City of Stockton
Emergency
Operations
Plan
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LETTER OF PROMULGATION
June 2024
To: Officials and Employees of the City of Stockton
The preservation of life and property is an inherent responsibility of all levels of government. As disasters occur in devastating form at any time, the City of Stockton must provide safeguards, which will save lives and minimize property damage through planning, preparedness measures and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City of Stockton Emergency Operations Plan (EOP) establishes an Emergency Management Organization . It assigns functions and tasks consistent with California’s Standardized Emergency Management Systems (SEMS) and the National Incident Management System (NIMS.) Both systems provide for the integration and coordination of efforts within Stockton. These systems were adopted by both the State and Federal Government following disasters where a lack of coordination resulted in greater losses than necessary. It is very valuable to the City of Stockton that our plan works in conjunction with SEMS and NIMS.
The City’s plan was developed for use by City of Stockton employees with emergency service responsibility. Input was sought from agencies inside and outside of Stockton that have a coordination role in providing emergency services. These include the San Joaquin County Office of Emergency Services, the California Office of Emergency Services (Cal OES ) and the Federal Emergency Management Agency (FEMA.) Our plan provides direction on emergency response from the onset, through an extended response, and into the recovery process.
Once adopted, this plan will be reviewed and tested periodically and revised as necessary to meet changing conditions.
The Stockton City Council gives its full support to this Emergency Operations Plan and urges all employees to read the plan, understand it, know their role and be prepared to provide excellent service to the citizens of Stockton when needed.
Kevin J. Lincoln, Mayor
City of Stockton
Date
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APPROVAL AND IMPLEMENTATION
Foreword
The City of Stockton Emergency Operations Plan (EOP) addresses the city’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents and national security emergencies in or affecting the City of Stockton. This plan does not apply to normal day -to-day emergencies or the established departmental procedures used to cope with such emergencies. Rather, this plan focuses on operational concepts and would be implemented relative to 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 of Stockton.
• Identifies the roles and responsibilities required to protect the health and safety of Stockton residents, public and private property and the environmental effects of natural and technological emergencies and disasters.
• Establishes the operational concepts associated with a field response to emergencies, the City of Stockton Emergency Operations Center (EOC) activities and the recovery process.
Plan Approval and Implementation
Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page. The plan will be distributed to those city departments, supporting allied agencies, and community organizations that have assigned primary functions or responsibilities to the EOP.
Plan Activation
The City of Stockton Emergency Operations Plan may be activated by the Director of Emergency Services (Stockton City Manager) or designated alternates under any of the following circumstances:
• On the order of the Director of Emergency Services as designated by Section 2.82.060 of the City of Stockton Municipal Code.
• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in the City of Stockton and/or an area affecting the City of Stockton.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code.)
• 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.
Plan Modifications
Upon the delegation of authority from the Director of Emergency Services, specific modifications can be made to this plan by the Emergency Services Coordinator without the signature of the City Council. This June 2024 Emergency Operations Basic Plan, its Functional Annexes and Hazard Specific Annexes supersede all previous versions of the City of Stockton Emergency Operations Plan.
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RECORD OF CHANGES
REVISION
NUMBER
ENTERED BY DATE REVISION
NUMBER
ENTERED BY DATE
1 OES Section Chief, Reneé
Johnston, San Joaquin County
Office of Emergency Services
May, 2018 21
2 Shannon Lewis, Deputy
Chief/OES
June, 2020 22
3 Emergency Manager, Tim
Romero
June 2024 23
4 24
5 25
6 26
7 27
8 28
9 29
10 30
11 31
12 32
13 33
14 34
15 35
16 36
17 37
18 38
19 39
20 40
(Note: File each revision transmittal letter behind this record page.) EXHIBIT 1
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ACKNOWLEDGEMENT
The City of Stockton Fire Department and the San Joaquin County Office of Emergency Services would like to acknowledge and thank Stockton Fire Operations for the ir support during the update of this Emergency Operations Plan and the overall project. Additionally, we would like to thank those City of Stockton departments and stakeholders who play a critical role in the Emergency Management Organization within the city.
As with any working plan, this document represents planning strategies understood as of the date of this plan’s release. We hope that this plan provides effective tools, guidance and strategies in support of emergency operations planning, preparedness, response, recovery and mitigation within the City of Stockton.
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Contents
LETTER OF PROMULGATION ........................................................................................................................................ 3 APPROVAL AND IMPLEMENTATION ............................................................................................................................. 5 Foreword....................................................................................................................................................................... 5 Plan Approval and Implementation ............................................................................................................................... 5 Plan Activation .............................................................................................................................................................. 5 Plan Modifications ......................................................................................................................................................... 5 RECORD OF CHANGES .................................................................................................................................................. 6 ACKNOWLEDGEMENT .................................................................................................................................................... 7 TABLE OF CONTENTS .................................................................................................................................................... 9 SECTION 1.0 PURPOSE, SCOPE, SITUATION AND ASSUMPTIONS ........................................................................ 14
1.1 PURPOSE ............................................................................................................................................................ 14
1.1.1 Planning Organization and Format ................................................................................................................ 14
1.2 SCOPE ................................................................................................................................................................. 15
1.3 SITUATION OVERVIEW ...................................................................................................................................... 16
1.3.1 City History .................................................................................................................................................... 16
1.3.2 Hazard Analysis Summary ............................................................................................................................ 18
1.3.3 Capability Assessment .................................................................................................................................. 18
1.3.4 Mitigation Overview ....................................................................................................................................... 19
1.3.5 Assumptions .................................................................................................................................................. 20 SECTION 2.0 CONCEPT OF OPERATIONS ................................................................................................................. 22
2.1 Goals, Priorities, and Strategies ............................................................................................................................ 22
2.1.1 Operational Goals .......................................................................................................................................... 22
2.1.2 Operational Priorities ..................................................................................................................................... 22
2.1.3 Operational Strategies ................................................................................................................................... 22
2.2 Standardized Emergency Management System (SEMS) ..................................................................................... 23
2.2.1 SEMS Organization Levels ............................................................................................................................ 23
2.2.2 SEMS Functions ............................................................................................................................................ 24
2.2.3 SEMS Components ....................................................................................................................................... 25
2.2.4 National Incident Management System (NIMS) ............................................................................................ 27
2.2.5 Mutual Aid ..................................................................................................................................................... 27
2.2.6 Mutual Aid Coordination ................................................................................................................................ 28
2.3 Sequence of Events during Disasters ................................................................................................................... 31
2.3.1 Before Impact ................................................................................................................................................ 31
2.3.2 Immediate Impact .......................................................................................................................................... 32
2.3.3 Sustained Operations .................................................................................................................................... 33 EXHIBIT 1
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2.3.4 Transition to Recovery ................................................................................................................................... 33
2.3.5 Proclaiming an Emergency ............................................................................................................................ 34
2.4 Continuity of Government (COG) Operations ....................................................................................................... 38
2.4.1 City of Stockton Emergency Operations Policy Statement ............................................................................ 38
2.4.2 Disaster Service Workers .............................................................................................................................. 38
2.5 Continuity of Operations (COOP) ......................................................................................................................... 39 SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES .......................................................... 41
3.1 Emergency Management Response Levels.......................................................................................................... 41
3.1.1 National Emergency ...................................................................................................................................... 41
3.2 City Department/Allied Agency EOC Organization Assignments .......................................................................... 42
3.2.1 Director of Emergency Services .................................................................................................................... 42
3.3 Role of the Private Sector ..................................................................................................................................... 43
3.3.1 Stockton Residents ........................................................................................................................................ 43
3.3.2 Populations with Access and Functional Needs ............................................................................................ 43
3.3.3 At-Risk Individuals ......................................................................................................................................... 44
3.3.4 Businesses .................................................................................................................................................... 44
3.3.5 Volunteer Organizations ................................................................................................................................ 45
3.3.6 Public-Private Partnerships ........................................................................................................................... 45 SECTION 4.0 DIRECTION, CONTROL AND COORDINATION.................................................................................. 48
4.1 EOC Coordination with Other Government Levels and the Private Sector ........................................................... 48
4.1.1 Coordination with Field Response Level ....................................................................................................... 48
4.1.2 Coordination with San Joaquin Operational Area and Member Jurisdictions ................................................. 48
4.1.3 Coordination with the County and Special Districts ....................................................................................... 48
4.1.4 Coordination with the Inland Region Emergency Operations Center ............................................................ 49
4.1.5 Coordination with State and Federal Field Response ................................................................................... 49
4.1.6 Coordination with Volunteers and the Private Sector..................................................................................... 49 SECTION 5.0 INFORMATION COLLECTION AND DISSEMINATION .......................................................................... 51
5.1 Action Planning ..................................................................................................................................................... 51
5.1.1 Planning Requirements ................................................................................................................................. 51
5.1.2 Plan Elements ............................................................................................................................................... 51
5.1.3 Planning Responsibilities ............................................................................................................................... 51
5.2 EOC Reporting ..................................................................................................................................................... 52
5.2.1 Preliminary Reports ....................................................................................................................................... 52
5.2.2 Situation Reports ........................................................................................................................................... 52
5.2.3 Flash Reports ................................................................................................................................................ 52
5.2.4 Documentation .............................................................................................................................................. 52
5.2.5 Status Boards ................................................................................................................................................ 52
5.3 EOC Reporting Systems ....................................................................................................................................... 52 EXHIBIT 1
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5.4 Emergency Public Information .............................................................................................................................. 53 SECTION 6.0 COMMUNICATIONS ............................................................................................................................. 55
6.1 Warning Responsibility ......................................................................................................................................... 55
6.2 Warning and Alert Mechanisms ............................................................................................................................ 55
6.3 Warning Conditions............................................................................................................................................... 55 SECTION 7.0 ADMINISTRATION, FINANCE AND LOGISTICS ................................................................................ 57
7.1 Damage Assessment ............................................................................................................................................ 57
7.1.1 Initial Damage Assessment ......................................................................................................................... 57
7.1.2 Preliminary Damage Assessment (PDA) ..................................................................................................... 57
7.2 Process ................................................................................................................................................................. 57
7.2.1 Windshield Surveys ..................................................................................................................................... 57
7.2.2 Safety Assessment ...................................................................................................................................... 57
7.2.3 Detailed Inspection ...................................................................................................................................... 57
7.2.4 Engineering Assessment ............................................................................................................................. 58
7.2.5 Damage Assessment Chronology Summary ............................................................................................... 58
7.3 Documenting and Reporting Damage Assessments ............................................................................................. 60
7.3.1 Reporting ..................................................................................................................................................... 60
7.3.2 Windshield Survey ....................................................................................................................................... 60
7.3.3 Safety Assessment ...................................................................................................................................... 60
7.3.4 Detailed Damage Assessment..................................................................................................................... 60
7.3.5 Engineering Evaluation ................................................................................................................................ 60
7.3.6 Documentation ............................................................................................................................................ 60
7.4 After Action Reporting ........................................................................................................................................... 60
7.5 Expenditure Tracking ............................................................................................................................................ 61
7.5.1 Eligible Expenses ........................................................................................................................................ 61
7.5.2 Recordkeeping Requirements ..................................................................................................................... 61
7.6 Resource Management......................................................................................................................................... 62
7.6.1 Resource Priorities ...................................................................................................................................... 62
7.6.2 Resource Requests ..................................................................................................................................... 62
7.6.3 Emergency Resource Directory ................................................................................................................... 63 SECTION 8.0 PREPAREDNESS, TRAINING AND EXERCISES ................................................................................... 65
8.1 Preparedness Planning ......................................................................................................................................... 65
8.1.1 Community Preparedness and Awareness ................................................................................................... 65
8.1.2 Preparedness Actions .................................................................................................................................. 65
8.2 Readiness Training ............................................................................................................................................... 66
8.3 Exercise and Evaluation ....................................................................................................................................... 66 SECTION 9.0 PLAN DEVELOPMENT AND MAINTENANCE ........................................................................................ 68
9.1 Plan Development and Maintenance Responsibility ............................................................................................. 68 EXHIBIT 1
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9.2 Review and Updating ............................................................................................................................................ 68 SECTION 10.0 AUTHORITIES AND REFERENCES ..................................................................................................... 70
10.1 Authorities ........................................................................................................................................................... 70
10.2 References.......................................................................................................................................................... 70 GLOSSARY OF TERMS ................................................................................................................................................. 72 ACRONYMS. .................................................................................................................................................................. 79
TABLE OF CONTENTS
TABLE OF FIGURES
Figure 1 - Base Map of Stockton .................................................................................................................................. 17 Figure 2 - Hazard Analysis Summary........................................................................................................................... 18 Figure 3 - SEMS Organizations Levels ........................................................................................................................ 23 Figure 4 - SEMS Functions .......................................................................................................................................... 24 Figure 5 - Comparison of Field and EOC SEMS Functions ......................................................................................... 25 Figure 6 - Inland Region Mutual Aid…………………………………………………………………………………………...28 Figure 7 - Discipline Specific Mutual Aid Systems……………………………………………………………………………30 Figure 8 - Flow of Requests and Resources ................................................................................................................ 31 Figure 9 - Response Phase Sequence of Events ........................................................................................................ 37 Figure 10 - Damage Assessment Chronology Summary Chart ................................................................................... 59 EXHIBIT 1
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BASIC PLAN
SECTION 1.0 PURPOSE, SCOPE, SITUATION AND ASSUMPTIONS
1.1 PURPOSE
The purpose of the City of Stockton Emergency Operations Plan (EOP), its Functional Annexes and Hazard Specific Annexes is to provide the basis for a coordinated response before, during and after a disaster incident affecting the City of Stockton.
