HomeMy WebLinkAbout4.7 Attch 2 (full) Emergency Operations PlanEMERGENCY OPERATIONS PLAN
December 2020
City of Dublinc a l i f o r n i a
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Prepared By
Julie Carter — Director of Human Resources
John Stefanski — Assistant to the City Manager
Marissa Clevenger – Senior Office Assistant II
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City of Dublin
CALIFORNIA
Emergency Operations Plan
December 2020
Mayor — David Haubert
Vice Mayor — Arun Goel
Council Member — Melissa Hernandez
Council Member — Jean Josey
Council Member — Shawn Kumagai
City Manager — Linda Smith
Assistant City Manager — Colleen Tribby
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Emergency Operations Center Activation Quick Start Guide
The City of Dublin (City) Emergency Operations Center (EOC) serves as support to the command
and control by the on-scene incident response. When an incident occurs, there is often insufficient
information to determine if the EOC should be activated or how long an activation may last. If this
condition occurs, a virtual or partial EOC activation may be initiated. More detailed information on
emergency activation levels is contained in Section 4.2.3. Once an EOC activation is commenced,
the first arriving staff should use this Quick Start Guide to efficiently setup and operate the EOC.
When activated, the EOC responds to the impacts that any incident has on employees, facilities,
critical and other infrastructure, and b usiness functions. The EOC carries out this function
through:
• Information Collection and Evaluation
• Operational Planning
• Resource Management
• Priority Setting
• Overall Priorities
• Life/Safety
• Incident Stabilization
• Property Preservation
City of Dublin Emergency Operations Plan
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EOC ACTIVATION CHECKLIST
COMPLETED
Date/Time TASK
Activate the City EOC by assuming the role of EOC Director.
Follow building inspection instructions. Consider which EOC should be
activated based on damage and inspections.
Establish the level of activation with the City Manager’s Office.
If there is internet and/or phone service, use Everbridge to send an EOC
Activation notification to staff.
The EOC Emergency Supply Room contain appropriately titled boxes for each
EOC Section. Place the appropriate material at each of the identified
workstation locations.
Ensure there is an Emergency Operations Plan (EOP) with the Job Aids, along
with paper, pen and message forms at each of the workstations. Office supplies
are in the Emergency Supply Cabinet.
The EOC Coordinator will circulate Incident Command System (ICS) 211
forms for sign-in purposes. These will be provided to the Finance Section Time
Unit and Planning Sections Documentation Unit.
Begin collecting and posting incident information using the ICS Form 201 in
Appendix B. Fill in the whiteboards and the poster-size paper with as much
information as possible.
Post the EOC staffing chart. Use ICS Form 203, Organization Assignment List.
City of Dublin Emergency Operations Plan
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Forward
To: Officials, Employees, and Contract Staff of the City of Dublin
The preservation of life, property, and the environment is an inherent responsibility of local, state,
and Federal governments. The City of Dublin (the “City”) has prepared this Emergency Operations
Plan (EOP) to ensure the most effective and economical allocation of resources for protection of
people and property in time of an emergency or disaster. The objective of this plan is to incorporate
and coordinate all the facilities and personnel of the City into an efficient organization capable of
responding effectively to any emergency.
Enclosed is the EOP. This plan is designed as a reference and guidance document and is the
foundation for disaster response and recovery operations for the City. It establishes the emergency
organization, concept of operations, as well as specifies policies, general procedures and processes
for coordination of the City’s responsibilities as a member of the Alameda Operational Area along
with other Operational Area organizations. This plan builds upon previous efforts to enhance the
City’s emergency and disaster preparedness, response, and recovery capabilities and includes the
critical elements of the Standardized Emergency Management System (SEMS), the National Incident
Management System (NIMS), the National Response Framework, and the Incident Command
System (ICS).
The City Manager’s office will annually coordinate review of this plan and collaborate with other
staff to ensure that emergency processes are responsive to all needs. All City staff shall become
familiar with this plan and their role in the event of an activation where they will be called upon to
assist and support the emergency operations.
The City Council gives its full support to this plan and urges all officials, employees, and residents,
individually and collectively, to do their share in the emergency preparedness, response, and recovery
efforts of City of Dublin.
This EOP becomes effective upon approval and adoption by the Dublin City Council. This letter
promulgates the City’s EOP and constitutes the City’s adoption of the EOP and the SEMS.
Sincerely,
Linda Smith
City Manager
City of Dublin Emergency Operations Plan
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Plan Concurrence
As a designated official or principal in the City’s emergency management effort, and having reviewed
the EOP, I hereby sign this concurrence page to show my approval of the plan and its contents.
Position Signature Date
City Manager
(Director of Emergency Services)
Assistant City Manager
Administrative Services Director
Alameda County Fire – Division
Chief (contract)
Assistant to the City Manager
(EOC Coordinator)
Chief Building Official
Community Development Director
City Attorney (contract)
City Clerk/Records Manager
Dublin Police Commander (contract)
Economic Development Director
Human Resources Director
Parks and Community Services
Director
Public Information Officer
Public Works Director
Public Works Transportation &
Operations Manager
City of Dublin Emergency Operations Plan
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Distribution List
The distribution list designates the departments and agencies that received copies of the City of
Dublin EOP. All EOC staff shall have access to the EOP. Sufficient copies of the EOP will be
maintained in the EOC for each position listed in Appendix C. The plan was distributed in an
electronic form or printed version to:
City Departments and Partner Agencies
Cal OES, Coastal Region Economic Development
Mayor / City Council Members Fire Service and Prevention
City Manager Finance and Administrative Services
City Clerk Library
City Attorney Parks and Community Services
Alameda County Fire Department Police Services
Alameda Operational Area Public Information
Community Development Public Works
Portions of this document may contain sensitive information pertaining to the deployment,
mobilization, and tactical operations of the City government in response to emergencies. Refer any
request to view the plan or for a copy of this document to the Dublin City Manager’s Office.
City of Dublin Emergency Operations Plan
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Plan Maintenance and Record of Revisions
Per Section 2.44.080 of the City Municipal Code, the Dublin Disaster Council shall be responsible
for the development of the City EOP. The EOP shall provide for the effective mobilization of all of
the resources of the City, both public and private, to meet any condition constituting a local
emergency, state of emergency or state of war emergency, and shall provide for the organization,
powers and duties, services and staff of the emergency organization. The EOP will take effect upon
adoption by resolution of the City Council. (Ord. 17-09 § 5 (part): Ord. 2-85 § 8).
The City EOP was written with input from City departments having an official emergency
responsibility in the City. The EOP was submitted to the California Governor’s Office of
Emergency Services (Cal OES) for review and then presented to the City Council for analysis. Upon
concurrence by the City Council, the EOP was officially adopted through City resolution.
Maintenance of the EOP is coordinated by the City Manager’s Office. Individual City departments
are responsible for updating and revising their departmental procedures regularly and submitting
those updates to the City Manager’s Office to incorporate the updates into the EOP. These updates
should include new information (e.g., update of phone numbers and revisions of relevant standard
operational procedures or positions).
All changes to the EOP will be documented in the record of revisions table below. Changes to the
EOP will be distributed to the city departments and agencies shown on the Plan Distribution list.
Major revisions to the EOP will be submitted to the City Manager for approval or for
recommendation for review by City Council.
Change No. Description Change Date Approved By
001 2020 Update City Council
City of Dublin Emergency Operations Plan
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Plan Approval Resolution
<PLACEHOLDER; TO BE INSERTED UPON APPROVAL>
City of Dublin Emergency Operations Plan
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Table of Contents
Emergency Operations Center Activation Quick Start Guide .............................................................................. iii
Forward ................................................................................................................................................................................ v
Plan Concurrence ............................................................................................................................................................. vi
Distribution List ............................................................................................................................................................... vii
Plan Maintenance and Record of Revisions .............................................................................................................. viii
Plan Approval Resolution................................................................................................................................................ ix
Table of Contents .............................................................................................................................................................. x
Emergency Operations Plan Overview and Administration ........................................................................... 1-1
Plan Format ................................................................................................................................................... 1-1
Purpose and Scope ...................................................................................................................................... 1-1
Dublin EOP Activation ............................................................................................................................... 1-2
Authorities .................................................................................................................................................... 1-2
Federal .................................................................................................................................................. 1-2
State ....................................................................................................................................................... 1-3
City ........................................................................................................................................................ 1-3
Relationship to Other Plans/References ................................................................................................ 1-4
Standard Operating Procedures/Guides (SOPs/SOGs) ..................................................................... 1-4
Hazard Analysis.......................................................................................................................................................... 2-1
City Description .......................................................................................................................................... 2-1
Hazard Descriptions ................................................................................................................................... 2-2
Climate Change .................................................................................................................................. 2-3
Dam Failure ......................................................................................................................................... 2-4
Drought ................................................................................................................................................ 2-5
Earthquake ........................................................................................................................................... 2-7
Human Caused.................................................................................................................................... 2-9
Flooding .............................................................................................................................................. 2-10
Landslide ............................................................................................................................................. 2-12
Public Health Emergency ................................................................................................................ 2-12
Severe Weather ............................................................................................................................... 2-15
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Wildfire ............................................................................................................................................... 2-17
Concept of Operations ........................................................................................................................................... 3-1
Assumptions ................................................................................................................................................. 3-1
Phases of Emergency Management .......................................................................................................... 3-1
Prevention ............................................................................................................................................ 3-2
Mitigation .............................................................................................................................................. 3-2
Preparedness ....................................................................................................................................... 3-2
Response .............................................................................................................................................. 3-3
Recovery .............................................................................................................................................. 3-4
National Incident Management System (NIMS) ................................................................................... 3-4
Standardized Emergency Management System (SEMS) ...................................................................... 3-4
Incident Command System (ICS) ............................................................................................................. 3-8
California Master Mutual Aid Agreement ............................................................................................. 3-9
Mutual Aid Coordinators ............................................................................................................... 3-10
Dublin Mutual Aid ............................................................................................................................ 3-10
Emergency Management Assistance Compact (EMAC) ................................................................... 3-11
Dublin Emergency Organization ............................................................................................................ 3-11
Field Level Incident Command System ....................................................................................... 3-11
Field/EOC Communications and Coordination ........................................................................ 3-11
Field/EOC Direction and Control Interface .............................................................................. 3-12
EOC Action Plans...................................................................................................................................... 3-12
Emergency Proclamations ....................................................................................................................... 3-12
State of Emergency .......................................................................................................................... 3-13
State of War Emergency ................................................................................................................ 3-13
Alerting and Warning ............................................................................................................................... 3-13
Integrated Public Alert and Warning System ............................................................................ 3-14
Emergency Alert System (EAS) ..................................................................................................... 3-14
Wireless Emergency Alert (WEA) ............................................................................................... 3-15
California State Warning Center (CSWC) ................................................................................ 3-15
National Warning System (NAWAS) .......................................................................................... 3-16
National Weather Service (NWS) ............................................................................................... 3-17
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California Public Safety Microwave Network (CAPSNET) .................................................... 3-17
Operational Area Satellite Information System (OASIS) ........................................................ 3-18
Emergency Digital Information System (EDIS) .......................................................................... 3-18
Dublin Community Alert Systems ........................................................................................... 3-18
Radio Amateur Civil Emergency Services (RACES) ............................................................ 3-18
Populations with Disabilities and Other Access and Functional Needs ....................................... 3-19
Functional Needs Populations ....................................................................................................... 3-20
Cal OES Office of Access and Functional Needs (OAFN) .................................................... 3-20
Animal Considerations ............................................................................................................................. 3-20
Emergency Operations .......................................................................................................................................... 4-22
Emergency Organization .......................................................................................................................... 4-22
Emergency Operations Center (EOC) ................................................................................................ 4-22
Purpose and Functions of the EOC ............................................................................................. 4-23
EOC Locations and Layout ............................................................................................................ 4-23
EOC Activation and Deactivation ................................................................................................ 4-25
Disaster Service Workers (DSW) .......................................................................................... 4-27
Emergency Reporting Procedures ........................................................................................... 4-27
Self-Deployment Procedures .................................................................................................... 4-27
Emergency Work Provisions .................................................................................................... 4-28
EOC Organization ........................................................................................................................... 4-28
Policy Group ................................................................................................................................. 4-28
Management Section ................................................................................................................... 4-29
Operations Section ..................................................................................................................... 4-30
Planning/Intelligence Section ..................................................................................................... 4-31
Logistics Section ........................................................................................................................... 4-33
Finance / Administration Section ............................................................................................. 4-34
EOC Safety and Security ................................................................................................................ 4-35
Information Management ......................................................................................................................... 4-35
Information Collection .................................................................................................................... 4-35
Support to Populations with Disabilities and Other Access and Functional Needs ................. 4-36
Functional Assessment Service Team (FAST). .......................................................................... 4-36
Schools ................................................................................................................................................ 4-37
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Plan Development, Distribution and Maintenance ............................................................................................ 5-1
Plan Updates ................................................................................................................................................. 5-1
Plan Testing, Training and Exercises ....................................................................................................... 5-1
After-Action Review ................................................................................................................................... 5-2
Acronym List ................................................................................................................... A-1
Information Collection and Dissemination ............................................................... B-1
EOC Operations and Detailed Position Checklists .............................................. C-1
EOC Staffing Roster Matrix ........................................................................................ D-1
Action Planning and Situation Reporting ................................................................... E-1
Recovery Operations Framework .............................................................................. F-1
Continuity of Government ......................................................................................... G-1
City of Dublin Emergency Operations Plan
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Emergency Operations Plan Overview and Administration
The EOP is designed to assist City and other staff members who have key roles and responsibilities
for responding during disasters, emergency incidents and pre-planned events. Emergency
management organization staff that support emergency response, report to the EOC, Field
Communication Center (FCC), Emergency Volunteer Center (EVC), City Shelter Site or are
assigned to field response duties, should use the EOP to guide their actions in completing assigned
tasks.
Plan Format
Basic Plan
The EOP provides an overview of the City’s organization, policies, and approach to all phases of
emergency preparedness. It is the foundation document for the City’s emergency management
program. The EOP identifies the functions and responsibilities for the emergency response
organization and EOC staff and provides guidance for plan maintenance. It describes internal
processes that address emergency response and coordination. The intent of the EOP is to provide
supporting documentation to emergency response staff that is detailed enough for effective response
yet is flexible enough to be used in any emergency response to support movement of first
responders or evacuation of affected populations.
Appendices
The EOP appendices include forms, checklists, and other supplemental information to be used in
preparation for, and during, an emergency. Appendices also include supporting information that may
frequently change, such as personnel rosters and contact lists.
Purpose and Scope
The EOP provides guidance to City staff to promote effective response and recovery operations
when any emergency affects City operations or citizens. The scope of the EOP includes the City’s
population, personnel, property, and facilities, and it is applicable to any incident resulting from any
hazard or threat.
