P” is a guide to the action planning process. The Planning “P” can be used for both smaller, short-term incidents or events, and for longer, more complex incident planning.

The Planning “P” depicts the stages in the action planning process.

The leg of the “P” includes initial steps to gain awareness of the situation and establish the organization for incident management. Steps in Phase 1 are done only one time.

Once they are accomplished, incident management shifts into a cycle of planning and operations, that continues and is repeated each operational period. In this way, the Planning “P” becomes the Planning “O” after the first operation period.

Figure x: Planning P…
Figure: Planning P
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Figure: Ongoing O

4.1.3 Planning P Meeting Agendas
The following are example Planning P meeting details and agendas:
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Initial Briefing Meeting
(Planning P Step 3):

Meeting Called By: EOC Director
Attended By: All EOC personnel deemed necessary by the EOC Director.

Led By: EOC Director or Designee (ex: P&I Section Chief/Coordinator) Purpose: Provide information on current on-scene operations, agency and jurisdictional concerns and establish working EOC organization.

Outcome: Organizational Structure and Common Operating Picture! Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda/Flow
• EOC Director brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
• Introduce EOC Management and General Staff
• Provide situation update to include:

1. What has happened

2. Affected areas and individuals

3. Incident Command Post Objectives and Priorities if known (ICS-201 for Field)

4. Activated emergency response facilities

5. Jurisdictions and agencies involved

6. Any actions we have taken

7. Safety Concerns

8. Agency or jurisdiction restrictions
• Verify that Incident commander(s), Area Command(s), supporting EOCs, DOCs, and coordinating agencies have been informed that the EOC is staffed and operational. • Establish the following:
o Event name
o Operational period duration and work shift hours
o Initial goals and objectives
o EOC staffing organization, structure, pattern
o Meeting schedule
• All resource requests will be facilitated through the EOC. • Agree on unified logistics approach to resource ordering procedures to follow. • Agree on resource authorization procedures.
• Agree on Information/Intelligence matters and the flow of information into the EOC and vetted information out of the EOC.
• Next meeting EOC Objectives meeting.
• Prepare for the Objectives Meeting.
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Objectives Updates & Policy Confirmation Meeting
(Planning P Step 4):

Meeting Called By: EOC Director
Attended By: Management & General Staff
Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Develop EOC objectives to support on-scene and EOC operations and confirm policies.

Outcome: EOC objectives updated and policies confirmed.

Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Develop a unified EOC strategy to support emergency management and onscene operation resource needs.

Outcome: Resources identified to support emergency management and field needs.

Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Validate EOC Action Plan components: objectives, policies, authorities, resources etc.

Outcome: Validation of EOC Action Plan.

Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• Planning & Intelligence Chief/Coordinator brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
• EOC Director provides opening remarks
• Situation Unit provides briefing on current situation, resources at risk, weather forecast, and incident projections.
• Planning & Intelligence Chief/Coordinator reviews coordination and support priorities, objectives, and decisions
• Operations Section Chief/Coordinator provides briefing on current operations followed with an overview on the proposed plan including strategy work assignments, resource commitment, contingencies, Operations Section organizational structure, and needed support facilities • Planning & Intelligence Chief/Coordinator reviews Operations Section Chief/Coordinator proposed plan to ensure that the EOC Management Priorities and operational objectives are met.
• Planning & Intelligence Chief/Coordinator reviews and validates responsibility for any open actions/tasks and management objectives.
• Planning & Intelligence Chief/Coordinator conducts round robin of EOC Management Group and Management Staff members to solicit their final input and commitment to the proposed plan.
• Logistics Section Chief/Coordinator covers transport, communications and supply updates and issues,
• Finance Section Chief/Coordinator covers fiscal issues, • Public Information Officer covers public affairs and public information issues, • Liaison Officer covers interagency issues, and
• Safety Officer covers any safety concerns or considerations 8 - 353
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• Planning & Intelligence Chief/Coordinator requests EOC Management Group’s approval of the plan as presented. EOC Management Group may provide final comments
• Planning & Intelligence Chief/Coordinator issues assignments to appropriate EOC members for developing Coordination Plan support documentation along with deadlines.
• Planning Section prepares the EOC Action Plan using the forms and /or format as described in the EOP or determined during the Planning meeting preparation phase.
• Sections conduct break out meetings to fill in the information gaps that may exist. 8 - 354
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EOC Briefing Meeting
(Planning P Step 9):

Meeting Called By: EOC Director
Attended By: All EOC personnel
Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: To brief the oncoming shift on the EOC Action Plan and status of on-scene operations
Outcome: Oncoming shift understands EOC Action Plan and situation to execute Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• Planning & Intelligence Chief/Coordinator brings meeting to order, conducts roll call for personnel required to attend both incoming and out-going shift, covers ground rules and reviews the agenda
• EOC Director provides opening remarks
• Planning & Intelligence Chief/Coordinator reviews objectives and any changes to the EOC Action Plan
• Situation Unit conducts Situation Briefing.
• Operations Section Chief/Coordinator discusses current response actions and accomplishments.
• Logistics Section Chief/Coordinator covers transport, communications, and supply updates
• Finance Section Chief/Coordinator covers fiscal issues. • Public Information Officer covers public affairs and public information issues • Safety Officer covers any safety concerns or considerations • Liaison Officer covers interagency issues and Intel covers intelligence issues • Planning & Intelligence Chief/Coordinator solicits final comments and adjourns briefing.
• Out-going Sections Chiefs/Coordinators conduct individual break out meetings with the on-coming Section Chiefs/Coordinators to complete process 8 - 355
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4.1.4 EOC Action Plan