This plan is the principal guide for the City’s response to and management of real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Facilitate multi -jurisdictional and interagency coordination, particularly between local government, private sector, operational area (geographic county boundary), and state response levels, and appropriate federal agencies, in emergency operations.
• Serve as a city plan, and a reference document, when possible, it may be used for pre -emergency planning in addition to emergency operations.
• To be utilized in coordination with applicable local, state and federal contingency plans.
• Identify the components of an Emergency Management Organization (EMO), and establish associated protocols required to effectively respond to, manage emergencies and disasters.
• Establish the operational concepts and procedures associated with field response to emergencies, and Emergency Operations Center (EOC) activities.
• Establish the organizational framework for implementation of the California Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS), within the City of Stockton.
Allied agencies, private enterprise s, special districts 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.
1.1.1 Planning Organization and Format
The plan is divided into four elements that contain general and specific information relating to city emergency management operations. Those four elements are as follows:
Basic Plan
This section provides the structure and organization of the City of Stockton Emergency Management Organization , identifies individual roles and responsibilities, describes the concept of emergency operations, and identifies how the City integrates into the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
Functional Annexes
The Functional Annexes contain detailed descriptions of the methods that the City of Stockton and its departments follow for critical functions during emergency operations.
Hazard or Threat-Specific Annexes
These Hazard or Threat-Specific Annexes describe the City’s emergency response strategies that apply to a specific hazard.
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Supporting Documents
This section contains supporting materials for the overall Emergency Operations Plan.
1.2 SCOPE
The scope of this plan applies to any extraordinary emergency situation associated with any hazard, natural or caused by human activity that may affect the City of Stockton and generate situations requiring planned, coordinated responses by multiple agencies or jurisdictions.
The provisions, policies, and procedures of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in the City. The other governmental agencies within the City of Stockton maintain their own emergency operations plans and those plans are consistent with the policies and procedures established by this plan.
Incorporating the FEMA Comprehensive Preparedness Guide (CPG) 101 Version 2.0 and the State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised before an emergency and establishes the framework for implementation of the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) for the City. The Stockton EOP is intended to facilitate multi -agency and multi -jurisdictional coordination, particularly between the City of Stockton and its jurisdictions, including special districts, utilities, major businesses, the American Red Cross, community groups, State Agencies, and the Federal Government. Emergency operations in Stockton are coordinated through the structure of the Emergency Operations Center. This plan is used in coordination with the State Emergency Plan and the National
Response Framework.
This plan is part of a larger framework that supports emergency management within the State of California. Through an integrated framework of emergency plans and procedures involving all stakeholders in the emergency management community, the City of Stockton together with San Joaquin County, the State of California Office of Emergency Services (Cal OES) and the Federal Government will promote effective planning and coordination before an emergency, thereby ensuring a more effective response and recovery.
Each element of the emergency management organization is responsible for assuring the preparation and maintenance of appropriate response plans and current standard operating procedures (SOPs), resource lists and checklists that detail how assigned responsibilities will be performed to support the implementation of this plan and to ensure successful response during a major disaster.
Elements addressed in SOPs are:
• Arrangements for the provision of direction and control within the department/agency. • Specific emergency authorities may be assumed by a designated successor during emergency situations. • Circumstances under which successor emergency authorities would become effective, and when they would be terminated.
• Current internal personnel notification/recall rosters and procedures to implement them. This should include a 24-hour communication system with the capability to notify and call -out personnel designated by the agency for emergency response.
• Designation and establishment of a work/control/dispatch center or Department Operations Center (DOC) to manage organizational resources and response personnel and maintain contact with the EOC during emergencies.
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• Designation of a representative to report to the EOC during an emergency to advise decision makers and coordinate the agency's response effort with other responding entities. • Reporting of appropriate information (casualties, damage observations, evacuation status, shelter status, chemical exposure, etc.) to the EOC during an emergency. • Support of cleanup and recovery operations during disasters. • Training of assigned response staff to perform emergency functions.
The City intends to fulfill the policies described herein, within the capabilities and resources available at the time of an emergency or disaster event.
1.3 SITUATION OVERVIEW
This chapter describes several potential hazards that could affect the city upon their occurrence which would warrant the activation of the City of Stockton Emergency Management Organization.
1.3.1 City History
Founded in 1849 and incorporated in 1850, the City of Stockton is one of the oldest incorporated cities in California.
In 1922, Stockton city voters approved a City Charter (municipal constitution) with a City Council -Manager form of government, which is still being used today.
The City of Stockton, the county seat of San Joaquin County, is the 1 1th- largest city in California in population and one of the largest in area in the Central Valley. Stockton has an estimated population of 346,965 making it around the 62nd largest city in the U.S. The city is located in Northern California south of the state capital of Sacramento and north of Modesto.
Stockton is along Interstate 5, State Route 99 and State Route 4 amid the farmland of the California Central Valley. It is connected westward with San Francisco Bay by the San Joaquin River's 78 -mile (126 km) channel, and is, with Sacramento, one of the state's two inland seaports. In and around Stockton are thousands of miles of waterways and rivers that make up the California Delta.
Stockton is known as the "Asparagus Capital of America", and is the location of the Haggin Museum, an art and history museum built in Victory Park in 1931. The museum displays 19th and 20th century works of art and houses local historical exhibits. For much of the later 19th century, starting with the Gold Rush, Stockton was one of the largest cities in the state and, for a while the third largest city.
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Figure 1 – Base Map of Stockton
Figure 1 - Base Map of Stockton
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1.3.2 Hazard Analysis Summary
The City of Stockton is vulnerable to a wide range of threats. An all -hazards threat perspective must include a complete range of threats , including emerging and increasing technological factors (e.g., the increased transportation of numerous hazardous materials on state highways, roads, and interstates throughout the City). It is important to consider past events for future planning, with the consideration that the location and scope of hazards changes over the year consider past events for future planning, with the consideration that the location and scope of hazards changes over the years.
Although an attempt has been made to identify all major hazards and their respective impacts, it must be remembered that we live in a time of emerging threats, and nature, coupled with humankind’s ongoing development and tendencies toward violence , ensures that the material contained within this document will require modification over time.
A brief hazard analysis summary is located below Figure 2 - Hazard Analysis Summary for the City of Stockton. The summary is based on Probability (likelihood) and Severity (loss of life and/or property) and is categorized in to the three (3) main types of disaster events: Natural Disasters, Technological Hazards and Human-Caused.
City of Stockton Hazard Analysis Summary
HAZARD PROBABILITY SEVERITY
NATURAL HAZARDS
Environmental High High to Very High
Flood High High to Very High
Public Health/Pandemic High High to Very High
Severe Weather Moderate Moderate to High
Earthquake Moderate Moderate
Infestation/Pestilence Low Low
Landslide Very Low Low
TECHNOLOGICAL HAZARDS
Transportation Accident High to Very High High to Very High Utility/Power Failure Moderate to High High to Very High Hazardous Materials High High
Dam Failure Low High to Very High
Levee Failure Low High to Very High
Urban Conflagration (Firestorm) Moderate to High Moderate Resource Disruption/Depletion Low Low
HUMAN CAUSED HAZARDS
Violent Encounter Extremely High High to Very High
Civil Disorder Moderate to High Moderate to High
Terrorism (Conventional) Moderate Moderate
Terrorism (CBRNE) Low to Moderate Low to Moderate
Terrorism (Agricultural) Low Low
Terrorism (Cyber) Low to Moderate Low
Figure 2 - Hazard Analysis Summary
For detailed City of Stockton hazard descriptions on each hazard identified in the summary, refer to Hazard/Threat Specific Annexes.
1.3.3 Capability Assessment
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be addressed through preparedness planning goals and actions deemed practical considering the jurisdiction’s capabilities to implement them. Finally, the capability assessment highlights the positive measures that are in place or underway for continued support and enhancement of the jurisdiction’s preparedness and response efforts.
As an established organization, the City of Stockton Office of Emergency Services has the capabilities to perform the necessary emergency response duties outlined in this EOP. The city has an established emergency management organization, alert, warning, and communication system and channels. As outlined in the Stockton Municipal Code:
Section 2.82 – Emergency Organization and Functions, Stockton has identified the response capabilities and resources (equipment, personnel, etc.) to respond to an emergency situation. San Joaquin County in coordination with the City of Stockton, maintains an Emergency Resource Directory database format that lists available vendors, supplies, and equipment that can be available during a disaster situation
1.3.4 Mitigation Overview
The City of Stockton has taken several mitigation measures for each identified hazard to minimize the impact that is likely to result from an emergency. Some of those mitigation measures are as follows:
General:
• As a jurisdiction within San Joaquin County, the City of Stockton is included in the County Local Hazard Mitigation Plan which provides hazard specific detail as to the mitigation measures taken to create a safer community.
• In coordination with San Joaquin County, a Flood Mitigation Plan has been developed to provide guidance to city departments responsible for protecting life, property, and livestock; involved in land use planning; responsible for administering the Federal Emergency Management Agency (FEMA) National Flood Insurance Program (NFIP), and responsible for responding to flood emergencies within the City. The City of Stockton has a Hazard Specific Flood Response Annex to provide a general description and overall concept of operations for the City of Stockton ’s response to flood emergencies. The Annex describes specific procedures in place that will guide public safety response to areas affected by a flood em ergency and how to coordinate operations with other jurisdictions. For more information on the City of Stockton flood response, refer to the Hazard Specific Flood Response Hazard/Threat-Specific Annex. • The City of Stockton has a 2035 General Plan approved on December 11, 2007 that includes the Health and Safety Element section which outlines all of the mitigation measures that have occurred and will occur regarding the safety of the city citizenry and communities.
Hazard/Issue Specific:
• Human Health Hazard – The City of Stockton has a Human Health Hazard Annex that can assist with pandemics.
• Public Health – The San Joaquin County Public Health Department has an Emergency Response Division that focuses on Citizen, Community and Environmental Health, public information/preparedness outreach and planning.
• Agricultural/Animal Care – San Joaquin County has preparedness documentation for livestock, horse and domestic pet preparedness.
• Resource Management – The San Joaquin County Office of Emergency Services can assist with emergency vendors, equipment and resources including shelters available during a disaster situation to aid in response and recovery.