The EOP:
• Describes the City’s organizational structure and management system for emergency
response.
• Sets forth lines of authority and organizational relationships and shows how emergency
response activity will be coordinated.
• Identifies the actions taken to activate and operate the City EOC.
• Identifies personnel, equipment, facilities, supplies, and other resources available to support
EOC operations.
• Provides detailed guidance for EOC staff to carry out their responsibilities; and
• Describes EOC processes and products such as the EOC Action Plan and Situation Status
Report.
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The objectives of the EOP are to:
• Describe the internal processes that address emergency response and coordination including
identifying the roles and responsibilities of EOC positions that may be staffed at the City
EOC upon activation; and,
• Describe the Incident Command System (ICS) which will be used in the preparation for,
response to, and recovery from emergencies, and may be used to aid in the mitigation of
potential threats; and,
• Provide tools and templates such as emergency procedures and communications methods
for EOC and other staff to use in supporting response to emergencies.
Dublin EOP Activation
Activation of the EOP occurs as a result of any of the following conditions:
• By order of the City Director of Emergency Services as specified in City Municipal Code
Chapter 2.44, provided that the existence or threatened existence of a local emergency has
been proclaimed in accordance with the City Municipal Code;
• When it is determined by the Director that the available resources are inadequate to cope
with the emergency incident;
• When required to support pre-planned events;
• When the Governor proclaims a state of emergency for an area that includes the City;
• Automatically on the proclamation of a state of war emergency as defined in California
Emergency Services Act (Government Code §§ 8550, et seq.);
• A Presidential declaration of a national emergency; and/or
• Automatically on receipt of an attack warning or the observation of a nuclear detonation.
Authorities
The following documents provide emergency authorities for conducting and/or supporting
emergency operations:
Federal
• Homeland Security Presidential Directive (HSPD) 5, Management of Domestic Incidents.
• Presidential Policy Directive (PPD) 8, National Preparedness.
• U.S. Department of Homeland Security, National Incident Management System (NIMS).
• U.S. Department of Homeland Security, National Response Framework (NRF).
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law
93-288), as amended.
• National Fire Protection Association (NFPA), Safer Act Grant; NFPA 1710, 2010.
• Americans With Disabilities Act (ADA), 1990.
• ADA Amendment Act (ADAAA), 2008.
• Post-Katrina Emergency Reform Act, 2007.
• The Pets Evacuation and Transportation Standards Act of 2006.
• Public Law 84-99 (U.S. Army Corps of Engineers-Flood Control Act).
• Federal Civil Defense Act of 1950 (Public Law 920), as amended.
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• National Response Team ((NRT-1), Hazardous Materials Emergency Planning Guide and
NRT-1A Plan Review Guide (Environmental Protection Agency's National Response
Team).
• National Environmental Policy Act of 1969, 42 U.S.C. 4321.
• Flood and Coastal Storm Emergencies (33 U.S.C. § 701n).
State
• California Constitution.
• California Emergency Services Act; Chapter 7 of Division 1 of Title 2 of the Government
Code.
• Standardized Emergency Management System (SEMS) Regulations; Chapter 1 of Division 2
of Title 19 of the California Code of Regulations and Government Code Section 8607(a).
• California State Emergency Plan.
• California Master Mutual Aid Agreement.
• California Natural Disaster Assistance Act; Chapter 7.5 of Division 1 of Title 2 of the
Government Code.
• California State Private Nonprofit Organizations Assistance Program, 2011.
• California Hazardous Materials Incident Contingency Plan.
• California Oil Spill Contingency Plan (Government Code §§ 8670.1, et seq.).
• California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117,
Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with
hazardous materials.
• Orders and Regulations which may be selectively promulgated by the Governor during a
State of Emergency.
• Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of
a State of War Emergency.
City
• Dublin Municipal Code §§ 2.44, et seq. Emergency Organization and Functions Ordinance
No. 02-85, adopted January 14, 1985.
• Dublin City Council Resolution 23-83 approving and agreeing to abide by the California
Disaster and Civic Defense Master Mutual Aid Agreement, adopted June 13, 1983.
• City Disaster Council Accreditation: (Original: January 14, 1985; City Council Resolution 02-
85).
• Dublin City Council Resolution 90-84 adopting Workmen's Compensation Benefits for
Disaster Service Workers, adopted (August 27, 1984).
• The current City Resolution adopting the Standardized Emergency Management System
(SEMS), the National Incident Management System (NIMS), and the 2003 Comprehensive
Emergency Management Plan. (CC Resolution 7-04; January 2004).
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Relationship to Other Plans/References
The EOP is the primary document used by the City to describe the conduct of emergency
management activities. The EOP addresses how emergency response and recovery operations will
be conducted and how resource support will be requested and coordinated.
The EOP is not a stand-alone document. Its purpose is to coordinate emergency operations while
supporting the emergency plans and procedures of all City departments. The EOP is designed to be
flexible enough to adapt to a changing response environment while meeting the needs of supporting
and requesting organizations. Other plans and guidelines the EOP may support/complement
include:
• State of California Emergency Plan 2017.
• State of California Emergency Management Mutual Aid Plan 2012.
• California Law Enforcement Mutual Aid Plan 2016.
• California Fire Service and Rescue Emergency Mutual Aid Plan 2014.
• California Public Health and Medical Emergency Operations Manual 2011.
• Bay Area Earthquake Plan 2016.
• Alameda Operational Area Emergency Operations Plan 2015.
• Building Inspector Safety Assessment Program (SAP).
• Alameda Operational Area Earthquake Plan 2010.
• Tri-Valley Hazard Mitigation Plan 2017.
• Other City Department Emergency Operations Plans and Standard Operating Procedures.
Standard Operating Procedures/Guides (SOPs/SOGs)
Additional organizational and/or functional Standard Operating Procedures (SOPs) or Standard
Operating Guides (SOGs) are used by City departments and other agencies and organizations that
have responsibilities in this plan. Appendix C of this EOP serves as the SOP for the City EOC.
City emergency operations staff should be acquainted with this and other relevant SOPs/SOGs and
receive periodic training on the policies and procedures contained within them.
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Hazard Analysis
The City is subject to a number of potential hazards. The 2017 Local Hazard Mitigation Plan
(LHMP) contains detailed descriptions of the nature, past occurrences, location, extent and
probability of future events for hazards. It also addresses the potential impacts resulting from
climate change on the hazards.
City Description
Figure 2.1 Dublin City Boundaries
The City is located in the East (San Francisco) Bay and Tri-Valley region of Alameda County along
the north side of Interstate 580 at the intersection with Interstate 680, roughly 35 miles east of
downtown San Francisco, 23 miles east of downtown Oakland, and 31 miles north of downtown
San Jose. It covers 14.9 square miles. Additional information on the geography and climate of the
City area is available in the Tri-Valley Mitigation Plan which can be found at:
https://www.dublin.ca.gov/94/Disaster-Preparedness.
The City is a general law City operating under a City Council/City Manager form of local
government. This form of government combines an elected Mayor and Council and an appointed
local government administrator. The City Council elections are nonpartisan. The Mayor serves a
two-year term, and Council Members serve four-year alternating terms. The Mayor and City Council,
as a collegial body, are responsible for setting policy, setting/prioritizing goals and objectives, and
approving the budget. The Mayor, with confirmation by the City Council, makes appointments to
the City's advisory commissions and committees.
The Council appoints the City Manager, who is responsible for the day-to-day administrative
operation of the City, including:
• Delivery of services;
• Hiring of personnel;
• Implementation of capital projects; and
• Preparation of the budget.
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The 2018 Census QuickFacts estimates that Dublin had a population of 63,445. It has been one of
the fastest-growing cities in California, with its population increasing by over a third during the past
decade. As of 2017, the City accommodated 20,931 housing units.
In 2018, the median income for a household in the City was $138,007. The per capita income for the
City was $54,251. The top employers in the City according, to the City's 2018 Comprehensive
Annual Financial Report, are listed in Figure 2.2.
The City’s land use includes a mixture of public open space, commercial/industrial, and residential.
The Parks Reserve Forces Training Area (PRFTA), historically known as Camp Parks, is located in
Dublin. A sub-installation of Fort Hunter Liggett, Camp Parks is the only training facility within a
short drive for the 11,000-plus reservists in the San Francisco Bay Area. Firing ranges and a wide
variety of training facilities are available.
# Employer # of Employees
1 U.S. Government
(including Federal Correctional Institution (FCI), Dublin) 2,100
2 Dublin Unified School District 1,007
3 Ross Stores 950
4 County of Alameda 870
5 Zeiss Meditec 465
6 City of Dublin 433
7 CallidusCloud 410
8 TriNet 343
9 Target 325
10 DeSilva Gates Construction 300
Figure 2.2 Top Employers in Dublin
Hazard Descriptions
The 2017 Tri-Valley Mitigation Plan lists 10 hazards that affect the City based on historical
information, the presence of the hazard, and the likelihood of future occurrences of the hazard:
Climate Change Human Caused
Dam Failure Landslide
Drought Public Health Emergency
Earthquake Severe Weather
Flooding Wildfire
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Climate Change
Description:
The U.S. Environmental Protection Agency (EPA) describes climate change as “any significant
change in the measures of climate lasting for an extended period of time. In other words, climate
change includes major changes in temperature, precipitation, or wind patterns, among other effects,
that occur over several decades or longer.” Many people confuse climate change with global
warming, the recent and ongoing rise in global average temperatures near Earth’s surface; however,
global warming represents only one aspect of climate change. The Earth’s average temperature has
risen by 1.4°F over the past century and is projected to rise another 2 to 11.5°F over the next
hundred years. Rising global temperatures have been accompanied by changes in weather and
climate. Many places have seen changes in rainfall, resulting in more floods, droughts, or intense
rain, as well as more frequent and severe heat waves. The planet's oceans and glaciers have also
experienced changes - oceans are warming and becoming more acidic, ice caps are melting, and sea
levels are rising.
Location:
Climate change is occurring around the entire world. As greenhouse gases trap more energy from
the sun, the oceans are absorbing more heat, resulting in an increase in sea surface temperatures and
rising sea level. Changes in ocean temperatures and currents brought about by climate change will
lead to alterations in climate patterns around the world.
Previous Incidents:
Climate change was first observed and documented in the late 1800s. It has been an increasingly
constant hazard since that time, with more significant effects during the past three decades than any
other time in recorded history.
Extent:
The EPA works with other organizations to observe, collect and communicate data about climate
change. The indicators that are tracked correlate to long-term trends related to the causes and effects
of climate change, although some indicators show trends that can be more directly linked to human-
induced climate change than others. See the City’s 2017 Local Hazard Mitigation Plan for a detailed
discussion on climate change.
Severity:
Climate change will continue to occur and gradually increase in severity through the year 2100 and
into the next century. Climate change severity projections contain inherent uncertainty, largely
derived from the fact that they depend on future greenhouse gas emission scenarios. Generally, the
uncertainty in greenhouse gas emissions is addressed by the presentation of differing scenarios: low-
emissions or high-emissions scenarios. In low-emissions scenarios, greenhouse gas emissions are
reduced substantially from current levels. In high-emissions scenarios, greenhouse gas emissions
generally increase or continue at current levels. Uncertainty in outcomes is generally addressed by
averaging a variety of model outcomes. There is general agreement that climate change will cause the
following effects on other hazards:
• Increased temperature and more dangerous heat conditions;
• Reduced precipitation and great durations of drought;
• Sea level rise—coastal inundation and erosion;
• More and larger wildfires;
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• Deterioration of public health due to air pollution;
• Reduced agricultural productivity;
• Inland flooding;
• Reduced economic productivity; and/or
• Mass migrations.
Probability of Occurrence:
Since climate change has been constantly occurring since the late 19th century, the probability of
occurrence cannot be calculated using the described standard as with the previous hazards.
Dam Failure
Description:
Dam failure is an uncontrolled release of impounded water from a reservoir through a dam due to
structural failures or deficiencies in a dam. A dam is an artificial barrier that has the ability to store
water, wastewater, or liquid-borne materials for many reasons (flood control, human water supply,
irrigation, livestock water supply, energy generation, containment of mine tailings, recreation, or
pollution control). More than a third of the country’s dams are greater than 50 years old.
Approximately 14,000 of those dams pose a significant hazard to life and property if failure occurs.
Man-made dams can be classified according to the type of construction material used, the methods
used in construction, the slope or cross-section of the dam, the way the dam resists the forces of the
water pressure behind it, the means used for controlling seepage, and, occasionally, according to the
purpose of the dam. The materials used for construction of dams include earth, rock, tailings from
mining or milling, concrete, masonry, steel, timber, miscellaneous materials (plastic or rubber), and
any combination of these materials.
The most likely causes of dam failure are age of dams, earthquakes, excessive rainfall, and landslides.
Poor construction, lack of maintenance and repair, and deficient operational procedures may be
preventable or correctable by instituting a program of regular inspections.
Location:
According to the California Division of Safety of Dams (DSOD), as of 2017, there were 24 dams in
Alameda County of which 20 were classified as high or extremely high hazard according the DSOD
Downstream Hazard Classification Guidelines. Of these, Del Valle has the potential to impact the
City if a failure were to occur. Dam failure inundation mapping in support of emergency action
plans (EAP) is not contained in the Alameda County General Plan Safety Element. A crude
inundation map is available at:
http://www.acgov.org/cda/planning/generalplans/documents/PC_StaffReport_091712.pdf
Detailed maps are contained in the Del Valle Dam EAP. A copy is held by the City Public Works
Department and located in the EOC.
Previous Incidents:
No dam failures have been recorded in the City. According to the Alameda County Multi-Hazard
Mitigation Plan, there have been two failures in the County:
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• 1918 Calaveras Dam Failure—The San Francisco Public Utilities Commission-owned
Calaveras Dam, located in Alameda County, failed during construction in 1918. A landslide
damaged the upstream shell of the dam and destroyed the dam’s outlet tower.
• 2015 Rubber Dam 3 Failure—In 2015, the inflatable dam on Alameda Creek (Rubber
Dam 3) failed due to vandalism, releasing nearly 50 million gallons of water into the San
Francisco Bay. The water was meant to fill the Niles Cone Groundwater Basin to allow
residents and businesses from the Cities of Newark, Union City and Fremont to access it as
drinking water.
Extent:
Dam failure is not classified on a hazard/risk scale. However, many EAPs use the classifications:
• Failure occurring or imminent;
• Potential Failure;
• High Flow Operations; and
• Other Event.
Severity:
Failure of the Del Valle Dam could cause extensive flooding in the southern part of the City. The
amount of potential damage would be determined by the reservoir level and dam failure mechanism.
Failure of the Del Valle Dam could result in inundation of Interstate 580 for several miles.
Probability of Occurrence:
Dam failures have a low incidence of occurrence. Since the incident at Oroville Dam in 2017,
DSOD has instituted more exacting inspection and emergency response processes.