4.1.4.1 EOC ACTION PLAN TEMPLATE
OVERVIEW:

Event Name:

Operational Period:

Jurisdiction:

Date Prepared:

Time Prepared:

MAP SKETCH:

Prepared By:

Approved By:
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SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities
Management Section Objectives
Operations Section Objectives
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Planning Section Objectives
Logistics Section Objectives
Finance/ Administration Section Objectives
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Organizational Chart:
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Weather Impacts on Operations:

Weather Forecast 5-Day
Weather Maps:

Additional Attachments
Click here to enter text.
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4.1.4.1 EOC Action Plan [Example]
OVERVIEW:

Event Name: Earthquake
Operational Period: 1
Jurisdiction: Hazard City
Date Prepared: mm/dd/yyyy
Time Prepared: 9:00am
MAP SKETCH:

Prepared By: First Last, Planning Section Chief
Approved By: First Last, EOC Director
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SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities

1. Life safety

2. Incident stabilization

3. Preservation of the Environment/Property

4. Damage Assessments
Management Section Objectives

1. In the next hour proclaim a Local Emergency

2. In the next hour issue a mass notification message with basic direction to affected residents reminding them of jurisdictional earthquake protocol

4. In the next 2 hours brief jurisdictional leadership on status of situation

5. In the next 6 hours set-up a call center and form a joint information center with larger jurisdiction
Operations Section Objectives

6. In the next 6 hours access main roads in jurisdiction to determine if they are safe and passable for first responder vehicles

8. In the next 24 hours identify at least safe locations for displaced residents and set-up 1 shelter locations

9. In the next 24 hours assess and tag priority 1 pre-identified buildings in jurisdiction

11. In the next 24 hours, assess debris conditions and develop a removal plan 8 - 363
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Planning Section Objectives

7. In the next 12 hours complete 1 planning cycle and distribute EOC action plan Logistics Section Objectives

10. In the next 24 hours, identify needs and work on requesting/procuring and providing preliminary life sustaining commodities for citizens
Finance/ Administration Section Objectives

3. In the next hour set-up incident project code to begin tracking cost associated with incident 8 - 364
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Organizational Chart:
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Weather Impacts on Operations:

None are forecasted.

Weather Forecast 5-Day
Weather Maps:

Additional Attachments
None.
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4.1.5 EOC Forms
The table below list all available EOC forms.

Note that these forms can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan.
# Name Form

1. FORM_EOC 201_Incident Briefing FORM_EOC
201_Incident Briefing

2. FORM_EOC 202_Incident Objectives FORM_EOC
202_Incident Objecti

3. FORM_EOC 205A_Communication List FORM_EOC
205A_Communicatio

4. FORM_EOC 207_Organization Chart FORM_EOC
207_Organization Ch

5. FORM_EOC 208_Safety Message FORM_EOC
208_Safety Message.

6. FORM_EOC 209_Incident Status Summary FORM_EOC
209_Incident Status

7. FORM_EOC 210_Resource Status Change FORM_EOC
210_Resource Status

8. FORM_EOC 211_Check-In FORM_EOC
211_Check-In.docx

9. FORM_EOC 213_Resource Request FORM_EOC
213_Resource Reque

10. FORM_EOC 214_Activity Log FORM_EOC
214_Activity Log.doc
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# Name Form

11. FORM_EOC 215_Resource Planning Worksheet FORM_EOC
215_Resource Planni

12. FORM_EOC 215A_Safety Analysis FORM_EOC
215A_Safety Analysis

13. FORM_EOC 226_Individual Performance Rating FORM_EOC 226_Individual Perfo

14. FORM_EOC 227_Claims Log FORM_EOC
227_Claims Log.docx

15. FORM_EOC 230_Daily Meeting Schedule FORM_EOC
230_Daily Meeting S

16. FORM_F&A_Cost Worksheet FORM_F&A_Cost
Worksheet.docx

17. FORM_F&A_Initial Damage Estimate FORM_F&A_Initial
Damage Estimate.do

18. CalEOC IDE CalEOC IDE.pdf

19. FORM_LOGS_DSWV Registration 2013 FORM_LOGS_DSWV
Registration 2013.do

20. FORM_LOGS_Resource Request FORM_LOGS_Resou
rce Request.docx

21. FORM_LOGS_Resource Tracking FORM_LOGS_Resou
rce Tracking.xlsx

22. FORM_MGT Media Briefing Schedule FORM_MGT Media
Briefing Schedule.do
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# Name Form

23. FORM_MGT_Disaster Assistance Directory FORM_MGT_Disast er Assistance Directo

24. FORM_MGT_Media Call FORM_MGT_Media
Call.docx

25. FORM_MGT_Press Release FORM_MGT_Press
Release.docx

26. FORM_MGT_Proclamation Resolutions FORM_MGT_Procla
marion Resolutions.

27. FORM_MGT_Public Call FORM_MGT_Public
Call.docx

28. FORM_OPS_Fire Deployed Resources FORM_OPS_Fire
Deployed Resources

29. FORM_OPS_Windshield Survey FORM_OPS_Winds
hield Survey.docx

4.1.6 EOC Reports
The table below list all available EOC Report Templates.

Note that these Report Templates can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan.
# Name Report Template

South Pasadena City CouncilFebruary 15, 2023

South Pasadena City Council
February 15, 2023