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• Mass Care and Shelter Plan – San Joaquin County, has undertaken Mass Care and Shelter planning efforts. The shelters are managed by the American Red Cross and government agencies. • Access and Functional Needs – The Department of Homeland Security (DHS) launched www.ready.gov in February 2003, Ready is a National public service campaign designed to educate and empower the American people to prepare for, respond to and mitigate emergencies, including natural and man -made disasters. The goal of the campaign is to promote preparedness through public involvement. For more information on preparing the whole community for a disaster, refer to www.ready.gov. • Hazardous Materials Plan – San Joaquin County has developed documentation to provide guidance to the Hazardous Materials Response Team (HMRT) in the event of a HazMat incident within the County.
1.3.5 Assumptions
Certain assumptions were used during the development of this plan. These assumptions translate into basic principles associated with conducting emergency management operations in preparation for, response to and recovery from major emergencies. “Assumptions” provide context, requirements, and situational realities that must be addressed in plan development and emergency operations.
• Emergencies or disasters may occur at any time, day or night, in populated as well as remote, areas of the City of Stockton.
• Major emergencies and disasters will require a multi -agency, multi-jurisdictional response. For this reason, it is essential that the Standardized Emergency Management System (SEMS), and in many cases a Unified Command, be implemented immediately by responding agencies, and expanded as the situation dictates. • The City of Stockton is primarily responsible for emergency actions within the City Boundaries and will commit all available resources to save lives, minimize injury to persons and minimize property damage. • Large-scale emergencies and disasters may overburden local resources and necessitate 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. • Major emergencies and disasters may generate widespread media and public interest. The media must be considered a partner in large -scale emergencies and disasters; this relationship can provide considerable assistance in emergency public information and warning. • Large-scale emergencies and disasters 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 consequences. • Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.
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SECTION 2.0 CONCEPT OF OPERATIONS
2.1 Goals, Priorities, and Strategies
During the Response Phase, emergency managers set goals, prioritize actions and outline operational strategies.
This plan provides a broad overview of those goals, priorities and strategies and describes what should occur during each step, when, and in whose direction.
2.1.1 Operational Goals
During the response phase, the agencies that are charged with responsibilities in this plan should focus on the following five goals:
• Mitigate Hazards.
• Meet Basic Human Needs.
• Address Needs of People with Access and Functional Needs. • Restore Essential Services.
• Support Community and Economic Recovery.
2.1.2 Operational Priorities
Operational priorities govern resource allocation and the response strategies for the City of Stockton and its political subdivisions during an emergency. Below are the operational priorities addressed in this plan:
• Save Lives – The preservation of life is the top priority of emergency managers and first responders and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the emergency’s impact 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 California’s environment and protect it from damage during an emergency.
2.1.3 Operational Strategies
To meet the operation goals, emergency responders should consider the following strategies:
Mitigate Hazards – As soon as practical, suppress, reduce , or eliminate hazards and/or risks to persons and property during the disaster response. Lessen the actual or potential effects or consequences of future emergencies.
Meet Basic Human Needs – All possible efforts must be made to supply resources to meet basic human needs, including food, water, shelter, medical treatment, and security during the emergency. Afterward, provisions will be made for temporary housing, food, and support for re-establishing employment after the emergency passes.
Address Needs of People with Access and Functional Needs – People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of people with access and functional needs must be considered and addressed. Refer to this plan, 3.3.2 Populations with Access and Functional Needs.
Restore Essential Services – Power, water, sanitation, transportation , and other essential services must be restored as rapidly as possible to assist communities in returning to normal daily activities.
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Figure 3 - SEMS Organizations Levels
Support Community and Economic Recovery – All members of the community must collaborate to ensure that recovery operations are conducted efficiently, effectively , and equitably, promoting expeditious recovery of the affected areas.
2.2 Standardized Emergency Management System (SEMS)
The Standardized Emergency Management System (SEMS) is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. SEMS is required by the California Emergency Services Act (ESA) to manage multiagency and multijurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of the Incident Command System (ICS), California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), the Operational Area (OA) concept, and multiagency or inter-agency coordination. State agencies are required to use SEMS and local government entities must use SEMS to be eligible for any reimbursement of response - related costs under the state’s disaster assistance programs.
2.2.1 SEMS Organization Levels
There are five (5) SEMS organizational levels, as illustrated in Figure 3 - SEMS Organization Levels.
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.
Local Government – The Local Government level includes cities, counties and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. Local governments are required to use SEMS when their Emergency Operations Center (EOC) is activated or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs.
Operational Area (OA) – An OA is the intermediate level of the state's emergency management organization which encompasses a county’s boundaries and all political subdivisions located within that county, including special districts. The OA facilitates and/or coordinates information, resources and decisions regarding priorities among local governments within the OA. The OA serves as the coordination and communication link between the Local Government Level and Regional Level. State, federal , and tribal jurisdictions in the OA may have statutory authorities for response similar to that at the local level.
Region – The Regional Level manages and coordinates information and resources among OAs within the mutual aid region and also between the OA 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 California Office of Emergency Services (CalOES) Administrative Regions – Inland, Coastal Southern – which are further divided into six mutual aid regions . The Regional Level operates out of the Regional Emergency Operations Center (REOC). See Figure 6 – Inland Region Mutual Aid.
State – The state level of SEMS prioritizes tasks and coordinates state resources in response to the requests 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 (EMAC) and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency (FEMA) when federal EXHIBIT 1
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assistance is requested. The state level operates out of the State Operations Center (SOC).
At the Federal level, the National Response Framework (NRF) identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the SEMS process through the mutual aid region and State Operations Center.
2.2.2 SEMS Functions
SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies include the five functions identified in Figure 4 - SEMS Functions. These functions must be applied at each level of the SEMS organization.
Figure 4 - SEMS
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 SEMS EOC 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 (ICS), the Incident Commander (IC), 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 IC must respond to higher authority. Depending 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 (DOC) or EOC, when activated.
• Management: The EOC serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the EOC, the Management function:
o Facilitates multiagency coordination and executive decision making in support of the incident response
o Implements the policies established by the governing bodies o Facilitate the activities of the Multiagency (MAC) Group
• Operations: Coordinate and support all jurisdictional operations in support of the response to the emergency through the implementation of the organizational level's Action Plans (AP). At the Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable to, EXHIBIT 1
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or in support of the objectives in accordance with the Incident Action Plan (IAP). In the EOC, the Operations Section Coordinator manages functional coordinators 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 Ordering Managers 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 IAP at the Field Level or the AP at an EOC. Planning/Intelligence also maintains information on the current and forecasted situation and the status of resources assigned to the emergency or the EOC. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems (GIS) priorities, compile and maintain documentation, conduct 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 s or EOC personnel and hired equipment, coordinate procurement activities, process claims, and track costs.
The field and EOC functions are further illustrated in Figure 5 - Comparison of Field and EOC SEMS Functions.
PRIMARY SEMS
FUNCTION
FIELD RESPONSE LEVEL
EOCS AT OTHER SEMS LEVELS
Command/Management Command is responsible for the directing, ordering, and/or controlling of resources.
Management is responsible for the 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 EOC 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 jurisdiction activities as required.
Finance/Administration Financial and cost analysis and
administrative aspects are not handled by
the other functions.
Responsible for coordinating and supporting
administrative and fiscal considerations
surrounding an emergency incident.
Figure 5 - Comparison of Field and EOC SEMS Functions
2.2.3 SEMS Components
Management by Objectives
The Management by Objectives (MBO) feature of ICS, as applied to SEMS, means that each SEMS Level establishes, measurable and attainable objectives to be achieved for a given Operational Period. An objective is an aim or end of an action to be performed. Each objective may have one or more strategies and performance actions needed to achieve the objective.
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Operational Period
The Operational Period is the length of time set by command at the Field Response Level, and by management at other levels to achieve a given set of objectives. The period may vary in length from a few hours to days and will be determined by the situation.
Action Plans
Actions planning should be used at all SEMS Levels. There are two types of action plans in SEMS: Incident Action Plans and EOC Action Plans. The Incident Action Plans (IAP) are used at the Field Response Level. The IAP can be either written or verbal , although for documentation purposes , the written IAP is preferable. The IAP contains objectives reflecting the overall incident strategy specific tactical action, as well as supporting information for the next Operational Period. Incident Action Plans are an essential and required element in achieving objectives under ICS.
EOC Action Plans are crafted at Local Government, Operational Area, Region, and State EOC Levels. The use of EOC Action Plans provides designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. EOC Action Plans not only provide direction, but also serve to provide a basis for measuring the achievement of objectives and overall system performance. Action Plans can be extremely effective tools during all phases of a disaster.
Organizational Flexibility – A Modular Organization
This SEMS feature intends that at each SEMS Level, only those functional elements that are required to meet current objectives need to be activated. All elements of the organization can be arranged in various ways within or under the five SEMS essential functions.
The functions of any non-activated element are the responsibility of the next highest element in the organization.
Each activated element must have a person in charge; however, one supervisor may oversee more than one functional element.
Organizational Unity and Hierarchy of Command
Organizational unity means that every individual within an organization has a designated supervisor. Hierarchy of command/management means that all functional elements within each activated SEMS Level are linked to form a single overall organization with the appropriate span of control limits.
Span of Control
Maintaining a reasonable span of control is the responsibility of every supervisor at all SEMS Levels. The optimum span of control is one to five, meaning that one supervisor has direct supervisory authority over five positions or resources. The recommended span of control for supervisory personnel at the Field Response Level and all EOC Levels should be in the one -to-three to one -to-seven ratio. A larger span of control may be acceptable when the supervised positions or resources are all performing a similar activity.
Personnel Accountability
An important feature of all SEMS Levels is personnel accountability. This is accomplished through the Organization’s Unity and Hierarchy of Command or Management features, along with the use of check -in forms, position logs and various status forms. The intent is to ensure that there are proper safeguards in place so all personnel at any SEMS Level can be accounted for at any time.
Common Terminology
In SEMS, common terminology is applied to: functional elements, position titles, facility designations, and resources. The purpose of having common terminology is to rapidly enable multi -agency, multi -jurisdiction organizations and resources to work together effectively. This will vary from level to level in terms of directing, controlling, coordinating, and resource inventorying. Procedures for effective resources management must be geared to the function and the level at which the function is performed.
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Integrated Communications
This feature of SEMS relates to hardware systems, planning for system selection and linking, and the procedures and processes for transferring information. At the Field Response Level, integrated communications are used in any emergency. At and between all SEMS Levels, there must be a dedicated effort to ensure that communications systems, planning and information flow are accomplished effectively. The specifics of how this is accomplished at EOC Levels may be different than at the Field Response Level.
More on the SEMS Regulations and SEMS Guidelines can be found on the CalOES Website, www.caloes.ca.gov/cal-oes-divisions/planning-preparedness/standardized-emergency-management-system
2.2.4 National Incident Management System (NIMS)
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 domestic incident management. To address 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 HSPDs 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 (DHS) to coordinate with other Federal departments and agencies and State, local, and Tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS).
• HSPD-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.
NIMS, the NRF, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event , how it needs to be done , 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.
NIMS provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident. Building on the ICS, NIMS provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. NIMS requires the institutionalization of ICS and its use to manage all domestic incidents.