Drought
Description:
Drought is an extended period of years when a region is deficient in its water supply or consistently
receives below average precipitation. Drought patterns in the West are related to large-scale climate
patterns in the Pacific and Atlantic Oceans, such as the El Niño–Southern Oscillation in the Pacific,
and the Atlantic Multidecadal Oscillation in the Atlantic. As these large-scale ocean climate patterns
vary in relation to each other, drought conditions in the U.S. shift from region to region.
Drought produces a variety of impacts that span many sectors of the economy such as reduced
crops, rangeland, and forest productivity; increased fire hazard; reduced water levels; increased
livestock and wildlife mortality; and rationing, among other impacts.
In the City, drought impacts are more related to social, economic, and environmental uses. The City
is primarily a suburban city; water usage is typically related to municipal, commerce, and recreation,
all of which require a constant, steady supply of water.
Location:
When a drought is in effect, the entire City is affected by the drought.
Previous Incidents:
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Historical drought data for the Bay Area indicates there have been four significant droughts in the
last 79 years. This equates to a drought every 19.8 years on average or a 5.1 percent chance of a
drought in any given year.
Extent:
The U.S. Drought Monitor established a drought scale much like those that rate hurricanes and
tornadoes. The "D-scale" speaks to the "unusualness" of a drought episode. See Figure 2.3. Over the
long run, D1 conditions are expected to occur about 10 to 20 percent of the time. D4 is much rarer,
expected less than 2 percent of the time.
Figure 2.3 U.S. Drought Monitor Scale
Severity:
The State recently experienced an unprecedented drought beginning in 2012. This was the longest
drought in over a century. The drought at its height encompassed over 98 percent of the State of
California. On January 17, 2014, Governor Edmund G. Brown, Jr., declared a Drought State of
Emergency. Reservoirs, groundwater basins and ecosystems were at half-capacity or less and were
stressed. The wildfire risk was extremely high. 2014 was the state's third driest in 119 years of record
based on statewide precipitation.
In late July 2015, the U.S. Drought Monitor classified 58 percent of California in “exceptional”
drought, the most severe on the U.S. Drought Monitor’s five-point scale, and that percentage
remained unchanged through September. More than 80 percent was in "extreme" drought.
Unprecedented storms during the winter of 2016 – 2017 alleviated most drought conditions in the
State. The Drought State of Emergency ended in April 2017 due to record setting precipitation the
previous winter.
Probability of Occurrence:
An extreme multiyear drought more intense than the 2011 - 2016 drought could impact the region
with little warning. Combinations of low precipitation and unusually high temperatures could occur
over several consecutive years. Intensified by such conditions, extreme wildfires could break out
throughout Alameda County, increasing the need for water. Surrounding communities, also in
drought conditions, could increase their demand for water supplies relied upon by the planning
partnership, causing social and political conflicts. If such conditions persisted for several years, the
economy of Alameda County could experience setbacks, especially in water-dependent industries.
Climate Change:
Climate change is likely to increase the number and severity of future droughts. The cumulative
impact of climate change will result in drier conditions and will alter the timing and efficiency of the
Bay Area water supply. An increase in temperature and a reduction in mountain snowpack are the
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two most direct effects of climate change that will result in a drier state with fewer natural water
resources than historically have been available.
Earthquake
Description:
Earthquake is a term used to describe both sudden slip on a fault, and the resulting ground shaking
and radiated seismic energy caused by the slip, or by volcanic or magmatic activity, or other sudden
stress changes in the earth. Earthquake related hazards include surface faulting, ground shaking,
landslide, liquefaction, tectonic deformation, tsunamis, and seiches.
Location:
The City is located in a high seismic risk zone, with the Calaveras Fault running through the City
approximately at the location of I-680. This region is one of the most seismically active in the world,
marked by the number of large, damaging earthquakes that have occurred in the past. Major
earthquakes have occurred on the San Andreas and Hayward faults in 1836, 1838, 1868, 1906 and
1989. Major seismic faults that can potentially cause devastating earthquakes are the San Andreas,
Hayward, Calaveras and Greenville.
Previous Incidents:
Northern California is one of the most seismically active areas in the U.S. The region has
experienced at least 43 earthquakes greater than 5.0 Mw since 1836. Figure 2.4 provides a list of
historical earthquakes with magnitudes greater than 6.0Mw.
Date Mw Fault/Location
10-21-1868 6.8 Hayward - 30 Fatalities
4-19-1892 6.4 Vacaville - 1 Fatality
6-10-1897 6.3 Calaveras Fault
3-31-1898 6.3 Mare Island
4-18-1906 7.8 San Francisco - 3000 Fatalities
7-1-1911 6.5 Calaveras Fault
4-24-1984 6.2 Morgan Hill
10-18-1989 6.9 San Francisco (Loma Prieta) - 63 Fatalities
6-15-2005 7.2 Off the Coast of Northern California
6-17-2005 6.6 Off the Coast of Northern California
1-10-2010 6.5 Off the Coast of Northern California
8-27-2014 6.0 Napa
Figure 2.4 Historical Bay Area Region Earthquakes
Extent:
Earthquakes are characterized by magnitude. The magnitude is a number that characterizes the
relative size of an earthquake. Magnitude is based on measurement of the maximum motion
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recorded by a seismograph. Several scales have been defined, but the most commonly used is the
moment magnitude (Mw) scale, based on the concept of seismic moment, is uniformly applicable to
all sizes of earthquakes. Figure 2.5 displays the Mw scale relative to historical earthquakes.
Figure 2.5 Mw Scale
Severity:
During an earthquake, the City may experience surface fault rupture, liquefaction, and landslides. A
major earthquake in the Bay Area on the scale of the 1868 Hayward or 1906 San Francisco events is
predicted to cause thousands of deaths, tens of thousands of injuries and result in major damage to
all critical infrastructure systems including power, water and wastewater, communications, fuel and
transportation. Recovery efforts will take decades.
Probability of Occurrence:
Earthquake probabilities are calculated by projecting earthquake rates based on earthquake history
and fault slip rates (not simply the number of occurrences within a span of years). The result is
expressed as the probability that an earthquake of a specified magnitude will occur on a fault or
within an area.
There is a strong likelihood that the City will experience a significant earthquake from one of the
known major faults in the next 30 years. In 2015, the Working Group on California Earthquake
Probabilities (WGCEP) issued its third Uniform California Earthquake Rupture Forecast (UCERF3)
which determined the likelihood for magnitude 6.7 and larger earthquakes somewhere in the region
remains near certainty (greater than 99 percent).
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Human Caused
Description:
Human caused hazards fall into two broad categories:
• Intentional, criminal, malicious acts, including acts of terrorism, cyber threats, civil unrest,
riots, and active threats. In dealing with intentional human-caused hazards, the unpredictability
of human beings must be considered. People with a desire to perform criminal acts may seek
out targets of opportunity that may not fall into established lists of critical areas or facilities.
First responders train not only to respond to organized terrorism events, but also to respond
to random acts by individuals who, for a variety of reasons ranging from fear to emotional
trauma to mental instability, may choose to harm others and destroy property.
• Technological incidents that arise accidentally from human activities. Technological hazards
are associated with human activities such as the manufacture, transportation, storage and the
use of hazardous materials. Incidents related to these hazards are assumed to be accidental,
with unintended consequences. Technological hazards in the planning area can be categorized
as follows:
Hazardous materials incidents; and
Pipeline and utility failure.
The City’s LHMP contains a detailed description of human caused hazards.
Location:
The entire City faces exposure to human caused hazards. The most likely areas are heavily traveled
highways and roadways and near manufacturing sites.
Previous Incidents:
The Bay Area has not experienced a major, regional terrorism event. However, there have been
numerous terrorist incidents and occurrences of civil unrest, including:
• August 28, 2003: Two bombings at the Chiron Corp in Emeryville were attributed to a faction
of the Animal Liberation Front.
• September 26, 2003: A bombing at Shaklee Corp in Pleasanton was attributed to a faction of
the Animal Liberation Front.
• January 7, 2009: This was the most notorious civil disturbance in Alameda County and
occurred as a response to a shooting by a Bay Area Rapid Transit police officer. It began as a
peaceful protest but turned into a destructive riot resulting in trash can fires, multiple cars set
on fire, broken storefront windows, and looting of stores.
• October 20, 2011: Occupy Oakland protesters took to the streets in Oakland over economic
inequality, corporate excess, and homelessness. Hundreds of participants set up tents in Frank
Ogawa Plaza. Some arrests were made for disruptive behavior; however, for the most part,
the protest remained peaceful.
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• November 24 – December 10, 2014: After a grand jury decision in the Michael Brown case in
Ferguson, Missouri, there was a 17-day revolt in Oakland that resulted in marches, blocked
roadways, looting of businesses, destruction of property, and arrests.
• On December 1, 2014, a global cyber-attack shut down web access to agenda, minutes, and
video for many Bay Area government agencies, including Alameda County. The San
Francisco-based company Granicus, which provides web services for government agencies
nationwide, reported the outage.
• In December 2015, University of California at Berkeley experienced a massive cyber-attack
that left upwards of 80,000 people exposed to cyber-crime. The university is one of the largest
employers in the Bay Area, and this cyber-attack reached beyond jurisdictional and county
lines to affect the entire Bay Area.
Extent:
There are no measures that classify or characterize the extent of human caused hazards.
Severity:
Past events such as wars have resulted in millions of deaths and world-wide destruction of
infrastructure. The current potential for human caused impacts to the City is immense.
Probability of Occurrence:
The likelihood of a human caused hazard to affect the City in any year is nearly 100 percent.
Flooding
Description:
A flood occurs when the existing channel of a stream, river, canyon, or other watercourse cannot
contain excess runoff from rainfall or snowmelt, resulting in overflow onto adjacent lands. A
floodplain is the area adjacent to a watercourse or other body of water that is subject to recurring
floods.
• Riverine Flooding occurs when downstream channels receive more rain or snowmelt from
their watershed than normal, or a channel is blocked by an ice jam or debris. Excess water
overloads the channels and flows out onto the floodplain.
• Stormwater Runoff Flooding occurs due to urban drainage systems being designed to remove
surface water from developed areas as quickly as possible to prevent flooding on streets and
in other urban areas. These closed conveyance systems channel water away from an urban area
to surrounding streams, bypassing natural processes of water filtration through the ground,
containment, and evaporation of excess water. Because drainage systems reduce the amount
of time surface water takes to reach surrounding streams, flooding in those streams can occur
more quickly and reach greater depths than prior to development in the area.
• Flash Flooding is rapid and extreme flow of high water into a normally dry area, or a rapid
water level rise in a stream or creek above a predetermined flood level, beginning within six
(6) hours of the causative event (e.g. intense rainfall, dam failure). Flash floods are capable
of tearing out trees, undermining buildings and bridges, and scouring new channels. In
urban areas, flash flooding is an increasingly serious problem due to the removal of
vegetation and replacement of ground cover with impermeable surfaces such as roads,
driveways, and parking lots.
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Location:
Areas along Alamo and Tassajara Creeks, and near Interstate 680 are within the 100-year floodplain.
Locations near Interstate 580 in the southern part of the City including the downtown area and retail
center are within the 500-year floodplain.
Previous Incidents:
Flooding associated with severe storms has been among the most common disaster in the Bay Area
during the period from 1950 to 2015, occurring on average 1.3 times a year over the past 60 years.
Often heavy rainfall brings many areas of localized flooding, especially in low-lying areas of the
region. Many other locally significant floods have occurred during this time.
Extensive flooding occurred in 1950, 1957, 1958, 1959, 1962, 1963, 1964, 1965, 1966, 1969, 1970,
1973, 1980, 1982, 1983, 1992, 1995, 1996, 1997, 1998, 2005, 2006, 2008, 2009, 2012, 2014 and 2017.
Extent:
The frequency and severity of flooding are measured using a discharge probability, which is the
probability that a certain river discharge (flow) level will be equaled or exceeded in a given year.
Flood studies use historical records to determine the probability of occurrence for the different
discharge levels. The flood frequency equals 100 divided by the discharge probability. For example,
the 100-year discharge has a 1-percent chance of being equaled or exceeded in any given year. The
“annual flood” is the greatest flood event expected to occur in a typical year. These measurements
reflect statistical averages only; it is possible for two or more floods with a 100-year or higher
recurrence interval to occur in a short time period. The same flood can have different recurrence
intervals at different points on a river.
Severity:
The principal factors affecting flood damage are flood depth and velocity. The deeper and faster
flood flows become, the more damage they can cause. Shallow flooding with high velocities can
cause as much damage as deep flooding with slow velocity. This is especially true when a channel
migrates over a broad floodplain, redirecting high velocity flows and transporting debris and
sediment. Flooding is often evaluated by examining peak flow.
Probability of Occurrence:
The primary water courses in Alameda County have the potential to flood at irregular intervals,
generally in response to a succession of intense winter rainstorms. Storm patterns of warm, moist air
usually occur between early November and late March. A series of such weather events can cause
severe flooding in the City. The worst-case scenario is a series of storms that flood numerous
drainage basins in a short time. This could overwhelm the response and floodplain management
capability of the region. Major roads could be blocked, preventing critical access for many residents
and critical functions. High in-channel flows could cause water courses to scour, possibly washing
out roads and creating more isolation problems.
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Landslide
Description:
Landslides and mudslides can be initiated by storms, earthquakes, fires, volcanic eruptions or human
modification of the land. They can move rapidly down slopes or through channels, and can strike
with little or no warning at avalanche speeds. According to the U.S. Geological Society (USGS), the
term landslide includes a wide range of ground movement, such as rock falls, deep failure of slopes,
and shallow debris flows. Although gravity acting on an over-steepened slope is the primary reason
for a landslide, there are other contributing factors.
Location:
In 2011, the California Geological Survey conducted a statewide analysis of landslide susceptibility
using a combination of regional rock strength and slope data to create classes of susceptibility. The
methodology used for the analysis assumed, in general, that landslide susceptibility is low on very
low slopes in all rock materials, and that susceptibility increases with slope and in weak rocks. The
analysis also factored in locations of past landslides. The City is shown as having low susceptibility
except on the eastern and western boundaries where susceptibility is moderate.
Previous Incidents:
Landslides in the Bay Area typically occur either as a result of an earthquake or during heavy and
sustained rainfall events. Urbanized hilly areas of Alameda County have sustained damage from
landslides caused by storms. Between 1980 and April 2017, FEMA issued disaster declarations (DR)
for the State of California for 10 landslide hazard-related events, classified as one or a combination
of the following events: severe winter storms, flooding, debris flow, mud flows, landslides and
mudslides.
Extent:
There are no measures that classify or characterize the extent of landslides.