NIMS 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 NIMS system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
2.2.5 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 EXHIBIT 1
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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 the expectation of reimbursement. Under specific conditions, federal and state funding may be appropriated to reimburse public agencies that aid other jurisdictions. If other agreements, memoranda, and contracts are used to assist in 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 (4) approved, formal Mutual Aid Systems in California:
• Law Enforcement Mutual Aid Plan
o Law Enforcement
o Search and Rescue
o Coroner
• Fire and Rescue Mutual Aid Plan
o Urban Search and Rescue
• Public Health and Medical Mutual Aid System
• Emergency Management Mutual Aid Plan
(EMMA) (resources not covered by the other
three (3) systems)
Other informal mutual aid involves, but is not limited to the interchange of:
• Public Information
• Medical and Health
• Communications
• Transportation Services
• Facilities
• Hazardous Materials Mutual Aid System
• Volunteer and Private agencies
Figure 6 - Inland Region Mutual Aid
California is divided into six mutual aid regions, which are subdivisions of the state emergency services organization established to facilitate the coordination of mutual aid and other emergency operations within an area of the State consisting of two or more Operational Areas. A map of the Inland Region is shown in Figure 6 - Inland Region Mutual Aid , which details the Mutual Aid Regions III, IV & V, San Joaquin County is located in Mutual Aid Region IV.
2.2.6 Mutual Aid Coordination
Formal mutual aid requests will follow specified procedures and are processed through pre -identified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains (i.e., fire, law enforcement, emergency
manager, 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.
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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 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 on that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Region 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 Region 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 Secretary of Cal OES is responsible for coordinating state mutual aid resources in support of local jurisdictions during times of emergency. The Secretary will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking an appropriate state agency to fill the need. Figure 7 - Discipline-Specific Mutual Aid Systems documents the flow of information, resources requests and resources within specific mutual aid agreements relative to the SEMS organization levels.
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Figure 7 - Discipline Specific Mutual Aid Systems
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Figure 8 – Flow of Requests and Resources depicts the resource management process for the state under SEMS.
In this model, the affected local government can access all stakeholders at all levels of the system.
Figure 8 - Flow of Requests and Resources
2.3 Sequence of Events During Disasters
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 the 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.
2.3.1 Before Impact
Routine Monitoring for Alerts, Watches , and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase the 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. • Precautionary activation Emergency Operations Centers.
Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives and protect property. During this phase, warning systems are activated, evacuation begins, and resources are mobilized.
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2.3.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, saving lives , and minimizing the effects of the disaster.
Alert and Notification: Local response agencies are alerted about an incident by the public through 9 -1-1, another response agency, or another 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 from within the City 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 ICS organizational structures, doctrine and procedures.
Establishing Incident Command: Incident Command is established to direct, order, or control resources by virtue of some explicit legal, agency , or delegated authority. Initial actions are coordinated through the on -scene Incident Commander (IC). The Incident Commander develops an initial Incident Action Plan (IAP), which sets priorities for the incidents, 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 (ICP) to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate ICS organizations or to oversee the management of a very large or evolving incident that has multiple incident management teams engaged.
Activation of the Multiagency Coordination System (MACS): Responding agencies will coordinate and support emergency management and incident response objectives through the development and use of integrated Multiagency Coordination Systems (MACS) and MAC Groups. This includes developing and maintaining connectivity capability between ICP, local 9 -1-1 Centers, local Emergency Operations Centers (EOC), REOC, the SOC , and federal EOC and NRF organizational elements.
Local EOC Activation: Local jurisdictions activate their local EOC 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 EOC 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 contact to support multiagency coordination. When activated the local EOC notifies the OA lead that the local EOC has been activated. For additional information regarding the City of Stockton Direction, Control and EOC functions, refer to the Direction and Control Functional Annex A.
Communications between Field and the EOC: When a jurisdiction EOC is activated, communications and coordination are established between the IC and the Department Operations Center (DOC) to the EOC, or between the IC and the EOC.
Operational Area (OA) EOC Activation: If one or more Local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the OA EOC activates. The OA EOC also activates if a Local Emergency is proclaimed by the affected local government. The OA EOC 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 REOC and mutual aid coordinators.
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Regional Emergency Operations Center (REOC) Activation: Whenever an Operational Area EOC is activated , the Cal OES Regional Administrator will activate the REOC within the affected region and notifies CalOES Headquarters. The REOC 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 SOC for coordination.
State Operations Center (SOC) Activation: The SOC is activated when the REOC activates in order to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate. • Process resource requests between the affected regions, unaffected regions, and state agency Department Operation Centers.
• Process requests for federal assistance and coordinate with Federal Incident Management Assistance Teams (IMATs) when established.
• Coordinate interstate resource requests as part of the Emergency Management Assistance Compact (EMAC) or Interstate Disaster and Civil Defense Compact. • The SOC may also be activated independently of a REOC to continuously monitor emergency conditions.
Joint Information Center (JIC) 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.
Department Operations Center (DOC) Activation: Each state agency may activate a department operations center to manage information and resources assigned to the incident. If a DOC is activated, an agency representative or liaison may be deployed to facilitate information flow between the two facilities.
FEMA Regional Response Coordination Center (RRCC) Activation: The FEMA RRCC may deploy a liaison or IMAT to the SOC to monitor the situation and provide situational awareness to federal officials.
2.3.3 Sustained Operations
As the emergency continues, further emergency assistance is provided to victims of the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as search and rescue of, shelter and care for and identification of victims.
2.3.4 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 life support 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, the damage is assessed, local assistance centers and disaster recovery centers are opened, and hazard mitigation surveys are performed.
Local Assistance Centers : Local Assistance Centers (LACs) 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 normally staffed and supported by local, state and federal agencies, as well as non -profit and voluntary organizations. The LAC provides a single facility at which individuals, families and businesses can access available disaster assistance programs and services. As more federal resources arrive, a state-federal Disaster Recovery Center (DRC) may be collocated with the LACs.
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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 include s processes for resource tracking and ensuring applicable reimbursement. Where applicable, the demobilization should include compliance with mutual aid and assistance provisions. For information on the Recovery efforts following a disaster, refer to Recovery and Mitigation Function Annex E.
2.3.5 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, and (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 the affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdictions and local government, they are not prerequisite s for rendering mutual aid and assistance under existing agreements or requesting assistance from the American Red Cross (ARC) or state agencies.
Local Emergency Proclamation: A Local Emergency may be proclaimed by the Mayor, the Director of Emergency Services, and the Stockton City Council (as an entity) as specified by the adopted municipal code. A Local Emergency proclaimed by these individuals must be ratified by the Stockton City Council (as an entity) within seven 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.
Proclamations are normally made when there is an actual incident or threat of disaster or extreme peril to the safety of persons and property within the City of Stockton, caused by natural, technological, or human-caused situations.
The proclamation of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency. • 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 of 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 orders.
• Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.) EXHIBIT 1
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Request for Cal OES Secretary’s Concurrence: Local governments can request cost reimbursement from the state for certain disaster –related repair costs under the California Disaster Assistance Act (CDAA) following the proclamation of a Local Emergency. The Secretary’s concurre nce with the local proclamation is required for this reimbursement. This step is not required if a Governor’s Proclamation of a State of Emergency is received for the same event.
Request for the Governor to Proclaim a State of Emergency: When emergency conditions exceed , or have the potential to exceed, local resources and capabilities, the local government may request the Governor Proclaim a State of Emergency. The formal request may be included in the original emergency proclamation or as a separate document. The request must be received within ten days of the event. In addition to providing access to reimbursement for eligible disaster -related response and recovery expenditures, a Governor’s proclamation can facilitate other actions, such as waiver of State regulations impacting response or recovery operations.
Initial Damage Estimate: The request for a Secretary’s concurrence or a Governor’s proclamation should include a copy of the proclamation document and an Initial Damage Estimate (IDE) that estimates the severity and extent of the damage caused by the emergency. An IDE may not be immediately required for sudden emergencies with widespread impacts, emergencies of significant magnitude, or during fast moving emergencies where immediate response assistance is necessary.
Analysis of Request: The request and the IDE are reviewed by the Cal OES Region, and a recommendation is made to the Governor through the Secretary of Cal OES.
Proclamation of a State Emergency: The Governor proclaims a State of Emergency based on the formal request from the local governing body and the recommendation of Cal OES. 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 activities designed to prevent or alleviate actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any services 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 statutes, ordinances, regulations, or rules that impose restrictions on the emergency response activities.
Governor’s Proclamation Without a Local Request: A request from the local governing body is not always necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of Emergency if the safety of persons and property in California are threatened by conditions of extreme peril or if the emergency conditions are beyond the emergency response capability and capabilities of the local authorities. This situation is, however, unusual.
Proclamation of a State of War Emergency: In addition, 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.
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The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.
State Request for a Presidential Declaration: 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 governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential emergencies or major disaster declarations.
Preliminary Damage Assessment: Upon submission of the request, FEMA coordinates with the state to conduct a Preliminary Damage Assessment (PDA) and determine if the incident is of sufficient severity to require federal assistance under the Stafford Act. This process could take a few days to a week , depending on the magnitude of the incident. FEMA uses the results of the PDA to determine if the situation is beyond the combined capabilities of the state and local resources and to verify the need for supplemental federal assistance. The PDA also identifies any unmet needs that may require immediate attention. The PDA may not be required if immediate response assistance is necessary.
Federal Analysis of the State’s Request: The FEMA Regional Administrator assesses the situation and the request and makes a recommendation to the President through the Federal Department of Homeland Security on a course of action. The decision to approve the request is based on such factors as the amount and type of damage, the potential needs of the affected jurisdiction and the state, availability of state and local government resources, the extent and type of insurance in effect, recent disaster history and the state’s hazard mitigation history.
Federal Declarations without a PDA: If the incident is so severe that the damage is overwhelming and immediately apparent, the President may declare a major disaster immediately without waiting for the PDA process described above.
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 (42 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 reso urces and funding to support response and recovery, federal agencies may also assist under other authorities or agreements that do not require a Presidential Declaration.
The sequence of activities occurring for the emergency response and the proclamation process is illustrated in EXHIBIT 1
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Figure 9 – Response Phase Sequence of Events.
Figure 9 - Response Phase Sequence of Events
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2.4 Continuity of Government (COG) Operations
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 the destruction of public and private records essential to continued 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. This can best be done by the civil government. To this end, local units of government must continue to function.
Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government.
For additional information regarding the City of Stockton Continuity of Operations, refer to Direction and Control Functional Annex A
2.4.1 City of Stockton 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 the 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.
Households of Emergency Response Personnel: 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 arrangements 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 of Stockton 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 or 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.
2.4.2 Disaster Service Workers
Under the California Government Code, Section 3100 -3109, all public employees are obligated to serve as Disaster Service Workers (DSW’s). Public employees (civil service) are all persons employed 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 serv ing in a position in the EOC, support ing shelter operations, or working at a logistics base in the field.
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• 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.
• Disaster Service Worker assignments may include duties within the EOC, in the field, or at another designated location.
Under no circumstances will city employees who 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 that are beyond their recognized capabilities.
2.5 Continuity of Operations (COOP)
General Guidance
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.
For additional information regarding the City of Stockton Continuity of Operations, refer to Direction and Control Functional Annex A.
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SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
3.1 Emergency Management Response Levels
The City of Stockton Emergency Operations Plan (EOP) 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 EOP and EOC will be activated, and to what level.
For planning purposes, the California Office of Emergency Services (Cal OES) has established three (3) "levels" of response to emergencies. The City of Stockton also employs this system to guide local response to emergencies.
Emergency Response includes the following three levels:
• Level Three EOC Activation: Level Three is a minimum activation. This level may be used for situations that initially only require a few people, e.g., a short -term earthquake prediction at level one or two , alerts of storms, or tsunamis, or monitoring of a low -risk planned event. At a minimum, Level Three staffing consists of the EOC Director, Section Coordinators, and a situation assessment activity in the Planning and Intelligence Section. Other members of the organization could also be part of this level of activation , e.g., the Communications Unit from the Logistics Section, or an Information Officer.
• Level Two EOC Activation: 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 of all organization elements, or less than full staffing. The EOC Director, in conjunction with the General Staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations. Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations.
• Level One EOC Activation: Level One activation involves a complete and full activation with all organizational elements at full staffing. Level One would normally be the initial activation during any major emergency. The numbering sequence of EOC staffing progression is established in the SEMS guidelines and is opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place since the inception of SEMS, this plan recommends continuing the sequence as established in the SEMS guidance documents.
The City EOC will be activated and staffed accordingly by City personnel and representatives from allied agencies, jurisdictions, and organizations as appropriate.
3.1.1 National Emergency
In the event of a declared National Emergency, the City EOC could be activated, and all elements of local government organized to respond to the indicated threat. A National Emergency may occur due to a real or potential act of terrorism or other catastrophic event that affects the country, including the City of Stockton and surrounding jurisdictions.
For additional information regarding the City of Stockton Direction and Control and EOC Functions, refer to the Direction and Control Functional Annex A.
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3.2 City Department/Allied Agency EOC Organization Assignments
In the event of an EOC activation, each City Department and selected allied agencies are assigned specific functions to support emergency management operations. These assignments may involve direct participation within the EOC or provide indirect support. See the Responsibility Matrix below for Primary (P) and Support (S) roles for each City Department/Organization.
City of Stockton County Other
Administrative Services
Fire Department
Police Department
Information Technology
Community Services
Community Development
Public Works/MUD
Human Resources
City Attorney
County OES Office/County
Administration
Environmental Health
Public Health
Social Services
Sheriff
School District
American Red Cross/Other
NGOs
State/Federal Agencies
Action Planning P S
Alerting and Warning S S P S S
Animal Care P S S
Care and Shelter P S S S
Construction & Engineering P
Coroner P
Damage Assessment S P
Debris Clearance S P
Evacuation P S
Facilities S P
Finance P
Fire and Rescue P
Flood Control S P S S
Hazardous Materials P S
I.T. & Telecommunications P
Law Enforcement P S
Legal Considerations P P S
Management P S S S
Medical/Health P S
Personnel P
Procurement P
Public Information P S S S S
Public Works P
Services & Support P
Situation Status S S S S S P S S S S S S S S S S
Transportation S P
Utilities P
Vital Records P
P=Primary S=Support
3.2.1 Director of Emergency Services
During a local level emergency or disaster, the City Manager , as the Director of Emergency Services , coordinates citywide emergency operations with the Emergency Services Coordinator and Stockton’s mutual aid partners. During an emergency the City Manager and OES, to the extent deemed necessary, has complete authority over all City of EXHIBIT 1
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Stockton department personnel and resources as directed in the Municipal Code. ( Stockton Municipal Code Title 2 Administration and Personnel, Chapter 2.82 Emergency Organization and Function: 2.82.070 Director of Emergency Services – Power and duties – Additional.) (Prior code § 4-056.1)
3.3 Role of the Private Sector
3.3.1 Stockton Residents
The residents of Stockton are the 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 volunteer programs such as Community Emergency Response Teams (CERT) and remain ready to volunteer or support emergency response and recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow directions from authorities. By being prepared, residents can better serve their families, and their community and reduce demands on first responders.
3.3.2 Populations with Access and Functional Needs
According to the U.S. Census of 2014, approximately 3.8 million (10%) Californians over the age of five years have a disability. The state’s population of older adults is also growing, and according to the California Department of Aging, in California there will be approximately 8.5 million people over the age of 60 by 2020 (21%), and almost 12.5 million people over the age of 60 by 2040 (25%).
Most disaster response systems and plans are designed for people who can walk, run, see, drive, read, hear, speak, and quickly respond to alerts and instructions. This presents challenges for adults and children with disabilities and others with access and functional needs. This population may suffer severe and less forgiving consequences without essential support. The margin of resiliency in emergencies is smaller and the impact is higher.
Individuals with access and functional needs include, but are not limited to, those who have/are:
• Physical, intellectual, developmental, and mental health-related disabilities • Blind/visually impaired
• Deaf/hearing impaired
• Mobility impairments
• Injuries
• Chronic conditions
• Older adults
• Infants and children
• Living in institutionalized settings
• Poor or homeless
• Limited English proficiency or are non-English speakers • Transportation disadvantaged
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that the 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 – People with disabilities must be given the same information provided to the general population. Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind.
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• 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.
• 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 (ADA).
3.3.3 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:
• Out of hearing range of community alert sirens
• 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 • Geographically or culturally isolated
3.3.4 Businesses
Much of Stockton’s critical infrastructure is owned or 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 and play a critical role in meeting the needs of those impacted by an emergency.
Target Hazards: Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and the surrounding community. This requires businesses to coordinate with federal, state , and local 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 CalOES Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds to submit Business Program Plans and Risk Management Plans to the San Joaquin County Certified Unified Program Agency (CUPA) or Administering Agency (AA). The AA can then develop Hazardous Materials Area Plans to respond to a release of hazardous materials within San Joaquin 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 the community at -large by providing:
• Information to the 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.
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• A listing of critical products and services.
• Production shut-down procedures.
• A company command post.
• Alternate 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 governments can effectively coordinate with businesses by establishing a business operations center that is linked to their existing emergency operations center.
3.3.5 Volunteer Organizations
The City of Stockton recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources that can augment emergency response and recovery efforts.
Examples of voluntary organizations are:
• City of Stockton Volunteers: Volunteers who are already connected to the City of Stockton prior to an emergency can be a great asset during a disaster.
o Fire Corps: Fire Auxiliary, Explorers, Chaplains, and Medical Reserve Corps. o Volunteers in the Police Services: Police Reserves, Senior and Junior Cadets, Volunteers in Police Services (VIPS) and Animal Shelter Friends.
• American Red Cross (ARC): The American Red Cross Capital Region Chapter is very active when disaster threatens or strikes a member of our community. The Red Cross provides shelter, food, health, and mental health services to address basic human needs and enable them to resume normal daily activities.
The American Red Cross Capital Region Chapter -Stockton Office 2453 Grand Canal Blvd. www.redcrosscrc.org. Examples of additional volunteer organizations in Stockton are:
o United Way of San Joaquin County
o Salvation Army
o Faith-Based Organizations
3.3.6 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 in order to minimize the need to stockpile such supplies during normal times. • Logistic measures are required to quickly deliver needed supplies and services to affected areas.
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• 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. • Some organizations/businesses that have formed public-private partnerships with the City of Stockton include:
o Pacific Gas and Electric (PG & E)
o California Water Co.
o S-MART Grocery Stores
o Sothern Pacific Railroad
o Safeway Grocery Stores
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SECTION 4.0 DIRECTION, CONTROL AND COORDINATION
Responsibility for emergency response is based on statutory authority. The emergency response is coordinated under SEMS, which provides a flexible , adaptable and expandable response organization to address all -hazards of varying magnitude and complexity.
• Command and Control: During response to minor or moderate events, the City of Stockton may manage the emergency with existing resources. The Emergency Operations Center (EOC) may not be activated under this scenario. Personnel that are part of a field level emergency response will utilize the Incident Command System (ICS) to manage and direct on-scene operations. • Field/EOC Communications and Coordination: The Stockton EOC is activated to support field operations when an emergency requires additional resources, or when requested resources exceed that which is available from within the jurisdiction. Field Incident Commanders and the City EOC will establish communications when the EOC is activated. The Stockton EOC will communicate with the San Joaquin Operational Area EOC and the San Joaquin Operational Area EOC will communicate with the Inland Region Emergency Operations Center (REOC) and the REOC will communicate with the State Operations Center (SOC).
• Multi-agency Coordination: Larger scale emergencies involve one or more responsible jurisdictions and or multiple agencies. Management personnel from the responsible jurisdictions form a Unified command and or a Multi -Agency Coordination (MAC) group. Provision is made for situation assessment, determining resources requirements, establishing a logistical system and allocating resources. Various emergency operations centers, dispatch centers and other essential facilities located in or adjacent to the affected area are activated at this time.
4.1 EOC Coordination with Other Government Levels and the Private Sector
4.1.1 Coordination with Field Response Level
Communications and coordination must be established between the EOC and field responders who are responding within the city boundaries. This is accomplished through coordination with the Department Operations Centers (DOC), when activated, and as necessary through the city EOC.
4.1.2 Coordination with San Joaquin Operational Area and Member Jurisdictions Direct communications and coordination will be established between San Joaquin County and any Operational Area member jurisdictions' activated EOC. Additionally, as time permits, communications will be established by the county with other member jurisdictions that have not activated their EOCs. Initially, communications will be established by any means available and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination amongst the cities and special district EOCs will occur along functional lines.
An agency representative from any OA jurisdiction that activated its EOC may request to have a liaison at the City’s EOC; this will be coordinated through the San Joaquin OA EOC or the Emergency Services Manager if the County EOC is not activated. Due to space limitations, this would only be recommended during complex or large operations between the city and other San Joaquin OA members
4.1.3 Coordination with the County and Special Districts The emergency response role of county and special districts is generally focused on restoring their normal services or functional areas of responsibility. During disasters, some types of special districts will be more extensively involved in the emergency response by directly coordinating, communicating, and assisting local governments (for instance utilizing school districts for incidents involving shelters, school facilities, or the children.) If a special district does not send a representative to the EOC, then the Liaison Officer in the EOC will be responsible for establishing communications and coordination with the special district liaison.
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4.1.4 Coordination with the Inland Region Emergency Operations Center Communications with the Inland Region Emergency Operations Center (REOC) are conducted through the San Joaquin Operational Area. The REOC will work with the OA directly on behalf of the city , and the methods are described as follows:
• 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.
Coordination and communications between the San Joaquin County EOC and the Inland REOC 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 may be located in the REOC.
4.1.5 Coordination with State and Federal Field Response There are some instances where a state or federal agency ’s field responses may result from a flood fight effort, oil spill, hazardous materials accident on a highway, or other hazard scenarios. Federal field response could result from the same scenarios or a military aircraft accident, and/or terrorism incidents. When a state or federal agency is involved in field operations, coordination may be established with the City EOC. State or federal agencies operating in the field may be found in any ICS section, branch, unit or part of a Unified Command. The agency’s responsibilities in responding to the incident will determine its location in the organization. Per NIMS, any multi-agency response will require the formation of a Unified Command structure.
4.1.6 Coordination with Volunteers and the Private Sector Within San Joaquin County, coordination of response activities with non -governmental organizations may occur.
Privately-owned utilities, such as PG&E , will frequently send representatives to activate EOC s to facilitate coordination of critical facility restoration. If activated, the County EOC will address volunteer requests from the general public by directing them to the logistics section or the Emergency Volunteer Center (EVC) . Other private - sector corporate interests may contact the EOC through the appropriate liaisons to express their interest in assisting in response and recovery operations.
For additional information regarding the City of Stockton Direction and Control and EOC Functions, refer to Direction and Control Functional Annex A
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SECTION 5.0 INFORMATION COLLECTION AND DISSEMINATION
5.1 Action Planning
The use of Action Plans in the Stockton EOC 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 tasks and personnel assignments associated with meeting the objectives.
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section), along with other EOC staff, as needed, such as agency representatives.
5.1.1 Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required whenever:
• Two or more agencies are involved in the response
• The incident overlaps more than one operational period • All EOC functions are fully staffed
The EOC 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 throughout the operational period and revised or updated as warranted.
5.1.2 Plan Elements
The elements to be included in the EOC Action Plan are:
• Operational period covered by the plan.
• Identify parts of the EOC organization that have been activated on an organization chart. • Assignment of primary and support personnel and material resources to specific tasks and locations. • Describe any logistical or technical support to be provided and by whom. • State the objectives (attainable, measurable, and flexible) to be accomplished. • Establish the current priorities to meet the objectives. • Describe the strategy to be utilized to achieve the objectives.
In addition to the required elements listed above, the Action Plan may also include:
• Specific departmental mission assignments.
• Policy and/or cost constraints.
• Any inter-agency considerations.
5.1.3 Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning Section. However, the development of the plan requires the active participation of the EOC Management and General Staff. The Operations Section, in particular, must work closely with the Planning Section during Action Plan development. When indicated, the Planning Section Chief will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.