Severity:
When landslides occur, they deform and tilt the ground surface. The result can be destruction of
foundations, offset of roads, breaking of underground pipes, or overriding of downslope property
and structures. There have been very few landslides or mudslides that have caused damage.
Probability of Occurrence:
The occurrence of landslides is difficult to predict. New construction is becoming more of a concern
as development moves outside of city centers into less developed, hillside areas. It is possible that
private and public property, including infrastructure, could be affected if geotechnical surveys are
not completed and mitigation measures are not enforced prior to building.
Public Health Emergency
Description:
An influenza pandemic is a worldwide outbreak that occurs when a new influenza virus appears or
“emerges” in the human population that may cause serious illness or death and spreads easily from
person to person worldwide. Pandemics may be categorized from mild to severe depending upon
the number of people who become ill or die from the disease.
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Pandemics are different from seasonal outbreaks of influenza that are caused by subtypes of
influenza viruses that already circulate among people. Pandemic outbreaks are caused by entirely
new subtypes to which the population has no immunity because the subtype has either never
circulated among people or has not circulated for a long time. Seasonal influenza occurs routinely
worldwide each year, causing an average of 36,000 deaths annually in the U.S.
Location:
Currently, the potential exists for an influenza pandemic to cause serious illness and death to a large
number of people throughout the world. Alameda County and the City are no exception.
Previous Incidents:
During the last century, there have been three influenza pandemics. The influenza pandemic of 1918
was especially severe, killing many young, otherwise healthy adults. That pandemic caused more than
500,000 deaths in the U.S. and an estimated 40 million deaths around the world. Subsequent
pandemics in 1957-58 and 1968-69 caused far fewer fatalities in the U.S.: 70,000 and 34,000 deaths
respectively but caused significant illness and death around the world.
Alameda County was part of a statewide Presidential Disaster Declaration on April 28, 2009, for a
Swine Flu outbreak.
During the preparation of this EOP, the City was in the midst of the Novel Coronavirus (COVID-
19) Pandemic of 2020. Originating in the Wuhan Hubei Province, China, COVID-19 is a highly
contagious respiratory illness that mainly spreads through exposure to respiratory droplets and
aerosols carrying the infectious virus. By October 2020, there were 36.3M cases and 1.06M deaths
worldwide, 7.58M cases and 212,000 deaths nationally, and 844,000 cases and 16,358 deaths
statewide. Within Alameda County, there were 21,866 cases and 440 deaths, Dublin had 291 cases
and less than 10 deaths.
Extent:
Several characteristics of an influenza pandemic differentiate it from other public health
emergencies. Foremost, it has the potential to cause illness in a very large number of people,
overwhelming the health care system throughout the nation. A pandemic outbreak could also
jeopardize essential community services through Public Health Officer instituted shelter-in-place
orders or by causing high levels of absenteeism in critical positions in every workforce. Basic
services, such as health care, law enforcement, fire, emergency response, communications,
transportation, and utilities could be disrupted during a pandemic. Finally, a pandemic, unlike many
other emergency events, will last for months rather than days or weeks, disrupting supply chains for
essential items such as food, water, and other essential provisions.
Severity:
The World Health Organization and the U.S. Government use slightly different measures of
pandemic severity. They are depicted in Figure 2.6.
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WHO Phases Federal Government Response
Stages
INTER-PANDEMIC PERIOD
1
No new influenza virus subtypes have been
detected in humans. An influenza virus subtype that
has caused human infection may be present in
animals. If present in animals, the risk of human
disease is considered low. 0 New domestic animal outbreak in at-risk
country
2
No new influenza virus subtypes have been
detected in humans. However, a circulating animal
influenza virus subtype poses a substantial risk of
human disease
PANDEMIC ALERT PERIOD
3
Human infection(s) with a new subtype, but no
human-to-human spread, or at most rare instances
of spread to a close contact.
0 New domestic animal outbreak in at-risk
country
4
Small cluster(s) with limited human-to-human
transmission but spread is highly localized,
suggesting that the virus is not well adapted to
humans.
1 Suspected human outbreak overseas
5
Larger cluster(s) but human-to-human spread still
localized, suggesting that the virus is becoming
increasingly better adapted to humans, but may not
yet be fully transmissible (substantial pandemic
risk).
2 Confirmed human outbreak overseas
PANDEMIC PERIOD
6 Pandemic phase: increased and sustained
transmission in general population
3 Widespread human outbreaks in multiple
locations overseas
4 First human case in North America
5 Spread throughout the United States
6 Recovery and preparation for subsequent
waves
Figure 2.6 Pandemic Stage Classifications
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Probability of Occurrence:
The Centers for Disease Control and Prevention (CDC) estimates that a severe influenza pandemic
could occur in any year and infect up to 200 million people in the U.S. and cause between 100,000
and 200,000 deaths. These figures will likely change following the COVID-19 Pandemic.
Severe Weather
Description:
Severe weather refers to any dangerous meteorological phenomena with the potential to cause
damage, serious social disruption, or loss of human life. It includes thunderstorms, downbursts,
tornadoes, waterspouts, snowstorms, ice storms, and dust storms. Severe weather can be categorized
into two groups: systems that form over wide geographic areas are classified as general severe
weather; those with a more limited geographic area are classified as localized severe weather. Severe
weather, technically, is not the same as extreme weather, which refers to unusual weather events at
the extremes of the historical distribution for a given area. A thorough description of the types and
characteristics of severe weather is found in the City’s 2017 LHMP.
Location:
The entire City is susceptible to severe weather. Figure 2.7 lists several weather events in Alameda
County that have resulted in a Stafford Act Presidential Declaration.
FEMA
Declaration Event Date Event Type Location
DR-283 February 16, 1970 Severe Storms & Flooding 17 counties including
Alameda County
DR-651 December 19, 1981 – January 8,
1983
Severe Storms, Flood, Mudslides &
High Tide
10 counties including
Alameda County
DR-758 February 12 – March 10, 1986 Severe Storms & Flooding 39 counties including
Alameda County
DR-1044 January 3 – February 10, 1995 Severe Winter Storms, Flooding,
Landslides, Mudflows
42 counties including
Alameda County
DR-1046 February 13 – April 19, 1995 Severe Winter Storms, Flooding,
Landslides, Mudflows
57 counties including
Alameda County
DR-1155 December 28, 1996 – April 1, 1997 Severe Winter Storms, Flooding 48 counties including
Alameda County
DR-1203 February 2 – Aril 30, 1998 Severe Winter Storms, Flooding 41 counties including
Alameda County
DR-1628 December 17, 2005 – January 3,
2006
Severe Winter Storms, Flooding,
Landslides, Mudflows
30 counties including
Alameda County
DR-1646 March 29 – April 16, 2006 Severe Winter Storms, Flooding,
Landslides, Mudflows
17 counties including
Alameda County
DR-4301 January 3 – January 12, 2017 Severe Winter Storms, Flooding,
Mudslides
39 counties including
Alameda County
DR-4305 January 18 – January 23, 2017 Severe Winter Storms, Flooding,
Mudslides
23 counties including
Alameda County
DR-4308 February 1 – February 23, 2017 Severe Winter Storms, Flooding,
Mudslides
43 counties including
Alameda County
Figure 2.7 Severe Weather Declarations
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Previous Incidents:
Severe weather occurs regularly in the City.
Extent:
There are numerous measures for severe weather such as inches of rain or snow and lightning
strikes per hour. Special measures include:
• Tornadoes – Saffir Simpson Scale
• Winds – Beaufort Scale
• Solar activity – Planetarische Kennziffer (Kp) Index
Severity:
The most common problems associated with the severe weather conditions are immobility and loss
of utilities. Fatalities are uncommon but can occur. Roads may become impassable due to flooding,
downed trees, or a landslide. Power lines may be downed due to high winds, and services such as
water or phone may not be able to operate without power. Physical damage to homes and facilities
can be caused by wind or flooding.
Atmospheric rivers or heavy precipitation, which in the planning area almost always takes the form
of rain, can have significant impacts, including crop damage, soil erosion, and increased risk of
flood. These events can drop up to 12 inches of rain over a few days and cause widespread flooding
and disruption to road and air travel. Stormwater runoff from heavy rains can also impair water
quality by washing pollutants into water bodies. Thunderstorms carry the same risks as heavy
precipitation events, and depending on the type of storm, they can also result in tornados, lightning,
and heavy winds, increasing risk of injury and property damage.
Lightning severity is typically associated with both property damage and life safety (injuries and
fatalities). The number of reported injuries from lightning is likely to be low, but planning area
infrastructure losses can be up to thousands of dollars each year. Lightning also is associated with
wildfire ignitions in the planning area.
Extreme heat is the primary weather-related cause of death in the U.S. over a 30-year average from
1987 through 2016. In 2016, heat claimed 94 lives, although none of them were in California.
Probability of Occurrence:
The City can expect to experience some type of severe weather event at least annually. The City’s
2017 LHMP indicates that the planning area can experience around five thunderstorms each year.
The frequency of solar flares is difficult to estimate, and prediction of a specific future event is
nearly impossible.
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Wildfire
Description:
A wildfire is any uncontrolled fire occurring on undeveloped land that requires fire suppression.
Wildfires can be ignited by lightning or by human activity such as smoking, campfires, equipment
use, and arson. Fire hazards present a considerable risk to vegetation and wildlife habitats
throughout Alameda County. While the primary fire threat in the Bay Area is from wildfire, urban
conflagration or a large disastrous fire in an urban area is a major hazard that can occur due to many
causes such as wildfires, earthquakes, gas leaks, chemical explosions, or arson.
Location:
Areas near unincorporated Alameda County are most susceptible to wildfire. The California
Department of Forestry and Fire Protection’s (Cal Fire’s) Fire and Resource Assessment Program
has modeled and mapped wildfire hazard zones using a science-based and field-tested computer
model that designates moderate, high or very high fire hazard severity zones (FHSZ). As was
witnessed in the Santa Rosa Fire in 2017, the Carr Fire in 2018, and the Glass Fire in 2019 residential
neighborhoods outside the FHSZ are susceptible to wildfire.
Previous Incidents:
According to Cal Fire, the following wildfires of over 10 acres were recorded near the City in recent
years:
• June 8, 2013, Vasco Fire: Burned 240 acres off Vasco Road and North Vasco Road, north of
Livermore. The fire was contained within one day.
• July 6, 2013, Fallon Fire: Burned 38 acres off Fallon Road and Camino Tassajara near Dublin.
The fire was contained within one day by Alameda County Fire Department.
• October 4, 2013: Burned 150 acres along Highland Road near Livermore.
• June 25, 2015: Burned 53 acres off Tesla Road, southeast of Livermore.
• August 22, 2015: Burned 2,700 acres off Tesla Road near Correll Hollow between Livermore
and Tracy. This fire took four days to contain with 18 fire personnel and five engines.
• August 18, 2020, SCU Lightening Complex Fire: Burned 396,624 acres within multiple
locations throughout Santa Clara, Alameda (South East of Livermore), Contra Costa, San
Joaquin, Merced, and Stanislaus Counties. The fire was contained within 45 days.
Extent:
Wildfires are typically measured in acreage, buildings damaged and destroyed, cost of response and
deaths and injuries. The U.S. Bureau of Reclamation, the U.S. Forest Service and Cal Fire all use a
complex model to develop burned area severity of damage to soils and water absorbing capacity.
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Severity:
The size and location with respect to housing stock and critical infrastructure determine the severity
of wildfires. The impacts of a fire are felt long after the fire is extinguished. In addition to the loss of
property in fires, the loss in vegetation and changes in surface soils alter the environment. When all
supporting vegetation is burned away, hillsides become destabilized and prone to erosion. The burnt
surface soils are harder and absorb less water. When winter rains come, this leads to increased
runoff, erosion, and landslides in hilly areas.
Probability of Occurrence:
Wildfire risk increases due to climate change because of higher temperatures and longer dry periods
over longer fire seasons. Additionally, wildfire risk will also be influenced by potential changes in
vegetation. The future fire risk model analyzes two primary variables: fuel availability and
flammability of fuel.
In California, the change in fire risk is a result of either a densely-forested ecosystem becoming drier
or a dry climate experiencing large vegetation growth after a year of above average precipitation. In
the first scenario, the suite of climate impacts (higher temperatures, less snowpack, earlier springs)
results in previously wet dense fuel ecosystems becoming dry – increasing the fire risk. In the
second ecosystem, dominated by grass and low-density shrubs, the risk is often unchanged or
decreased because the availability of fuel is the governing variable for fire risk, which remains
unchanged or decreases as a result of projected precipitation.
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Concept of Operations
This section identifies how the City organizes to manage, coordinate, and respond to emergencies
within the context of existing emergency management and response doctrine, as well as current City
legal authority, organization, and operations.
Assumptions
The EOP is based upon a number of planning assumptions:
• City staff will take immediate actions to address threats to life-safety or property damage
within the constraints of their abilities and resources.
• The EOC Director will mobilize required resources and task City staff to fulfill the
response/recovery objectives.
• More than one EOC position may be filled by the same person. Some or all of the EOC
team may perform their duties remotely.
• City owned and contracted resources will act as one entity to conduct emergency
response and recovery operations.
• The EOC will work with private industry and government agencies in the incident impact
area to support/provide essential services during the response and recovery periods of an
emergency.
Phases of Emergency Management
In California, emergency management activities are
associated with the five (5) phases indicated below. Not
every disaster will necessarily include all the phases. All City
Departments have responsibilities in one or more of the
emergency management phases:
• Prevention Phase.
• Mitigation Phase.
• Preparedness Phase.
• Response Phase.
• Recovery Phase.
Figure 3.1 Phases of
Emergency Management
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Prevention
Unlike other mission areas which are all-hazards by design, Presidential Policy Directive-8
specifically focuses Prevention-related activities on an imminent terrorist threat. Prevention includes
the intelligence, law enforcement, and homeland defense activities conducted in the event of an act
of terrorism in the homeland to determine if follow-on attacks are planned and to thwart and/or
apprehend the adversary. Prevention actions include:
• Anticipating and identifying emerging and/or imminent threats through the intelligence cycle.
• Sharing relevant, timely, and actionable information and analysis with Federal, state, local,
private sector, and international partners and develop and disseminate appropriate
classified/unclassified products.
• Conducting operations to render safe and dispose of chemical, biological, radiological, and
nuclear and explosives (CBRNE) hazards in multiple locations and in all environments,
consistent with established protocols.
• Preventing terrorism financial/material support from reaching its target, consistent with
established protocols.
• Prevent terrorist acquisition of and the transfer of CBRNE materials, precursors, and related
technology, consistent with established protocols.
• Conducting tactical counterterrorism operations in multiple locations and in all environments,
consistent with established protocols.