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For incidents requiring close coordination with external agencies, (e.g., State Cal OES, state first response agencies, special districts, etc.), input from the involved agencies should also be included in the Action Planning process. For additional information regarding the City of Stockton Action Planning, refer to Direction and Control Functional Annex A.
5.2 EOC Reporting
Information may be sent to City departments, EOC personnel, the San Joaquin Operational Area and other key agencies using 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 Stockton EOC should transmit the following reports to DOCs, if activated, City departments, and the San Joaquin OA EOC.
5.2.1 Preliminary Reports
Preliminary Reports are used during the first two hours of an emergency to provide an initial picture of the scope and magnitude of the situation.
5.2.2 Situation Reports
Situation Reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.
• At the beginning of an emergency response, the EOC Management and Planning staff will determine appropriate times for submitting data and issuing Situation Reports. • The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or need
5.2.3 Flash Reports
Flash Reports are used for transmitting critical, time -sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a Flash Report would be used to report an impending dam failure or a receipt of a Federal Declaration of a Major Disaster.
Oral Flash Reports may precede written reports. The written report later serves as confirmation and documentation.
5.2.4 Documentation
Unit/activity logs are used to record significant events, communications , and actions associated with an emergency for a given operational period or shift. Each EOC staff position is responsible for maintaining a unit/activity Log.
All copies of reports, SEMS forms, and logs must be submitted to the Planning Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).
5.2.5 Status Boards
Status Boards are erasable boards , electronic boards, TV monitors or projections from computer systems located around the EOC. The Status Boards provide decision-makers and EOC staff with essential information, such as road closures, shelter location information, river gauge levels, etc., at a glance.
5.3 EOC Reporting Systems
San Joaquin OA and t he State of California ha ve internet-based information reporting system s for use during emergencies: CalEOC (State of California) and WebEOC (San Joaquin OA) . The purpose of the se internet-based systems is to improve the state’s ability to respond to major disasters. The system s increase the level of service and efficiency by improving the state’s ability to:
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• Respond to, manage, and coordinate requests for resources • Collect, process, and disseminate information during and after a disaster
5.4 Emergency Public Information
Emergency Public Information is a priority of utmost 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. The Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations.
For additional information regarding the City of Stockton Emergency Public Information, refer to Function Annex A - Direction and Control.
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SECTION 6.0 COMMUNICATIONS
In coordination with established public safety warning protocols, the activated EOC will manage the dissemination of timely and adequate warnings to threatened populations in the most effective manner possible. Warning information will be issued as quickly as a threat is detected, using the most direct and effective means possible.
6.1 Warning Responsibility
When the EOC is not activated, the City Public Safety Departments will coordinate the dissemination of official alerts and warnings to the general public and allied agencies using available methods. This alert and warning activity will be coordinated through the City PIO, the dispatch center and other available alert and warning mechanisms available to the City.
6.2 Warning and Alert Mechanisms
Depending upon the threat and time availability, the EOC will initiate alerts and warnings utilizing any of the following methods:
• Activation of the Emergency Alert System (EAS) through SJ County OES • Activation of the Emergency Digital Information System (EDIS) • Activation of the California Law Enforcement Mutual Aid Radio System (CLEMARS) • Activation of the Telephonic Alert and Warning System • Media broadcast alerts
• Social Media Notifications
As in any emergency, the effectiveness of any warning will be dependent upon many factors including:
• Time availability
• Initial notice of a threat
• Time of day
• Language barriers
• Receiving challenges for the hearing and sight impaired
6.3 Warning Conditions
Typically, warnings will be issued during periods of flash flooding, major hazardous materials incidents, public health emergencies, fast-moving fires, severe weather conditions, and potential acts of violence. However, warnings may be issued wherever a threat is perceived , and the potential for safeguarding public safety is possible through rapid alerting.
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SECTION 7.0 ADMINISTRATION, FINANCE AND LOGISTICS
ADMINISTRATION
Introduction
The Administration function manages all the emergency’s financial, administrative and cost analysis aspects .
Initially, this work may be done in the EOC, but in later stages of the emergency , this function may be accomplished at other locations.
7.1 Damage Assessment
Damage Assessment is the process of identifying and quantifying damages that occur as a result of a disaster. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decisions to appropriately direct resources and teams. Additionally, the damage assessment results are used as the initial basis to justify or determine state or federal assistance. Damage assessment is conducted in two phases.
7.1.1 Initial Damage Assessment
This assessment begins immediately after the incident occurs and helps to determine life safety issues, identify the hardest hit areas , and estimate the damaged infrastructure. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies those areas where further efforts should be concentrated.
7.1.2 Preliminary Damage Assessment (PDA)
This assessment is done to verify the initial damage assessment (especially for state/federal assistance) and gather additional information on areas or functions that are going to require additional resources so recovery can be prioritized.
7.2 Process
7.2.1 Windshield Surveys
Following a disaster, on-duty fire, police, and public works field units perform windshield surveys. The survey is done quickly, without exiting the vehicle , and includes a brief observation of the structure or area for obvious damages.
The Red Cross also may conduct windshield surveys, if requested. Windshield surveys may also be used to develop the Initial Damage Estimate (IDE) discussed in the previous section.
7.2.2 Safety Assessment
As soon as possible following the emergency event, a Rapid Safety Assessment is conducted on occupied buildings and pre -designated essential facilities (e.g., occupied structures, access roads, bridges, utilities , etc.) The assessment involves an immediate visual inspection by Safety Assessment Teams (SATs) assigned by the EOC Safety Assessment staff to identify unsafe structures/area s and obvious hazards. Unsafe structures are evacuated immediately, hazardous conditions are secured and occupied buildings are posted as Unsafe, Restricted Use or Inspected, as indicated. The inspection and assessment process will be performed in accordance with the Applied Technology Council (ATC -20-2) Procedures for Post Earthquake Safety Evacuation of Buildings . Mutual aid for the conduct of these assessments can be obtained through the Safety Assessment Program, overseen by Cal OES.
7.2.3 Detailed Inspection
Based on findings from the SATs, detailed inspections are performed on damaged facilities by personnel assigned by the EOC Safety Assessment staff. This inspection includes a more thorough examination to document damages, identify repair, bracing and shoring requirements, evaluate the initial posting of occupied structures and identify facilities that require an engineering assessment. The condition of occupied structures may be upgraded or downgraded based on the results of the inspection.
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7.2.4 Engineering Assessment
Licensed engineers conduct detailed assessments on damaged structures and facilities to prepare plans for repairs, reconstruction and engineering cost estimates. Depending on the type of facility and the nature of the damage, civil, structural, mechanical, and other specialty engineering services may be contracted, or requested through the San Joaquin OA EOC.
7.2.5 Damage Assessment Chronology Summary
Refer to Figure 10 - Damage Assessment Chronology Summary Chart on the following page:
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Damage Assessment Chronology
Time Frame Purpose Method/Teams
Windshield Survey
0-12 hours post-event Locate and identify casualties and hazards to aid the direction of
response efforts.
1. Windshield Survey Form
2. Police, Fire and Public Works
field units, and ARC
Safety Assessment
0-24 hours post-event Identify life safety problems, obvious structural or utility damage. Includes
assessment of roads, bridges,
tunnels, and access areas. Buildings
are posted “Unsafe” (Red),
“Restricted Use” (Yellow), or
“Inspected” (Green ), The
assessment is also used to identify
requirements for barricades.
1. ATC-20-2 Rapid Evaluation
Safety Assessment Form
2. Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Detailed Damage Assessment
24 hours to 1-week post-event Identify and document damage and initial cost estimates. Inspect
structures, bridges, tunnels, water
lines, fire alarm systems, sewer
lines, street lights, and roadways.
The assessment is also used to
prepare for emergency repairs,
bracing and shoring.
1. ATC-20-2 Detailed Evaluation
Safety Assessment Form
2. ATC-20-2 Fixed Equipment
Checklist
3. Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Engineering Assessment
1-week to 2-months post-event A quantitative engineering evaluation of damage. This assessment is used
to prepare plans for permanent
repairs and to prepare engineering
cost estimates.
1. Engineers and architects
2. Consulting structural, mechanical
and geotechnical engineers
Figure 10 - Damage Assessment Chronology Summary Chart
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7.3 Documenting and Reporting Damage Assessments
7.3.1 Reporting
Any damage that endangers life safety, the operation of a facility , or damage that could result in additional damage will be reported immediately to the EOC Operations Section via phone or radio. Copies of all damage reports are forwarded to the Planning Section for review, analysis, and posting on status boards, as indicated.
7.3.2 Windshield Survey
Field units report hazards or major damage to the assigned EOC Operations Section Chief or designee via phone or radio.
7.3.3 Safety Assessment
The results of safety assessments are reported by SATs to the assigned Operations Section Safety Assessment staff via phone or radio. Based on the results of these assessments, initial response strategies and priorities may be received by the Operations Section Chief.
7.3.4 Detailed Damage Assessment
Each SAT submits its findings to the EOC Safety Assessment staff in writing on the appropriate form . The Safety Assessment staff arrange for further engineering assessments based on the findings from this assessment. Copies of all forms are forwarded to the Planning Section for the Situation/Status Report.
7.3.5 Engineering Evaluation
Each SAT submits its findings in writing to the EOC Safety Assessment staff. The engineering reports will include all supporting materials, such as drawings, calculations, cost estimates, etc ., and will be used to develop, repair and reconstruct plans.
7.3.6 Documentation
Police, Fire , and Public Works field units conduct the Windshield Surveys and document their findings. The information may be reported verbally to the EOC, or to the appropriate Law, Fire or Public Works representative, who in turn records the information.
Inspections and assessments are recorded by assigned SATs on the appropriate ATC -20-2 forms and photographs are taken of all damages observed. Where indicated, appropriate maps and schematics are attached to the ATC -20- 2 forms. Completed forms, photographs and schematics are forwarded to the EOC Planning Section as soon as practical.
7.4 After Action Reporting
The Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) protocols require any city, city and county, or county declaring a local emergency for which the Governor proclaims the State of Emergency, to complete and transmit an After -Action Report (AAR) to Cal OES within 90 days of the close of the incident period.
The after-action report will provide, at a minimum, the following:
• response actions taken
• application of SEMS
• suggested modifications to SEMS
• necessary modifications to plans and procedures
• training needs
• recovery activities to date
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The after-action report will serve as a source for documenting the City of Stockton’s emergency response activities and identifying areas of concern and successes. It will also be utilized to develop a work plan for implementing improvements.
An after -action report will be a composite document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in regulations.
It will include an overview of the incident, including attachments, and will also address specific areas of the response, if necessary. It will be coordinated with, but not encompass, hazard mitigation. Hazard mitigation efforts may be included in the “recovery actions to date” portion of the after-action report.
The Emergency Services Coordinator (Fire Department) is responsible for the completion and distribution of the after-action report to the City Manager and Department Directors as well as ensuring that it is sent to the California Office of Emergency Services (Cal OES) within the required 90-day timeframe.
For Stockton, the after -action report’s primary audience will be Cal OES and City employees, including management. As public documents, they are accessible to anyone who requests a copy and will be made available through the Stockton Fire Department.
The after-action reports will be written in simple language, well structured, brief , and well presented, and geared to the primary audience. Data for the after -action report will be collected from debrief reports , documents developed during the disaster response and discussions with emergency responders.
FINANCE
7.5 Expenditure Tracking
The City may be reimbursed from insurance, state, and/or federal sources for disaster-related expenses. The purpose of this section is to guide the record-keeping requirements for claiming such expenses.
7.5.1 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 for the emergency service.
Ineligible expenses include costs for standby personnel and/or equipment and lost revenue.
7.5.2 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based on the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate to individual source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenues 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.
• Vehicle and equipment documentation should include the miles and/or hours operated by location and by
operator.