Mitigation
Mitigation is aimed at preventing disasters or taking steps to reduce the impact of unavoidable
disasters. Ideally, mitigation should occur before an emergency happens. The Disaster Mitigation
Act of 2000 (DMA 2000) provided guidance for implementing mitigation activities including
development of local hazard mitigation plans (LHMP). The City has an approved DMA 2000
LHMP that was adopted in 2017. Mitigation activities include:
• Hazard Identification and Mapping;
• Design and Construction Applications;
• Land Use Planning;
• Financial Incentives;
• Insurance; and
• Structural Controls.
Preparedness
The preparedness phase involves activities undertaken in advance of an emergency or disaster to
develop operational capabilities and effective responses to a disaster. Staff develop and maintain
response and recovery plans to guide disaster operations. Preparedness activities involve planning
such as developing hazard analyses, training response personnel, and improving public readiness, all
aimed toward developing increased capabilities to respond to a disaster. Preparedness activities
include:
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• Reviewing and updating emergency plans, SOPs/SOGs, and resource listings;
• Delivering pre-incident and post-incident public awareness information and education
programs regarding disaster preparedness;
• Inspecting and assessing the readiness of critical facilities;
• Training emergency response staff;
• Maintaining the readiness of response resources;
• Testing warning and communications systems; and
• Conducting exercises and drills to evaluate emergency response plans, procedures and
processes.
Response
Activities during this phase include saving and sustaining lives and protecting property and the
environment by controlling the situation and minimizing the effects of the disaster. The City
conducts immediate response operations by effective deployment of local government resources.
Response operations include:
• Information collection and situation analysis;
• Resource allocation and control;
• Dissemination of accurate, timely emergency information and warnings to the public;
• Evacuation and rescue operations;
• Medical care operations;
• Care and shelter operations;
• Access and perimeter control;
• Public health operations; and
• Restoration of vital services and utilities.
When local resources are overwhelmed and additional support is required, requests for mutual aid
will be initiated through the Alameda Operational Area. The Alameda County Fire Department and
Alameda County Sheriff (Dublin Police Services) staff located in the City’s EOC will request mutual
aid directly through the Alameda Operational Area EOC to the regional mutual aid coordinators.
Depending on the severity of the emergency, the City’s EOC may be activated. The Alameda
Operational Area may then activate the Operational Area EOC depending on the scope and severity
of the situation. The Operational Area may also request a gubernatorial proclamation of a State of
Emergency. Should a State of Emergency be proclaimed, state agencies will, to the extent possible,
respond to requests for assistance. Cal OES will then activate a Regional EOC (REOC) and the
State Operations Center (SOC) in Sacramento to support state agencies and other entities in the
affected areas and manage and coordinate the State's emergency response operations. The Cal OES
Coastal REOC in Walnut Creek, 1340 Treat Blvd, Suite 270, Walnut Creek, CA 94597, will support
the Alameda Operational Area.
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If the Governor requests and receives a Presidential Declaration of an Emergency or a Major
Disaster under Public Law 93-288, he will appoint a State Coordinating Officer (SCO). The SCO
and an appointed Federal Coordinating Officer (FCO) will coordinate and manage state and federal
recovery efforts in supporting local operations in accordance with the National Response
Framework and other directives.
Sustained Emergency Response: In addition to continuing life safety and property protection,
operations, life sustainment operations such as mass care, relocation, registration of displaced
persons, and damage assessment operations will be initiated during sustained emergencies.
Recovery
Recovery operations involve restoring essential services, community rebuilding, and reconstitution
of infrastructure. City recovery activities include developing an organization that can effectively
access and implement federal and state recovery programs that provide financial and technical
assistance after disasters. The National Disaster Recovery Framework (FEMA 2016) defines eight
guiding principle to maximize the opportunity for achieving recovery success. They are:
1. Individual and Family Empowerment.
2. Leadership and Local Primacy.
3. Pre-Disaster Recovery Planning.
4. Engaged Partnerships and Inclusiveness.
5. Unity of Effort.
6. Timeliness and Flexibility.
7. Resilience and Sustainability.
8. Psychological and Emotional Recovery.
National Incident Management System (NIMS)
The City conforms to the requirements of SEMS and NIMS and uses the concepts of incident
command, common terminology, span of control, and resource management common to both
systems. In managing small incidents, the City applies standard operating processes and procedures
and may not activate an incident command structure.
NIMS provides a comprehensive approach to emergency management for all hazards. NIMS
integrates existing best practices into a consistent, nationwide approach to domestic emergency
management applicable to all jurisdictional levels (public and private) and across functional
disciplines. NIMS incorporates Incident Command System (ICS), a standardized on-scene
emergency management concept designed to provide an integrated organizational structure for
single or multiple emergencies, and to facilitate emergency response across jurisdictional boundaries.
Standardized Emergency Management System (SEMS)
SEMS is required by the California Emergency Services Act (Government Code Section 8607(a)) for
managing multi-agency and multi-jurisdictional responses to emergencies in California. The system
unifies all elements of California’s emergency management community into a single integrated
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system and standardizes key elements. SEMS incorporates the use of ICS, California Disaster and
Civil Defense Master Mutual Aid Agreement, the Operational Area 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.
Under SEMS, response activities are managed at the lowest possible organizational level. SEMS
consists of five levels: Field, Local, Operational Area, Region, and State, as illustrated below Figure
3.2. The City utilizes SEMS during incidents that require a multi-agency response or when the
incident involves multiple jurisdictions.
Figure 3.2 SEMS Levels
Field Response – The Field Response level is where emergency response personnel and resources,
under the command and control of responsible officials, carry out tactical decisions and activities in
State Level
•Manages State resources to meet emergency needs of other levels.
•Coordinates mutual aid among regions and between regional and State levels.
•Serves as communication link between the State and Federal response system.
Regional
Level
•Manages and coordinates resources among operational areas.
•Coordinates information sharing between operational areas and the State level.
•Oversees State support for emergency response activiteis in the region.
Operational
Area
•Encompasses the county and all political subdivisions in the county, including special districts.
•Manages and coordinates information, resources, and priorities among local governments.
•Serves as the coordination and communication link between local and regional levels.
Local
Government
•Includes cities, counties, and special districts.
•Manages and coordinates overall emergency response and recovery activities in their
jurisdictions.
Field
Response
•Emergency responders carry out tactical decisions and activities in direct response to a threat.
•Requires the use of ICS.
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direct response to an incident or threat (emergency operations that take place in the field such as
evacuations, fire suppression, damage assessments or temporary construction are considered to
occur at the Field level). The Dublin Police Services (under contract from Alameda County Sheriff’s
Department) conducts law enforcement within the City. The City contracts with the Alameda
County Fire Department for fire, rescue, and emergency medical services. These two agencies are
the primary emergency service responders.
Dublin Police Services are located at the Dublin Public Safety Complex, 6361 Clark Avenue, Dublin,
California 94568.
The Alameda County Fire Department has the following stations located in the City:
Station 16
7494 Donohue Dr.
Dublin, CA 94568
(925) 833-3473
Station 17
6200 Madigan Rd.
Dublin, CA 94568
(925) 833-3473
Station 18
4800 Fallon Rd.
Dublin, CA 94568
(925) 833-3473
Additional departments that respond to assist the police and fire in emergency response include
Public Works Department, and numerous utility companies, special districts and non-governmental
organizations. SEMS regulations require the use of ICS at the field level of a multi-agency or multi-
jurisdictional incident. Requests for any resources or support that cannot be filled at the field level
will be requested through the City EOC.
Unified Command - Allows agencies with responsibility for an incident, either geographical or
functional, to manage an incident by establishing a common set of incident objectives and strategies.
This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or
accountability. Dublin Police Services and/or Alameda County Fire Department will implement or
represent City field operations in a Unified Command when the situation requires a Unified
Command.
• Local Government – The Local Government level includes cities, counties, and special
districts, and the administrative and coordinative operations of agencies thereof. Local
governments manage and coordinate the overall emergency response and recovery activities
within their jurisdiction. As a condition of state reimbursement of response-related costs, local
governments are required to use SEMS when the local EOC is activated or a Local Emergency
is proclaimed.
• Implementation of SEMS by the City is a cooperative effort of all departments with an
emergency response role. The City Manager’s Office leads the City to comply with SEMS
requirements. They conduct the following activities:
o Communicates information within the City on SEMS requirements and guidelines.
o Coordinates SEMS development among departments and agencies.
o Identifies departments and agencies involved in field level response.
o Identifies departments and agencies with DOCs.
o Coordinates with other local governments, the Operational Area, and volunteer and
private agencies on application of SEMS principles.
o Ensures SEMS is incorporated into the City’s EOP and procedures.
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o Ensures SEMS is incorporated into the City’s emergency ordinances, agreements,
memoranda of understanding, etc.
o Identifies local volunteer and private agencies that have an emergency response role.
Contacts should be made to develop arrangements for coordination in emergencies.
Multi/Inter-Agency Coordination (MAC) is defined as the participation of agencies and
disciplines 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. The
City EOC functions as a MAC.
• Operational Area – An Operational Area is the intermediate level of the State's emergency
management organization. The Operational Area level encompasses a county and is
responsible for coordination among all political subdivisions located therein, to include
incorporated cities and special districts. The Operational Area facilitates and/or coordinates
information, resources, and decisions regarding priorities among Local governments within
the Operational Area. The Operational Area operates an EOC and serves as the
coordination and communication link between the Local government and Regional levels.
• In Alameda County, the Administrator of Emergency Services is the County Administrator.
The County Administrator as Administrator of Emergency Services is legislated by County
Ordinance Code 82-55 § 5 and 72-83 as defined in County Ordinance Code 42-2.602. The
Administrator of Emergency Services is responsible for implementing the Alameda
Operational Area Emergency Operations Plan. The Administrator of Emergency Services is
supported by the Alameda County Sheriff’s Office of Emergency Services and has overall
responsibility for the following:
o Developing response and recovery plans for the Operational Area and the
unincorporated areas of the county;
o Organizing and staffing the EOC, and operating as the EOC Director;
o Operating communications and warning systems;
o Providing information and guidance to the public and elected officials;
o Maintaining information on the status of resources, services, and operations;
o Directing overall operations;
o Obtaining support for the Alameda Operational Area and providing support to other
jurisdictions as needed;
o Identifying and analyzing potential hazards and recommending appropriate counter-
measures; and
o Collecting, evaluating and disseminating damage assessment and other essential
information.
• Activation of the Operational Area during a State of Emergency or a Local Emergency is
required by SEMS regulations under the following conditions:
o A local government within the Operational Area has activated its EOC and
requested activation of the Operational Area EOC to support their emergency
operations.
o Two or more cities within the Operational Area have proclaimed a local emergency.
o The county and one or more cities have proclaimed a local emergency.
o A city, city and county, or county has requested a Governor's proclamation of a State
of Emergency, as defined in the Government Code Section 8558(b).
o A State of Emergency has been proclaimed by the Governor for the county or two
or more cities within the operational area.
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o The Operational Area has requested resources from outside its boundaries. This
does not include resources used in normal day-to-day operations that are obtained
through existing mutual aid agreements.
o The Operational Area has received resource requests from outside its boundaries.
This does not include resources used in normal day-to-day operations which are
obtained through existing mutual aid agreements.
• Regional Level and Regional Emergency Operations Center (REOC) – The Regional level is
administered by the State and manages and coordinates information and resources among
Operational Areas and within or between one or more mutual aid regions established by Cal
OES. The Regional level coordinates overall State agency support for emergency response
activities within the Region. California is divided into three Cal OES administrative regions –
Inland, Coastal, and Southern; six fire and rescue mutual aid regions; and seven law
enforcement mutual aid regions. The Regional level operates the REOC and serves as the
coordination and communication link between the Operational Area and the State level.
• There are 16 counties within the Coastal Administration Region, Region II, and 151
incorporated cities. The total population of all cities and counties in the Coastal Region is
8,090,270. Region II is located at:
Cal OES Coastal Region
2333 Courage Dr. Suite H
Fairfield, CA 94533
(925) 953-1402 Office
(925) 953-1418 Fax
• State Level and State Operations Center (SOC) – 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 Regions. 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 FEMA. The Cal OES SOC is located at 3650 Schriever Avenue, Mather,
California.
Incident Command System (ICS)
NIMS and SEMS require emergency response agencies to use ICS for multi-agency, multi-
jurisdictional incidents. ICS is a standardized, on-scene, all-hazards incident management approach
that:
• Allows for the integration of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure;
• Enables a coordinated response among various jurisdictions and functional agencies, both
public and private; and
• Establishes common processes for planning and managing resources.
ICS is used by all levels of government—federal, state, tribal, and local—as well as by many
nongovernmental organizations and the private sector. ICS is also applicable across disciplines. It is
structured to facilitate activities in five major functional areas: Command/Management, Operations,
Planning/Intelligence, Logistics, and Finance/Administration. All of the functional areas may or
may not be used depending on the needs of the incident. The City Police Services and/or Alameda
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County Fire Department utilize ICS during day-to-day responses and multi-agency response
incidents.
SEMS regulations require local governments to provide for the five ICS functions as the basis for
structuring the organization:
• Command/Management - Responsible for overall emergency policy and coordination
through the joint efforts of governmental agencies and private organizations.
• Operations - Responsible for coordinating all operations in support of the emergency
response through implementation of the Incident or EOC Action Plan.
• Planning/Intelligence - Responsible for collecting, evaluating, and disseminating information
to promote situational awareness, developing the Action Plan and After-Action Report
(AAR) and maintaining documentation.
• Logistics - Responsible for providing facilities, services, personnel, equipment, and materials
in support of the incident.
• Finance/Administration - Responsible for financial activities and other administrative
aspects.
California Master Mutual Aid Agreement
California's emergency resource management system is based on a statewide mutual aid organization
designed to ensure that 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, which is entered into by local
governments and the State. The agreement facilitates implementation of Chapter 7 of Division 1 of
Title 2 of the Government Code entitled "California Emergency Services Act” and includes
participation by the various departments and agencies within the political subdivisions, municipal
corporations, and public agencies within the State to assist each other by providing resources during
an emergency.
The agreement obligates each signatory entity to provide aid to each other during an emergency
without expectation of reimbursement. Under specific conditions, federal and State monies may be
appropriated to reimburse public agencies who aid other jurisdictions. If other agreements,
memoranda, and contracts are used to provide assistance for consideration, the terms of those
documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds
are available. The Master Mutual Aid Agreement promotes the establishment of emergency
assistance agreements between public and private sector agencies at all levels.
The statewide mutual aid system, operating within the framework of the Master Mutual Aid
Agreement, allows for the progressive mobilization of resources to and from emergency response
agencies, local governments, operational areas, regions, and the State with the intent to provide
requesting agencies with adequate resources. The system includes several discipline-specific mutual
aid systems, such as fire and rescue, law, medical, and public works. The adoption of SEMS and
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NIMS does not alter these existing systems but enhances the facilitation of mutual aid through the
local government, operational area,
regional, and state levels.
Mutual Aid Coordinators
To facilitate mutual aid, discipline-
specific mutual aid systems work
through designated mutual aid
coordinators at the Operational Area,
regional and state levels. The role of a
mutual aid coordinator is to receive
mutual aid requests, coordinate the
provision of resources from within the
coordinator's geographic area of
responsibility and pass on unfilled
requests to the next level. Law
Enforcement, Fire and Rescue Services,
Coroners and the Medical Health
Operational Coordinators work within
existing state mutual aid systems for
requests and assignments of mutual aid.
Mutual aid requests that do not fall into
one of the discipline-specific mutual aid
systems are handled through the
emergency services mutual aid system by
emergency management staff at the local
government, Operational Area, regional,
and state levels. When EOCs are activated, all discipline-specific mutual aid systems will establish
coordination and communications within the respective local, Operational Area, regional, or state
EOCs. Mutual aid system representatives at an EOC may be in various functional elements
(sections, branches, groups, or units) or serve as an agency representative, depending on how the
EOC is organized and the extent to which it is activated.
Dublin Mutual Aid
The City is a signatory to the California Disaster and Civil Defense Master Mutual Aid Agreement,
which gives authority to the various fire and law enforcement mutual aid plans and agreements for
assistance and resources during emergencies and disasters. The Alameda County Fire Department is
part of the California Fire and Rescue Mutual Aid System and operates under the California Fire
Service and Rescue Emergency Mutual Aid Plan. All City Fire requests for additional resources will
be initiated by the Incident Commander who will request assistant through the EOC Fire Unit to
the Alameda County Fire Department, whose representative may be located at the Operational Area
EOC, if activated.
Dublin Police Services is part of the California Law Enforcement Mutual Aid System, established in
1961, and operates in accordance with the California Law Enforcement Mutual Aid Plan. The basic
concept provides that during an incident where mutual aid is needed, adjacent or neighboring law
Figure 3.3 Mutual Aid Regions
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enforcement agencies within an operational area will assist each other. All City Police requests for
additional resources will be initiated by the Incident Commander who will request assistance
through EOC Law Enforcement Unit to the Alameda Sheriff’s Department, whose representative
may be located at the Operational Area EOC, if activated.
Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC; an organization ratified by the U.S. Congress that
provides form, structure, and procedures for rendering emergency assistance between states. Once
the Governor has declared a State of Emergency, Cal OES will assess the resource needs for the
incident. California can then request resources through the EMAC network for assistance provided
by other states. The use of EMAC resolves two of the key issues regarding mutual aid - liability and
reimbursement - so that a disaster impacted state can request and receive assistance from other
member states quickly and efficiently.
Dublin Emergency Organization
The City organizes and implements emergency operations at the field and local government levels of
the SEMS. The City’s EOC functions to coordinate field level activities. City staff may serve as
liaisons to the Operational Area level when requested.
Field Level Incident Command System
The concepts, principles and organizational structure of the ICS are used to manage all field
operations. The size, complexity, hazard environment, and objectives of the situation will determine
the ICS structure and the level of support that will be required by field activities. All incidents will be
managed by developing operational objectives to be achieved that are clearly communicated to field
and EOC staff through use of the action planning process.
Typically, an Incident Commander will communicate with the EOC Director as to the situation and
resource status through Operations Section. Members of the Incident Commander Command and
General Staff will communicate with their counterparts in the EOC.
When multiple agencies respond to the incident, the Incident Commander will establish a Unified
Command or Multi-Agency Coordination System (MACS) and any other supporting organizations
will provide a representative who will report to the Liaison Officer. Other agencies including those
from county, state and federal levels may participate in the Unified Command/MACS by assisting in
identifying objectives, setting priorities, and allocating critical resources to the incident.
Field/EOC Communications and Coordination
The Logistics Section Chief or designee, working with the Operations Section and City Police and
County Fire Departments, will develop a Communications Plan (ICS 205) outlining all emergency
communications capabilities including radio channels and protocols to be used during an incident.
The Incident Action Plan (IAP) developed for a specific incident will include the Emergency
Communications Plan (ICS 205). Typically, field to EOC communications will occur at the
Command and General Staff levels or, if they are established, field units will communicate and relay
information to the appropriate section/function in the EOC. It is the responsibility of Incident
Commander(s) to communicate critical information to the EOC Director in a timely manner.
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The Operational Area EOC will communicate situation and resource status information to the State
Operating Center (SOC) via CalEOC, a WebEOC based emergency management response system.
Alameda County uses VEOCI, a similar EOC management tool that is compatible with CalEOC.
Field/EOC Direction and Control Interface
The EOC Director will establish jurisdictional objectives and priorities and communicate those to all
organizations through the EOC Action Plan. The EOC Action Plan does not direct or control field
units but coordinates support for their activities. Incident Commander(s) will ensure incident
objectives and priorities are consistent with those policies and guidelines established at the City level
by the EOC Director.
EOC Action Plans
EOC action plans provide designated personnel with knowledge of the incident objectives and the
steps required for achievement. Action plans not only provide direction, but they also serve to
provide a basis for measuring achievement of objectives and overall system performance. Action
planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery
efforts; and
• Documentation of the priorities and objectives, as well as the tasks and personnel
assignments associated with meeting them.
Appendix E provides detailed information on and direction for developing Action Plans.
Emergency Proclamations
A local emergency may be proclaimed by the City Council or by the City Manager, serving as the
Director of Emergency Services as specified by Dublin Municipal Code Chapter 2.44.060. A Local
Emergency proclaimed by the Director of Emergency Services must be ratified within seven (7)
days. The governing body must review the need to continue the proclamation at least every fourteen
(14) days until the Local Emergency is terminated. The Local Emergency may be terminated by City
Resolution as soon as conditions warrant or terminates by expiration after fourteen (14) days.
Proclamations are normally made when there is an actual incident, threat of disaster, or extreme peril
to the safety of persons and property within the City caused by natural or technological 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 as necessary to provide for the protection of
life and property, including issuing orders or regulations imposing a curfew within
designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with local
ordinances, resolutions, emergency plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid.
• Require the emergency services of any local official or employee.
• Requisition necessary personnel and materials from any local department or agency.
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• 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 (see Article 17 of the Emergency Services Act for privileges/immunities).
When the City proclaims a local emergency, they will notify the Alameda Operational Area EOC.
The local emergency proclamation will be faxed to the Alameda Operational Area EOC at (925)
803-7878. Requests for Fire and Law Enforcement mutual aid will be made through existing
Regional Mutual Aid Coordinators that may be present at the Operational Area EOC. Other
requests for mutual aid will be made through the Operational Area EOC General Staff specific
function Section Chief.
State of Emergency
A State of Emergency may be proclaimed by the Governor when:
• Conditions of disaster or extreme peril exist which threaten the safety of persons and
property within the state caused by natural or technological incidents;
• The Governor is requested to do so by local authorities;
• The Governor finds that local authority is inadequate to cope with the emergency; and/or
• Mutual aid shall be rendered in accordance with approved emergency plans when the need
arises in any city, city and county, or county for outside assistance.
When a State of Emergency has been proclaimed:
• The Governor shall, to the extent deemed necessary, have the right to exercise all police
power vested in the state by the Constitution and the laws of the State of California within
the designated area.
• Jurisdictions may command the aid of citizens as deemed necessary to cope with an
emergency.
• The Governor may suspend the provisions of orders, rules or regulations of any state agency
and any regulatory statute or statute prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any private property or personnel (other
than the media) in carrying out the responsibilities of their office.
• The Governor may promulgate, issue, and enforce orders and regulations deemed necessary.
State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency
exists, all provisions associated with a State of Emergency apply, additionally:
• All State agencies and political subdivisions are required to comply with the lawful orders
and regulations of the Governor which are made or given within the limits of his authority
as provided for in the Emergency Services Act.
Alerting and Warning
Alert and warning are the processes of alerting governmental forces and the public to the threat of
imminent extraordinary danger. Dependent upon the nature of the threat and the population group
at risk, warning can originate at any level of government. Success in saving lives and property is
dependent upon timely dissemination of warning and emergency information to persons in
threatened areas. Local government is responsible for warning the population within their
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jurisdiction. Government officials accomplish this using various warning systems and processes such
as the police dispatch center or the Operational Area communications center.
Integrated Public Alert and Warning System
The Integrated Public Alert and Warning System (IPAWS) is an architecture that unifies the U.S.’s
Emergency Alert System (EAS), National Warning System, Wireless Emergency Alerts, and National
Oceanic and Atmospheric Administration (NOAA) Weather Radio, under a single platform. IPAWS
is designed to modernize these systems by enabling alerts to be aggregated over a network and
distributed to the appropriate system for public dissemination.
Emergency Alert System (EAS)
The EAS is designed for the broadcast media to disseminate emergency public information. This
system enables the President, and federal, state, and local governments to communicate with the
general public through commercial broadcast stations. EAS is operated by the broadcast industry on
a voluntary basis per established and approved EAS plans, SOPs, and the rules and regulations of
the Federal Communications Commission (FCC). EAS can be accessed at federal, state, and local
levels to transmit essential information to the public. Message priorities under Part 73.922(a) of the
FCC’s rules are as follows:
• Priority One - Presidential Messages (carried live).
• Priority Two - EAS Operational (Local) Area Programming.
• Priority Three - State Programming.
• Priority Four - National Programming and News.
•
State programming originates from the California State Warning Center (CSWC) and is transmitted
throughout the state using the state's California Law Enforcement Radio System (CLERS)
VHF/UHF radio relay stations. CLERS is a microwave interconnected radio repeater system with
statewide coverage. It is managed by Cal OES and provides a point-to-point (fixed and temporary
mobile base) or dispatch-to-dispatch communications and mobile and portable communications for
interagency coordination among state and local law enforcement agencies. CLERS also serves as one
delivery method of the EAS for the state and as the alternate alert system for Operational Areas.
The state message priorities are as follows:
• Priority One - Immediate and positive action without delay is required to save lives.
• Priority Two - Actions required for the protection of property and instructions to the public
requiring expedient dissemination.
• Priority Three - Information to the public and all others.
Emergency information is broadcast directly through the transmitters to all broadcasters in the City
simultaneously and to special districts and businesses with more than 100 employees, who by law
must monitor this frequency. Emergencies that may warrant an alert include an avalanche, child
abduction emergency, civil danger or emergencies, evacuations, law enforcement or fire warning,
radiological or hazardous materials warnings, flash flooding, and severe weather warnings.
The City is included in the FCC Emergency Alert System Plan for the San Francisco Bay Area
California Counties of Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara,
Solano, and Sonoma (revised September 2004). Local EAS voice and video broadcasts are
accomplished at the Alameda Operational Area EOC.
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The monitor assignments are as follows:
Station/Facility and Monitors
• LP1 KCBS 740, KQED 88.5, KSJO-FM 92.3, NWS 162.400mhz, CLERS 453.875mhz and
Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY(FM)
92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420.
• LP1S KSOL 98.9, KQED 88.5, KSJO-FM 92.3, NWS 162.400mhz, CLERS 453.875mhz
and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY (FM)
92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420. (KSOL has agreed to translate all
EAS messages into Spanish.)
• LP2 KQED 88.5, KCBS 740, KSJO(FM) 92.3, NWS 162.400mhz, CLERS 154.710mhz and
Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY (FM)
92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420.
• LP2 KSJO (FM), 92.3 KCBS 740, KQED 88.5, NWS 162.400mhz CLERS 154.710mhz and
(recommended) the Monterey Bay Counties LP1, LP2. LP2.
• KZST(FM) 100.1 KCBS, KQED, NWS, CLERS Sonoma County.
• All other LP and KCBS 740, KQED 88.5 (required) Cable TV firms NWS 162.400mhz,
CLERS 154.710mhz (recommended).
Wireless Emergency Alert (WEA)
WEA is a public safety system that allows customers who own certain wireless phones and other
enabled mobile devices to receive geographically-targeted, text-like messages alerting them of
imminent threats to safety in their area. WEA enables government officials to target emergency
alerts to specific geographic areas – lower Manhattan, for example.
WEA was established in 2008 pursuant to the Warning, Alert and Response Network (WARN) Act
and became operational in 2012. Wireless companies volunteer to participate in WEA, which is the
result of a unique public/private partnership between the FCC, FEMA and the wireless industry to
enhance public safety. Authorized national, state or local government authorities may send alerts
regarding public safety emergencies, such as evacuation orders or shelter-in-place orders due to
severe weather, a terrorist threat or chemical spill, using WEA.
The alerts from authenticated public safety officials are sent through FEMA's IPAWS to
participating wireless carriers, which then push the alerts to mobile devices in the affected area. Cell
service customers do not need to sign up for this service. WEA allows government officials to send
emergency alerts to all subscribers with WEA-capable devices if their wireless carrier participates in
the program.
California State Warning Center (CSWC)
The CSWC is staffed 24 hours a day, seven days a week. The mission of the CSWC is to be the
central information hub for statewide emergency communications and notifications. The CSWC is
staffed with Emergency Notification Controllers, Emergency Services Coordinators and Senior
Communications Coordinators. The CSWC serves as a highly reliable and accurate “one-stop”
resource for emergency management, law enforcement and key decision-making personnel
throughout the State. The CSWC can be reached at (916) 845-8911.
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The CSWC has the responsibility to receive, coordinate, verify and disseminate information
pertaining to events which occur within California or that could affect California. Information
received by the CSWC is coordinated between Cal OES and other sources to ensure that the
information which is disseminated is both timely and accurate.
The following is a list of current functions and responsibilities of the CSWC:
• Facilitates multi-regional and statewide AMBER Alerts;
• Carries out critical incident notifications, warnings, and tactical alerts to all involved agencies
and organizations;
• Conducts computer crime incident notifications;
• Conducts homeland security incident notifications;
• Conducts hazardous material notifications;
• Monitors natural disasters and coordinates emergency response;
• Monitors and maintains state and national emergency response communications;
• Conducts Governor and executive staff notifications; and
• Facilitates toxic call-outs (drug labs).
Procedures have been established for the handling of such incidents as:
• Hazardous Materials Spill Reports.
• Earthquakes.
• Tsunamis.
• Floods.
• Major fires.
• Missing or overdue aircraft.
• Search and rescues.
• Radiation incidents.
• Nuclear Incidents.
• Weather watches and warnings.
• Train derailments.
National Warning System (NAWAS)
NAWAS is a dedicated wire-line system that provides two-way voice communications between the
federal warning center, state warning points and local warning points. If the situation ever presents
itself, NAWAS is a nationwide system developed to send warnings of impending attack throughout
the nation. The system may be activated from two federal facilities that are staffed 24 hours a day:
The National Warning Center (North American Air Defense Command, Colorado Springs,
Colorado) and the Alternate National Warning Center (Olney, Maryland).