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• Vehicle operating expenses should include fuel, tires, tubes, and maintenance. • Labor costs should be compiled separately 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 noncompetitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require the expense of labor, equipment use, materials, and other expenses. The Incident Commander(s), EOC Director, and EOC staff are responsible for maintaining written records of all disaster -related personnel overtime, requests for supplies, equipment, and contract personnel, and receipts for emergency purchases of supplies, equipment , and other disaster-related expenses. The City will activate a special coding for emergency expenditure tracking which is used for both labor and equipment.
The Finance Section will compile reports, including total expenditures by category. The Finance Section Chief will submit a summary report on total costs to the EOC Director as requested. This information will be used for state and federal disaster assistance applications. The expenditure data and documentation are vital to state and federal agencies for requesting financial assistance during and after the disaster. For more information on state and federal disaster assistance programs refer to Recovery and Mitigation Functional Annex E.
LOGISTICS
7.6 Resource Management
7.6.1 Resource Priorities
When activated, the City of Stockton EOC establishes priorities for resource allocation during the emergency. All city resources are considered part of a pool, which may be allocated by the City EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC.
7.6.2 Resource Requests
Resource Requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from the local coordinator to the Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the logistics function at each level.
Resource requests from jurisdictions within the city will be coordinated with the San Joaquin OA EOC to determine if the resource is available internally or other more appropriate sources located within the OA. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations. Coordinators at each level will communicate and coordinate with each other to maintain the current status of resource requests and allocations within the disaster area.
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Resource requests from the City of Stockton EOC to the San Joaquin OA EOC may be verbally requested , and then will be documented. Available resources will be allocated to the requesting local government field Incident Commander. 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 in the City EOC 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 San Joaquin OA EOC to the Inland Region REOC. Once the resource requested is coordinated, approved and deployed, the Resource Status Unit, in coordination with various Operations Branches, is responsible for tracking the resource.
7.6.3 Emergency Resource Directory
San Joaquin County in coordination with the City of Stockton Fire Department maintains an Emergency Resource Directory or Logistics System in database format that lists available vendors, supplies, and equipment that can be available during a disaster situation.
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SECTION 8.0 PREPAREDNESS, TRAINING AND EXERCISES
8.1 Preparedness Planning
The City government conducts a wide array of emergency planning activities. Planning efforts include the development of internal operational documents as well as interagency response plans having multi -jurisdictional participation.
In addition to the planning activities conducted, the city departments develop internal preparedness and contingency plans to ensure the provision of government services and maintenance of departmental functions during disasters.
The Department Operations Plan (DOP) is an integral supporting component of the master Emergency Operations Plan (EOP).
Emergency readiness cannot be conducted within a vacuum. The city is responsible for working with all city departments, special districts , and allied agencies that are considered a component of the Stockton Emergency Organization. Such coordination extends to the following activities:
• Interagency plan development
• Interagency training coordination
• Interagency exercise development and presentation
• Interagency response management
• Interagency emergency public information activities
Additionally, the Fire Chief acts as the city government’s key representative and lead agent for day-to-day emergency management activities such as mitigation, preparedness, response, and recovery. Non-emergency functions include planning, training and exercise development, preparedness presentations, interagency coordination, hazard assessment, development of preparedness and mitigation strategies, grant administration , and support to city response agencies.
8.1.1 Community Preparedness and Awareness
The public's response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery.
Public awareness and education before an emergency or disaster will directly affect Stockton’ s emergency operations and recovery efforts. For this reason, the City of Stockton will make emergency preparedness information from county, state and federal sources available to the member jurisdictions and our citizens upon request.
8.1.2 Preparedness Actions
In identifying general preparedness actions, the city government works with community -based organizations, faith - based organizations, other local governments/special districts, private industry, preparedness groups, and other entities to provide information relating to individual and group preparedness.
The Government is limited in its ability to provide endless services and support during times of disaster, so public preparedness is essential for ensuring individual and organizational safety and protection. For more information on preparing the whole community for a disaster, refer to www.ready.gov EXHIBIT 1
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8.2 Readiness Training
The Stockton Fire Department will notify holders of this plan of training opportunities associated with emergency management and operations. Individual City departments and agencies within the City of Stockton are responsible for maintaining training records. Jurisdictions and agencies having assigned functions under this plan are encouraged to ensure that assigned personnel are properly trained to carry out these tasks.
The Emergency Services Coordinator (Fire Department) will develop and execute a comprehensive training program for emergency management topics on an annual basis. The established training schedule will include applicable courses of instruction and education that cover management subjects. Such instruction shall meet or exceed the State SEMS and Federal NIMS training requirements.
8.3 Exercise and Evaluation
Elements of this plan will be exercised regularly. The Fire Department will conduct emergency preparedness exercises, under its annual exercise schedule, following appropriate state and federal guidance. Deficiencies identified during scheduled exercise activities will result in the development of a corrective action plan to initiate appropriate corrections.
The planning for, development, and execution of all emergency exercises will involve close coordination between all City Departments, allied agencies, special districts, and supporting community and public service organizations.
The primary focus will be to establish a framework for inter -organizational exercise collaboration in coordination with all-hazard response and recovery planning and training activities, conducted within the City of Stockton
Emergency exercise activity will be scheduled to follow state and federal guidance and program requirements.
Exercise activity will follow the Homeland Security Exercise and Evaluation Program (HSEEP) guidance and may be designed as one or more of the following exercise types:
• Drills/Tests
• Seminars (Workshops)
• Table Top Exercises (TTX)
• Functional Exercises (FE)
• Full-Scale Exercises (FSE)
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SECTION 9.0 PLAN DEVELOPMENT AND MAINTENANCE
9.1 Plan Development and Maintenance Responsibility
This plan is developed under the authority conveyed to the Emergency Services Coordinator (Fire Department) under the City’s Director of Emergency Services and Disaster Council who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.
9.2 Review and Updating
This plan and its supporting documents or annexes, such as Direction and Control and Recovery and Mitigation, will be reviewed annually, with a full document update conducted minimally every three (3) years. Changes to the plan will be published and distributed to all involved departments and organizations. Recommended changes will be received by the Emergency Services Coordinator (Fire Department), reviewed and distributed for comment regularly .
Elements of this plan may also be modified by the Emergency Manager (Fire Department) at any time state or federal mandates, operational requirements, or legal statute s so require. Once distributed, new editions to this plan shall supplant older versions and render them inoperable.
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SECTION 10.0 AUTHORITIES AND REFERENCES
10.1 Authorities
Federal
• 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
State
• California Emergency Services Act (CA government Code Section 8550 et. seq.) • California Disaster Assistance Act (CA government Code Section 8680 et. seq.) • California Code of Regulations Title 19, (Standardized Emergency Management System and California Disaster Assistance Act))
• California Disaster and Civil Defense Master Mutual Aid Agreement
County
• San Joaquin County Emergency Services/Ordinance; Division 3: Civil Defense and Disaster; Sections 4-3000 – 4-3009 of the San Joaquin County Municipal Code
• San Joaquin County Resolution adopting the California Master Mutual Aid Agreement • San Joaquin County Resolution relating to Emergency Operations within San Joaquin County • San Joaquin County Resolution adopting the Emergency Operations Plan (revision in progress)
City
• Stockton Municipal Code: Section 2.82 – Emergency Organization and Functions References
Federal
• National Response Framework (As revised)
• National Incident Management System (NIMS)
• Comprehensive Preparedness Guide (CPG) 101 V2
State
• California State Emergency Plan, July 2017 edition
• Standardized Emergency Management System (SEMS)
• California Disaster Assistance Act (CDAA)
• California Law Enforcement Mutual Aid Plan
• California Fire and Rescue Mutual Aid Plan
• Continuity of Government in California (Article IV, Section 21 of the State Constitution) • Preservation of Local Government
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County
• San Joaquin County Emergency Operations Plan (2022)
• San Joaquin County Local Hazard Mitigation Plan (2017) City
• Stockton Emergency Operations Plan, 2012 edition
• Stockton Functional Annexes (Supplements to the basic Emergency Operations Plan) o Annex A – Direction and Control (Operational Guide for the Emergency Operations Center 2012) o Annex B – Continuity of Government/Operations (2011)
o Annex C – Communications and Warning (2012)
o Annex D – Emergency Public Information (2012)
o Annex E – Recovery and Mitigation (2014)
• Hazard/Threat-Specific Flood Response Annex (Supplement to the basic Emergency Operations Plan 2016) • Hazard/Human Health Hazards (2020)
• Hazard/Severe Weather (2022)
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GLOSSARY OF TERMS
Action Plan: The plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.
All Hazards: Refers to a policy or program that is designed to deal with a variety of natural and technological hazards.
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 (NGOs) may be included to provide support.
Catastrophe: Any natural or manmade 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.
Command: The act of directing, ordering, or controlling under 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.
Common Terminology: Normally used words and phrases-avoids the use of different words/phrases to provide consistency and allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios.
Continuity of Government (COG): Includes measures to ensure continued leadership and preservation of vital records, thereby maintaining a viable system of government supported by law; establish emergency authorities legally vested in government leaders so that they have prescribed powers to act; ensure survivability of mechanisms and systems for direction and control so that actions directed by leaders can be communicated and coordinated; sustain essential emergency services and resources so that critical response and recovery actions can achieve widest possible implementation.
Continuity of Operations Planning (COOP): An internal effort within an organization to assure that the capability exists to continue essential business functions across a wide range of potential emergencies, including localized acts of nature, accidents, and technological and/or attack/terrorist-related emergencies. Accordingly, an effective Emergency Management Program (EMP) not only addresses the four phases of mitigation, preparedness, response, and recovery, but includes COOP planning activities to ensure that ancillary, and support functions would continue, with little or no interruption.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the community that the incapacity or destruction of such systems and assets would have a debilitating impact on security, local economic security, local public health or safety, or any combination of those matters.
Department Operations Center: A centralized location for a single department or agency where their internal incident management and response takes place.
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Disaster: A sudden and extraordinary misfortune; a calamity that threatens or effects extraordinary loss of life or property.
Disaster Service Worker (DSW): All public employees in California are subject to such emergency or disaster activities as may be assigned by their supervisors or by law.
Emergency: A condition of disaster or extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.
Emergency Alert System (EAS): An established system to enable the President, and federal, state and local jurisdiction authorities to disseminate emergency information to the public via the Commercial Broadcast System. Composed of amplitude modulation (AM), frequency modulation (FM), television broadcasters, and the cable industry. Formerly known as the Emergency Broadcast System (EBS).
Emergency Management: The discipline and the profession of applying science, technology, planning, and management to deal with extreme events that can injure or kill large numbers of people, property damage and disrupt community life. As a process it involves preparing, mitigating, responding and recovering from an emergency. Critical functional components include planning, training, simulating drills (exercises), and coordinating activities.
Emergency Operations Center (EOC): A centralized location where individuals responsible for responding to a large-scale emergency can have immediate communication with each other and with emergency management personnel to enhance coordination in exercising direction and control of emergency response and recovery efforts.
Emergency Operations Plan (EOP): The EOP is the document that describes strategies for managing emergencies.
Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.
Emergency Response Personnel: The personnel involved with an agency's response to an emergency.
Emergency Management Mutual Aid (EMMA): The purpose of EMMA is to provide emergency management personnel and technical specialists to support the disaster operations of affected jurisdictions in their Emergency Operations Center.
Emergency Resource Directory (ERD): A directory containing information on agency or organization personnel emergency certifications and qualifications and vendor and support organization supplies, equipment, etc. that may be needed during an emergency. Supplies and equipment can include such items as potable water tenders, portable toilets, heavy equipment, prepared meals, bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and when appropriate, equipment should be typed by capability according to a common and accepted typing schematic. Emergency resource directories should only include those items likely to be needed by the preparing agency or organization in the performance of their duties and should not attempt to include everything that may be needed in any emergency.
Evacuation: The process of moving persons out of an area affected or potentially affected by a disaster situation.
Federal Coordinating Officer (FCO): The individual appointed by the Federal Emergency Management Agency Director (by delegation of authority from the President) to coordinate assistance in a federally-declared disaster.