The California Warning System (CALWAS) is the State portion of NAWAS that extends to
communications and dispatch centers throughout the State. Both state and federal circuits are
monitored 24 hours a day at the National Warning Center, the alternate point, and each of the local
warning points. Circuits then extend to county warning points. Counties not on this system will
receive warning through other means (normally over the California Law Enforcement
Telecommunications System (CLETS)).
Backup communications systems for CALWAS alerts include:
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• CESFRS - California Emergency Services Fire Radio System.
• CESRS - California Emergency Services Radio System.
• CLEMARS - California Law Enforcement Mutual Aid Radio System.
• CLERS - California Law Enforcement Radio System.
• CLETS - California Law Enforcement Telecommunications System.
NAWAS is an integral part of the tsunami alerting system. Reports of major earthquakes occurring
at any point in the Pacific Basin, which may generate seismic sea waves, are transmitted to the
Honolulu Observatory for evaluation. The Observatory staff determines action to be taken and
relays it over the NAWAS circuits to inform the West Coast states. The state NAWAS circuit is used
to relay the information to local Warning Points in coastal counties. This information is also
transmitted to local jurisdictions over appropriate radio systems, teletype and telephone circuits to
ensure maximum dissemination.
National Weather Service (NWS)
The CSWC works alongside the National Weather Service (NWS) to provide weather, hydrologic,
and climate forecasts and warnings for California for the protection of life and property and the
enhancement of the national economy. Warnings are provided for flooding, high winds and
tornados, severe heat, rain and snow storms and other meteorological and hydrological events. The
NWS uses the Common Alert Protocol (CAP), an XML-based information standard, to facilitate
emergency information sharing and data exchange across local, state, tribal, national and non-
governmental organizations of different professions that provide emergency response and
management services. The NWS provides a subscriber-based registry that delivers warnings via email
and SMS message.
The NWS, in conjunction with other agencies, operates the California, Nevada River Forecast
Center (CNRFC). The CNRFC provides river and flood forecasts and warnings for the protection
of lives and property.
The NWS Weather Radio All Hazards transmitters broadcast on one of seven VHF frequencies
from 162.400 MHz to 162.550 MHz frequencies. The Weather Service can also access NAWAS to
announce severe weather information. Advisories and emergency warnings for the City are issued
out of the San Francisco/Monterey Bay Area Weather Forecast Office located at 21 Grace Hopper
Avenue, Stop 5, Monterey, California 93943-5505; Phone (831) 656-1725.
California Public Safety Microwave Network (CAPSNET)
For more than 50 years, the State’s radio systems have relied on the state-owned and operated
California Public Safety Microwave Network (CAPSNET) to provide critical communications links
allowing law enforcement, fire and critical infrastructure support personnel to remain in constant
contact with their dispatch centers, backups and chains of command during routine operations and
during times of crisis and disaster. In the event of a major disaster, it is likely to be the only state
communications network still operating as it is the only way to get emergency radio traffic from
many remote mountaintop transmitter sites to distant dispatch centers. It is a vital backup link
throughout the State for all critical emergency messages due to potential overloading and failure of
commercially provided carrier networks.
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Operational Area Satellite Information System (OASIS)
OASIS is a system that consists of a communications satellite, multiple remote sites, and a hub that
allows virtually uninterruptable communication between state, regional, and operational area level
EOCs. The system, which uses technology similar to cellular telephones, has 60 channels. When a
user picks up the line, the system automatically searches for the best available channel and is capable
of conducting six simultaneous voice conversations and one data channel at a rate of 9600 baud.
Emergency Digital Information System (EDIS)
The EDIS is a statewide alerting system that allows authorized emergency managers to transmit
detailed information to news media outlets to include streamed audio and pictures. The system
integrates seamlessly into various communication systems throughout the State. EDIS is maintained
by Cal OES and provides this service without charge to local, state and federal agencies serving in
California.
Dublin Community Alert Systems
The City has partnered with Alameda County on a new notification system, "AC Alert," powered by
Everbridge. This is an ultra-high-speed telephonic communication service for emergency
notifications. This system allows for the EOC to telephone some or all targeted areas of the City to
issues notifications, warnings and alerts. The system is capable of dialing thousands of phone
numbers per hour. It then delivers a recorded message to a live person or an answering machine,
making three attempts to connect to any number.
The City also operates a NIXLE alert system. Dublin Police Services has partnered with NIXLE, a
notification system, to alert residents of emergencies, road closures, or other health or safety issues.
Simply text "Dublin" or the City's zip code - 94568 - to 888777 to receive free alerts. Residents may
also visit www.nixle.com and sign up to receive updates via e-mail. After registering, residents will
also receive alerts from nearby agencies, such as the Alameda County Fire Department, who also
partner with NIXLE.
Radio Amateur Civil Emergency Services (RACES)
The Alameda County Sheriff's Communications Team (ACSCT) is a group of volunteer amateur
radio operators providing auxiliary communications to the Sheriff's Office during emergencies,
earthquakes, civil disturbances, and other disasters. The ACSCT is a registered unit of the Radio
Amateur Communications Emergency Services (RACES), attached to the Alameda County Sheriff's
Office of Emergency Services.
RACES is sponsored by FEMA and operates according to Federal Communications Commission
(FCC) rules (Part 97 Amateur Radio Service). It is a volunteer organization of licensed amateur radio
operators who donate time, energy, skills, and use of personal equipment for public service. RACES
members may provide communications support using amateur radio, cellular, and regular phones,
computers, e-mail, facsimile, internet, microwave, public service radio, satellite, television and video-
conferencing systems, as well as field and in-office support of personnel. RACES communications
serve the Operational Areas as a back-up communications service in time of disaster.
RACES may also be assigned to support cities and special districts by agreement with the Sheriff's
Office. Members that are assigned to duty stations with cities and special districts must comply with
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the local agency’s policies and procedures while supporting their needs. These local agencies will
coordinate activation of RACES members with the Sheriff's Office. RACES may also be requested
as a part of the mutual aid system during a disaster, if a local agency’s resources are overwhelmed or
they have lost primary communications capabilities. Mutual aid requests will be forwarded to the
Operational Area Logistics Section by the local agency.
Populations with Disabilities and Other Access and Functional Needs
Access to emergency services shall not be denied on the grounds of race, sex, gender, religion
(including religious dress and grooming practices), national origin, ancestry, physical or mental
disability, medical condition (including cancer and genetic characteristics), marital status, age, sexual
orientation, color, creed, pregnancy, genetic information, gender identity or expression, political
affiliation or belief, military/veteran status, or other classification protected by applicable local, state
or federal laws.
To ensure that this goal is met, Title II of the Americans with Disabilities Act of 1990 (ADA)
requires state and local governments to make their programs and services accessible to persons with
disabilities. This requirement extends not only to physical access at government facilities, programs,
and events but also to policy changes that governmental entities must make to ensure that all people
with disabilities can take part in, and benefit from, the programs and services of state and local
governments. In addition, governmental entities must ensure effective communication, including the
provision of necessary auxiliary aids and services, so that individuals with disabilities can participate
in civic life.
ADA, signed into law on July 26, 1990, is a broad civil rights law that prohibits discrimination
against people with disabilities, including but are not limited to mobility, vision, hearing, cognitive
disorders, mental illnesses, and language barriers. In 2008, the Federal government updated the
ADA, which is known as the ADA Amendments Act (ADAAA). The revised law broadens the
scope of the definition of what it means to have a disability. These changes went into effect January
1, 2009. These amendments make it easier for people with disabilities and others with access and
functional needs (AFN) to seek protection under the law.
The City will make every effort to address the needs of people with disabilities and others with
AFN. Priorities for emergency incidents will be providing effective alerting and warning messaging,
conducting lifesaving operations, ordering and executing evacuations and providing shelter while
addressing the issues related to communications, mobility, and accessibility. Included in the City’s
planning efforts for those with disabilities and others with AFN are:
• Staff trained in Functional Assessment Service Teams (FAST) and access to FAST through
the State of California.
• ADA-compliant access to City programs, services, and facilities and American Red Cross
(ARC) shelter facilities. The City either owns or has agreements in place with facility owners
to operate shelters that meet ADA guidelines.
• Assistance with animal services for evacuation of service dogs and sheltering.
• Identified transportation assistance for those requiring physical assistance.
• Reverse telephone system for specific geographic areas.
• Notification and warning procedures.
• Evacuation considerations.
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• Emergency transportation issues.
• Sheltering requirements.
• Accessibility to medications, refrigeration and back-up power.
Functional Needs Populations
Functional needs populations are those members of the community who may have additional needs
before, during, and after an incident in functional areas, including, but not limited to, maintaining
independence, communication, transportation, supervision and medical care. Individuals in need of
additional response assistance may include those who have disabilities; who live in institutionalized
settings; who are older adults; who are children; who are from diverse cultures; who have limited
English proficiency or are non-English speaking; or who are transportation disadvantaged.
According to a 2010 study, there are almost 11 million people who identify as having a disability in
California. Lessons learned in recent disasters concerning the integration of people with disabilities
into community living and the growing aging population have shown that the existing paradigm of
emergency planning and implementation must change. These lessons learned show three areas that
are repeatedly identified as most important to people with disabilities and older adults:
communications (alert, warning, and notification), evacuation (transportation), and sheltering.
The City has created a GIS database, based on land use records and self-registration, of locations of
ADA/AFN populations. This database is maintained by the Community Development Department
in coordination with the Care and Shelter Branch.
Cal OES Office of Access and Functional Needs (OAFN)
In January 2008, the Office for Access and Functional Needs (OAFN) was created within Cal OES.
The purpose of OAFN is to identify the needs of individuals with disabilities and others with access
and functional needs before, during and after disasters and to integrate them into the State's
emergency management systems. OAFN utilizes a whole community approach by offering training
and guidance to emergency managers and planners, disability advocates and other service providers
responsible for planning for, responding to and helping communities recover from disasters. In
short, OAFN plans for the realities of disasters by integrating access and functional needs into
everything Cal OES does, including partnership development, outreach, training, guidance, and
providing technical assistance.
Animal Considerations
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs that state and
local emergency preparedness plans address the needs of people with pets and service animals after a
major disaster, including the rescue, care, and sheltering of animals. The PETS Act amends the
Stafford Act, and requires evacuation plans consider the needs of individuals with household pets
and service animals, prior to, during, and after a major disaster or emergency.
The City contracts with the Alameda County Sheriff's Office for animal control services provided
within the City's boundaries including:
• Collection of stray domestic animals;
• Dog licensing;
• Barking dogs;
• Enforcement of animal-related laws and ordinances;
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• Investigation of dog bites and attacks;
• Patrol; and
• Shelter services.
Alameda County operates the East County Animal Shelter at 4595 Gleason Dr., Dublin, California
94568. The East Bay Society for the Prevention of Cruelty of Animals (SPCA) also operates a shelter
at 4651 Gleason Dr., Dublin, California 94568. There are numerous other public and privately-
operated animal shelters nearby in Alameda and Contra Costa Counties. The San Francisco Disaster
Preparedness Coalition for Animals has a Disaster Animal Response Team (DART) made up of
volunteers that could assist the City with animal care in an emergency or disaster.
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Emergency Operations
This section provides details on operating procedures and essential elements of incident
management to meet the particulars of the City’s emergency organization and operations, while
aligning with Concept of Emergency Operations described in Section 3.
The City’s emergency organizational structure includes field response by the Police Department,
Public Works staff and other staff who may respond directly to an incident. Alameda County Fire
Department provides field level response for firefighting and emergency medical services. The City
also supports the local government level in the SEMS by activating and staffing an EOC.
Emergency Organization
The City EOC is the focal point for managing incidents that cannot be dealt with by activity solely at
the field level. The EOC then functions to support Incident Commander(s) at the field level by
providing information collection, analysis and dissemination, resource prioritization and allocation,
and organizing logistics support. The EOC may be supported by other centers/offices that manage
their own response resources such as the Department of Public Works.
Figure 4.1. City’s Emergency Response Organization
Emergency Operations Center (EOC)
The City EOC is organized to manage, coordinate, and support emergencies using SEMS. ICS,
which is incorporated into SEMS, provides for management of emergencies in the field based on a
command and control approach. The City uses ICS for EOC operations based on a management
approach.
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Priorities for EOC activities are:
• Life/Safety.
• Incident Stabilization.
• Property Preservation.
Purpose and Functions of the EOC
The purpose of the City EOC is to provide a facility from which the organization’s response to an
emergency can be effectively coordinated. During an emergency, the EOC will provide a single focal
point for centralized activities, to include:
• Decision-making at the operational level;
• Management of information by developing, maintaining, displaying, and disseminating
Situational Awareness of the incident;
• Resource support to identify, obtain, and manage City and other resources for emergency
operations;
• Providing logistics support when multiple incident commands require coordination;
• Performing accounting and recordkeeping to track disaster costs; and
• Providing liaisons to other organizations.
The EOC performs these tasks by communicating across departments, agencies and jurisdictions to
relieve on-scene command of the burden of external coordination, resource allocation, and
information collection, verification, and dissemination. The decisions made through the EOC are
designed to be broad in scope and offer guidance on overall priorities.
The EOC is operated by City staff and other volunteer, or contracted personnel that are specially
trained to perform their ICS position roles in emergency management. They provide support to
incident commanders, conduct public notification and warning, provide incident emergency and
public communications, and manage resource coordination. The EOC facility has specialized
equipment, information systems, and various tools that in conducting City-wide emergency response
operations.
The EOC does not directly manage or command incidents. Field level emergency responders, such
as the Police, Fire, and Public Works are managed by on-scene incident commander(s). The role of
the EOC is to collect, validate and organize incident information and to provide for the overall
coordination of resources required during response and recovery operations.
Tasks performed by the EOC and processes to complete them are more fully described in
Appendix C, EOC Operations and Detailed Position Job Aids.
EOC Locations and Layout
The City EOCs are located at:
Primary: Dublin Police Services
6361 Clark Avenue, Dublin, CA 94568
Alternate: Alameda County Fire Station 17
6200 Madigan Drive, Dublin, CA 94568
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Figure 4.2 Primary EOC Layout
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The Alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or
evacuation of EOC staff members becomes necessary. If the primary EOC is unusable before its
activation, staff members will be asked to report to the alternate EOC site. The EOC Logistics
Section will arrange for relocation of EOC staff members to the alternate EOC. All field Incident
Commanders will be notified of the transition to the alternate EOC.
EOC Activation and Deactivation
Activation of the City EOC is determined based on the nature and severity of an emergency. The
EOC may be activated at the direction of the City Manager or at the request of Cal OES.
Activation
Depending on the severity of the emergency, the EOC may be activated either partially or fully.