Federal Disaster Area: An area of a state (oftentimes defined by counties) that is declared eligible for federal disaster relief under the Stafford Act. These declarations are made by the President usually as a result of a request made by the Governor of the affected state.
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Federal Emergency Management Agency (FEMA): An agency created in 1979 to provide a single point of accountability for all federal activities related to disaster mitigation, preparedness, response, and recovery. FEMA manages the President’s Disaster Relief Fund and coordinates the disaster assistance activities of all federal agencies in the event of a presidential disaster declaration.
Federal Emergency Response Team: An interagency team, consisting of the lead representative from each federal department or agency assigned primary responsibility for an Emergency Support Function and key members of the Federal Coordinating Officer’s staff, formed to assist the Federal Coordinating Officer in carrying out his/her coordination responsibilities. The Emergency Response Team provides a forum for coordinating the overall federal response, reporting on the conduct of specific operations, exchanging information, and resolving issues related to Emergency Support Functions and other response requirements. Emergency Response Team members respond to and meet as requested by the Federal Coordinating Officer. The Emergency Response Team may be expanded by the Federal Coordinating Officer to include designated representatives of other Federal departments and agencies as needed.
Full-Scale Exercise: An activity intended to evaluate the operational capability of emergency management systems interactively over a substantial time. It involves the testing of a major portion of the emergency plan and organizations in a highly stressful environment. It includes the mobilization of personnel and resources to demonstrate coordination and response capabilities. The EOC is activated, and field command posts may be established. A full-scale exercise is always formally evaluated.
Functional Annex: A document that supplements the Emergency Operations Plan, which provides further planning information for a specific aspect of emergency management.
Functional Exercise: An activity designed to test or evaluate the capability of individual or multiple emergency management functions. It is more complex than a tabletop exercise in that activities are usually under time constraints and are followed by an evaluation or critique. It usually takes place in some type of coordination or operating center. The use of outside resources is often simulated. No field units are used.
Governor’s Authorized Representative (GAR): An individual authorized by the Governor to sign amendments to the Federal-State Agreement and to verify the grant applications from the state and local jurisdictions.
Hazardous Materials Team: A term used to describe a team of highly skilled professionals who specialize in dealing with hazardous material incidents.
Hazard Mitigation Grant Program: A program authorized under Section 404 of the Stafford Act, which provides funding for hazard mitigation projects that are cost-effective and complements existing post-disaster mitigation programs and activities by providing funding for beneficial mitigation measures that are not funded through other programs.
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.
Incident Action Plan: The plan developed at the field response level contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.
Incident Commander: The individual responsible for the command of all functions at the field response level.
Incident Command System (ICS): A nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the field=level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
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Individual Assistance: A supplementary federal assistance available under the Stafford Act to individuals, families, and businesses which includes disaster housing assistance, unemployment assistance, grants, loans, legal services, crisis counseling, tax relief, and other services or relief programs.
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.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations.
The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Local Government: Local agencies as defined in Government Code §8680.2 and special districts as defined in California Code of Regulations, Title19, Division 2, Chapter 5, CDAA, §2900(y).
Major Disaster: As defined in federal law, is “ any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other technological or human-caused catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance in alleviating the damage, loss, hardship, or suffering caused thereby.”
Master Mutual Aid Agreement: The California Disaster and Civil Defense Master Mutual Aid Agreement is made and entered into by and among the State of California, its various departments and agencies, and the various political subdivisions of the State. The agreement provides for the support of one jurisdiction by another.
Mitigation: Activities taken to eliminate or reduce the degree of risk to life and property from hazards, either before or following a disaster or emergency.
Mobilization: A process of activating resources including personnel, equipment and supplies. The process would include notification, reporting, and setup to attain full or partial readiness to initiate response and recovery actions.
Multi-agency or Inter-agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization, working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Mutual Aid: Voluntary aid and assistance should a disaster occur, by the interchange of services and facilities, including, but not limited to: fire, police, medical and health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction which would arise in the event of a disaster. Mutual aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their resources prove to be inadequate to cope with a given situation.
Mutual Aid Region: A subdivision of the state emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the state, consisting of two or more county Operational Areas.
National Response Framework (NRF): A national- level plan developed by the Federal Emergency Management Agency (FEMA) in coordination with 26 federal departments and agencies plus the American Red Cross.
EXHIBIT 1
City of Stockton Emergency Operations Plan (EOP)
June 2024
National Warning System (NAWAS): The federal portion of the Civil Defense Warning System, used for the dissemination of warnings and other emergency information from the FEMA National or Regional Warning Centers to Warning Points in each state. Also used by the State Warning Points to disseminate information to local Primary Warning Points. Provides warning information to state and local jurisdictions concerning severe weather, earthquake, flooding, and other activities that affect public safety.
Operational Area: An intermediate level of the state emergency services organization, consisting of a County and all political subdivisions within the county area. The Operational Area is a special-purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area may be used by the county and the political subdivisions comprising the Operational Area for the coordination of emergency activities and to serve as a link in the system of communications and coordination between the state's emergency operating centers and the operating centers of the political subdivisions comprising the operational area.
The Operational Area augments, but does not replace, any member jurisdiction.
Preliminary Damage Assessment (PDA): The joint local, state, and federal analysis of damage that has occurred during a disaster and which may result in a Presidential declaration of disaster. The Preliminary Damage Assessment is documented through surveys, photographs, and other written information.
Preliminary Damage Assessment Team: An ad hoc group that comes together after a disaster whose main purpose is to determine the level of disaster declaration that is warranted. The team usually consists of federal, state, and local representatives to do an initial damage evaluation of sites damaged.
Preparedness: Actions taken in advance of an emergency to develop operational capabilities and facilitate an effective response in the event an emergency occurs. Preparedness measures include continuity of government, emergency communications, emergency operations centers, emergency operations plans, emergency public information materials, public education programs, the exercise of plans, mutual aid agreements, stocking of disaster supplies, training of emergency response personnel, and warning systems.
Presidential Declaration: A formal declaration by the President that an Emergency or Major Disaster exists based upon the request for such a declaration by the Governor and with the verification of FEMA preliminary damage assessments.
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.
Political Subdivision: Any city, city and county, county, district, or other local governmental agency or public agency authorized by law.
Public Assistance (PA): A supplementary federal assistance provided under the Stafford Act to state and local jurisdictions, special purpose districts, Native Americans, or eligible private, nonprofit organizations.
Public Assistance Officer (PAO): A member of the FEMA Regional Director’s staff who is responsible for the management of the Public Assistance Program.
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.
EXHIBIT 1
City of Stockton Emergency Operations Plan (EOP)
June 2024
Recovery: An activity to return vital life support systems to minimum operating standards and long-term activity designed to return life to normal or improved levels, including some form of economic viability. Recovery measures include, but are not limited to: crisis counseling, damage assessment, debris clearance, disaster loans and grants, disaster unemployment assistance, public information, reassessment of emergency plans, reconstruction, temporary housing and business resumption full scale.
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.
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 an EOC.
Response: Actions taken immediately before, during, or directly after an emergency occurs, to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include, but are not limited to, emergency plan activation, emergency alert system activation, emergency instructions to the public, emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resource mobilization, and warning systems activation.
Robert T. Stafford Disaster Relief and Emergency Assistance Act: (Public Law 93-288, as amended by Public Law 100- 707) - The act that authorizes the greatest single source of federal disaster assistance. It authorizes coordination of the activities of federal, state, and volunteer agencies operating under their authorities in providing disaster assistance, provision of direct federal assistance as necessary, and provision of financial grants to individuals and families. This act is commonly referred to as the Stafford Act.
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: The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g.
Operations, Planning, Logistics, Finance/Administration).
Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.
Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with the optimal being 1:5.)
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 the California Code of Regulations (CCR) Section 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under Section 6500 et. seq. of the Code.
Standardized Emergency Management System (SEMS): That consistent set of rules and procedures governing the overall operational control or coordination of emergency operations specified in CCR Title 19, Division 2, §2400 et sec. It identifies at each level of the statewide emergency organization the direction of field forces and the coordination of joint efforts of government and private agencies. The Incident Command System (ICS) is the field-level component of SEMS.
State of Emergency: A governmental declaration that may suspend some normal functions of government, alert citizens to change their normal behaviors, or order government agencies to implement emergency operations plans.
EXHIBIT 1
City of Stockton Emergency Operations Plan (EOP)
June 2024
Tabletop Exercise: An activity in which officials and key staff or others with emergency responsibilities are gathered together informally to discuss simulated emergencies. It is designed to elicit constructive discussion by the participants without time constraints. Participants evaluate plans and procedures and resolve questions of coordination and assignment of responsibilities in a non-threatening format under minimum stress.
Vital Records: The essential agency records that are 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 the 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.
Windshield Survey: A quick visual overview of the affected disaster area performed within the first 24 hours after the disaster.
EXHIBIT 1
City of Stockton Emergency Operations Plan (EOP)
June 2024
ACRONYMS
A
AAR After Action Report
AFN Access and Functional Needs
ARC American Red Cross
ATC Air Traffic Control
ATC-20-2 Applied Technology Council (20-2 refers to the training course for building inspectors)
B
BOS Board of Supervisors
C
Cal-OES California Office of Emergency Services
CAHAN California Health Alert Network
CBP Customs and Border Protection
CDAA California Disaster Assistance Act
CERT Community Emergency Response Team
CGC California Government Code
CGS California Geological Survey
CISD Critical Incident Stress Debriefing
COG Continuity of Government
COOP Continuity of Operations
D
DCF Disaster Control Function
DHS Department of Homeland Security
DMC Debris Management Center
DOC Department Operations Center
DOP Department Operations Plan
DRC Disaster Recovery Center
DSW Disaster Service Worker
E
EAP Emergency Action Plan
EAS Emergency Alert System
EDIS Emergency Digital Information System
EMMA Emergency Management Mutual Aid
EMS Emergency Medical Services
EMO Emergency Management Organization
EOC Emergency Operations Center
EOP Emergency Operations Plan
ERC Emergency Response Coordinator
ESA Emergency Services Act
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City of Stockton Emergency Operations Plan (EOP)
June 2024 Page 80
F
FAA Federal Aviation Administration
FCO Federal Coordinating Officer
FE Functional Exercise
FEMA Federal Emergency Management Agency
FMAG Fire Management Assistance Grant
FSE Full-Scale Exercise
G
GAR Governor’s Authorized Representative
GAR Governor’s Action Request
H
HM Hazard Mitigation
HMGP Hazard Mitigation Grant Program
HSPD Homeland Security Presidential Directive
I
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IMT Incident Management Team
IT Information Technology
J
JFO Joint Field Office
JIC Joint Information Center
L
LAC Local Assistance Center
M
MACS Multi-Agency Coordination System
MBO Management by Objectives
MCI Multi-Casualty Incident
MHOAC Medical Health Operational Area Coordinator
MOU Memorandum of Understanding
N
NAWAS National Warning System
NIMS National Incident Management System
NFIP National Flood Insurance Program
NRF
National Response Framework
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City of Stockton Emergency Operations Plan (EOP)
June 2024 Page 81
NWS National Weather Service
O
OA Operational Area
OASIS Operational Area Satellite Information System
OEM Office of Emergency Management
OES Office of Emergency Services
P
PA Public Assistance
PAO Public Assistance Officer
PDA Preliminary Damage Assessment
PDM Pre-Disaster Mitigation
PSAP Public Safety Answering Point
PIO Public Information Officer
PGE Pacific Gas and Electric
R
RDMHC Regional Disaster Medical Health Coordinator
REOC Regional Emergency Operations Center
RIMS Response Information Management System
S
SAP Safety Assessment Program
SAT Safety Assessment Team
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SRRCS Sacramento Regional Radio Communications System
SOP Standard Operating Procedure
T
TTX Table Top Exercise
U
USGS United States Geological Survey
V
VIPS Volunteers in Policing Services
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