Under a partial activation, the Director of Emergency Services will determine which EOC positions
are required (a list of EOC staff positions is provided in Appendix C). In a full activation, all EOC
positions identified in Appendix C will be staffed. See Section 4.3 (Emergency Communications)
and Appendix D for specifics on EOC rosters, contact information, and notification.
Should a disaster strike during non-work hours, the EOC Team may self-activate or may begin
seeking more information on the impact to the City. After assuring the safety of their own families
and homes, EOC staff members who are available for service should contact the EOC Director for
information on possible EOC activation if not already contacted directly by an EOC Team member.
The key to making staff notification processes effective are accurate staff contact information and
early decision making on the appropriate staff to notify for an emergency. The City utilizes
Everbridge for staff and stakeholder emergency notification groups and rosters. It will generate
notifications on multiple media methods.
A self-evident disaster, such as a major earthquake, does not require instruction from the EOC
Director to activate the EOC. Under such circumstances, and in the absence of affirmative
direction, and where there is an inability to reach City leadership, members of the EOC Team are to
deploy to the designated EOC facility, after assuring the safety of their own families and homes.
Activation Levels:
1. Level 1: Information Level - At the information level, City operations staff track the
incident for possible impacts on operations and monitor for potential escalation.
Level 1 emergencies may include:
• Any on-the-job recordable incident;
• Minor fire at a City facility or within the City limits where on-site resources are deemed
sufficient to handle the event and there are no serious injuries;
• Severe weather conditions that warrant monitoring because of potential to do significant
damage to infrastructure or injure residents;
• Any incident where the facility’s emergency response actions include the assembly and
shelter-in-place of all on-site personnel as a precaution to protect their health and safety;
• Any event that has a reasonable potential to escalate in scope and thereby harm the City’s
communities, reputation, assets or employees, and population, including an event in a
neighboring jurisdiction or facility; and/or
• County Department of Public Health warning of a potentially harmful disease outbreak.
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2. Level 2: Alert/Standby -Level - The EOC Director and potentially assigned EOC staff are
notified at Level II emergencies regardless of time of day, to establish their availability,
review planning, heighten preparedness, share information and establish an information
network for status tracking and reporting. The EOC is not activated for a Level II
emergency, although some staff may report during non-normal working hours and many
staff may interrupt normal business activities to address the incident.
Examples of Alert Level emergencies include:
• Loss of life to a City employee or injury to five or more City staff during a single incident;
• Loss of critical infrastructure that may potentially threaten the life or health of City residents,
or severely disrupt normal City services;
• Damage of more than $100,000 at a City owned facility;
• Severe weather conditions that warrant monitoring because of likelihood to do significant
damage to infrastructure or injure residents;
• Potential terrorist threat against City infrastructure or population; and/or
• County Department of Public Health warning of a pending harmful disease outbreak.
3. Level 3: Respond Level - The EOC is normally activated when a Level III emergency has
occurred. Each incident is evaluated for its severity and the need for EOC operations. The
Respond Level of activation can occur immediately upon initial notification or as an event
escalates from a lower activation level. Level III emergencies will likely require resources
beyond the City’s normal control. They may be regional in nature and require extensive
interagency coordination. The EOC may be fully or partially activated. EOC staff will
normally include at a minimum an EOC Director, Operations and Planning Section Chiefs
and a Public Information Officer.
Examples of Respond Level incidents include:
• Major regional earthquake;
• National Weather Service warnings of severe weather conditions that are predicted to cause
significant damage to infrastructure or potentially injure residents;
• Disruption of critical infrastructure that threatens the life or health of City residents or
severely disrupt normal City services;
• Credible terrorist threat against City infrastructure or population;
• County Department of Public Health warning of a harmful disease outbreak; and/or
• Any event that is judged by the Executive Director to warrant a Respond Level activation.
Deactivation
The EOC will operate until a determination is made by the EOC Director to return to normal
operations. EOC operations may be downgraded from a full or partial activation to a reduced level.
When the EOC is deactivated or the activation level is downgraded, all internal and external contacts
informed of the initial activation will be notified. Appropriate contact phone number(s) will be
provided to external partners upon deactivation to ensure continuity of access, as additional support
or informational needs may arise.
For incidents that require recovery operations, the EOC may transition to a recovery operations
center which is likely to operate during normal business hours. Additional information on recovery
operations is contained in Appendix G.
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Disaster Service Workers (DSW)
According to Chapter 8, Division 4 of Title 1, Section 3100 of the California Government Code, all
public employees are hereby declared to be disaster service workers (DSW), subject to such disaster
service activities as may be assigned to them by their superiors or by law. In the event of a local
emergency, under Chapter 2.44, subsection 2.44.060 C. of the City Municipal Code, the Director of
Emergency Services may require the emergency services of any City officer or employee and may
requisition necessary personnel or materials of any City department or agency.
During a disaster, City employees may be unable to report to work due to injury, imminent danger
to themselves or family, road closures, collapsed bridges, or other structural damage. The City
expects DSWs to make every reasonable effort to report as requested without jeopardizing
themselves or their families.
Although all City staff are DSWs, it is not advised that City employees report to another jurisdiction
to work during a disaster. Memoranda of understanding/agreements have not yet been developed
that would allow for the City employees to receive compensation for working at other cities or local
governments unless assigned as mutual aid.
Emergency Reporting Procedures
If a disaster occurs during the regular workday, all staff should contact their immediate supervisor
for instructions or return to the office and await further instructions. The City uses the Everbridge
system to provide notification to City staff of emergency activations. Before an emergency occurs,
employees should be informed of when and where they should report for duty following a disaster.
Employees reporting for duty from outside the City should be aware that routes through and access
to disaster areas may be closed and be prepared to show proper City identification and explain the
purpose for gaining entry to the area upon request by any law enforcement official.
Employees with assignments in the EOC should report to the EOC or alternate EOC, whichever is
activated. Employees recalled for duty following a disaster should report immediately to their normal
department or alternate location as designated for emergency instructions.
If telephones are not operating, employees should listen to the radio for emergency information to
determine the extent of damage. If reports indicate extensive damage within the City, employees
other than emergency personnel should not attempt to report to work. Generally, during these
situations, an employee will be contacted by a supervisor or an assigned member of their department
who will provide emergency instructions. The City will attempt to establish a recorded message line,
if phones are functioning.
Self-Deployment Procedures
Previous emergencies have led to the recognition that there are certain conditions requiring EOC
designated personnel to self-deploy to the EOC. While this is contrary to the conventional
emergency management practice to not self-deploy during a disaster, in the absence of an automated
notification system or functioning communications systems (landline phones, cell phones, internet,
etc.), experience has shown that some emergencies warrant self-deployment to the EOC.
Self-deployment conditions would include an incident or event that renders alerting and
communication methods inoperative or severely degraded. In the City area, this could include an
earthquake with extended power outage, or other disaster such as a cyber-attack accompanied by
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regional loss of power or severely degraded communications infrastructure. In these types of
circumstances, primary EOC staff should self-deploy to the EOC, unless it is known that the facility
or area is inaccessible or unsafe. If the primary EOC is not operational, staff should report to the
alternate EOC.
Emergency Work Provisions
The City may provide accommodations for staff required to report to the EOC following a disaster.
Meals may be provided on a limited basis, and sleep areas may be designated for employees that
need to rest. Special provisions required by emergency workers should be requested through
supervisors in the EOC. Employees should bring their City identification card when reporting to the
EOC to obtain meals and lodging or gain access to designated facilities or operations.
EOC Organization
City and other personnel who operate the EOC are known collectively as the EOC Team. The EOC
Team includes staff with either the technical ability or decision-making authority to support life
safety response activity, protect property and restore essential City services after an incident. Staffing
is a function of the scope and scale of the emergency, and requirements for effective response;
therefore, not all identified EOC positions will necessarily be staffed in the event of activation. City
personnel, who are not designated as members of the EOC Team, may be directed to move to other
facilities or workstations, or may be advised to remain at, or return home pending further
instructions.
Policy Group
The Policy Group consists of all City Council members. Their Legal Advisor is the contract City
Attorney who will assist the EOC Director and the Policy Group as needed. The Policy Group is
responsible for assisting the EOC Director in the development of policy, overall strategy, and rules,
regulations, proclamations, and orders. The Policy Group should consider strategic aspects
rather than attempt to direct operational considerations or tactical application of resources.
Strategy involves understanding the big picture and looking into the future to recognize the overall
effort needed to restore the whole community. Taking a hands-on approach for emergency
operations may create confusion and lack of coordination within the EOC or incident command
and result in loss of unity of effort.
The City Council Liaison supports the Policy Group and is responsible for documenting and
recording all emergency orders and decisions of the Policy Group. The Policy Group also contains
Department Managers involved in the emergency who do not fill a position in the EOC. In carrying
out their responsibilities, the Policy Group should use the following guidance:
Assess the Situation
• Contact the EOC Director at the EOC to obtain an update on the incident including the
extent of the emergency and status of available resources.
Questions to consider:
• What location(s) or geographical area(s) have been affected? Is this likely to change?
• How many people are threatened, affected, injured or dead?
• Are any City assets or facilities damaged?
• What response actions have already been taken?
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• Has the Operational Area EOC been activated?
• Has the REOC/SOC been activated?
• What other jurisdictions, agencies and organizations are currently responding to the
incident?
• What are the likely long-term impacts on City residents and on the ability of the City and
other organizations to provide essential services?
Activities:
• Monitor executive issues (business and financial, media, information systems, risk
management). Let the City’s operational managers coordinate the response in the field and
EOC within their areas of expertise. At the executive level, watch for emerging issues related
to overall continuity of operations, media issues, risk management concerns, and other
enterprise-wide considerations.
• Proclaim and/or ratify a local emergency, and end of the emergency.
• Support the Public Information Organization to Develop and Implement External
Messaging. Brief the PIO as needed on policy issues. The PIO will be responsible for
reviewing the immediate situation and issues, developing a public information plan, and
initiating external messaging.
• Engage legal counsel as part of the emergency response effort. Stay apprised of legal
issues as they emerge and consult with counsel as necessary and appropriate.
• Host and accompany Very Important Persons (VIPs) and government officials on
tours of the emergency/disaster.
Management Section
The responsibilities of the Management Section are to effectively implement response and recovery
activities and to efficiently manage resources. To meet these responsibilities, the Management
Section directs the following overarching objectives:
• Provide overall management and coordination of the City’s emergency response and
recovery operations.
• Support the Policy Group.
• Coordinate with appropriate federal, state and other local government agencies, as well as
private sector entities and volunteer agencies.
• Establish response priorities and resolve any conflicting demands for resource support.
• Prepare and disseminate emergency public information to inform, alert and warn the public.
• Disseminate damage information and other essential data.
• Ensure that all EOC Sections are aware of and follow documentation procedures to recover
all eligible disaster response and recovery costs.
• Review and approve the Action Plan.
The Management Section consists of the following ICS positions. Detailed position checklists are
contained in Appendix C.
• EOC Director
• EOC Coordinator
• Public Information Officer
• Legal Officer
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• Scribe
EOC Director
The EOC Director reports to the Policy Group. The Management Staff and General Staff Section
Chiefs report to the EOC Director. The EOC Director has overall responsibility of managing the
emergency response in accordance with the guidance provided by the City Council. In concert with
the EOC General Staff, the EOC Director sets priorities for response efforts and establishes
coordination between the City and other emergency response agencies. During EOC activation, the
EOC Director has authority to authorize expenditure of funds.
Legal Officer
The Legal Officer supports the Policy Group. The Legal Officer prepares proclamations, emergency
ordinances and other legal documents and provides legal services as required. They maintain legal
information, records and reports relative to the emergency legal proceedings and participate as a
member of the EOC Management Team.
EOC Coordinator/Safety Officer
The EOC Coordinator is responsible for EOC set up and activation. They monitor EOC internal
management systems, coordinate with outside public jurisdictions and internal departments, and
serve as an advisor to the EOC Director and General Staff. They provide information and guidance
to the EOC Management Team and coordinate with the Alameda Operational Area EOC if a liaison
is not assigned. Also serving as Safety Officer, they are responsible for identifying and mitigating
safety hazards and situations of potential City liability during EOC operations. They ensure that all
facilities use in support of EOC operations have safe operating conditions (building, parking lots,
etc.) The EOC Coordinator may serve (temporary assignment) as a Section Chief if assigned by the
EOC Director.
Public Information Officer (PIO)
The PIO is a member of the Management Staff and reports to the EOC Director. The PIO
conducts media monitoring and ensures that government officials, the media, and the public receive
complete, accurate, and consistent information about the status of City emergency operations. The
PIO also serves as the coordination point for all media contacts and releases.
Scribe
The Scribe is a member of the Management Staff and reports to the EOC Director. The scribe
records the activities for all EOC meetings. The scribe assists in the completion of the After-Action
Plan. They manage distribution and filing for all proclamations established through the duration of
the EOC activation.
Operations Section
The Operations Section is responsible for coordination of all response elements applied to the
disaster or emergency. The Operations Section carries out the objectives of the EOC Action Plan
and requests additional resources as needed. The Operations Section consists of the following ICS
positions. Detailed position checklists are contained in Appendix C.
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Operations Section Chief (OSC)
The OSC reports to the EOC Director. The OSC is responsible for executing the operational
objectives identified in the EOC Action Plan. The OSC establishes the appropriate level of
Branch/Division organization within the EOC Operations Section, continuously monitoring the
effectiveness and modifying accordingly. They direct coordination of all field response operations
and supervise operational functions assigned to the EOC, such as Fire, Law, Transportation, Care
and Shelter, and Public Works and Engineering. The OSC requests and directs Alameda County Fire
Department personnel who respond to the EOC to serve as Fire and Rescue Branch Director or
other positions. They provide the Planning/Intelligence Section with field status reports and other
incident information. The OSC determines resource requirements and provides them to the
Logistics Section Chief. They conduct Operations briefings for the EOC Director and other staff as
required or requested.
Fire Unit
The Fire Unit reports to the OSC. The Unit coordinates the prevention, control and suppression of
fires, and response to hazardous spills.
Law Enforcement Unit
The Law Enforcement Unit reports to the OSC. They are responsible to alert and notify the public
of the pending or existing emergency and activate all public warning systems. They coordinate
movement and evacuation operations, law enforcement, and traffic control operations and provide
for security at incident facilities. The Law Enforcement Unit coordinates incoming law enforcement
mutual aid resources. They assume responsibility as necessary for Fatalities Management if the
County Coroner is delayed in responding.
Public Works and Engineering Unit
The Public Works and Engineering Unit reports to the OSC. The Unit is responsible for City owned
infrastructure and for coordinating with publicly and privately-owned utility operators. They conduct
damage assessments and provide the status of infrastructure to the Situation Analysis Unit. The Unit
conducts response operations to protect and restore damaged or deranged City infrastructure. They
manage their own resources and coordinate with the Logistics Section for procurement of support
supplies, transportation, materials, and equipment. The Unit determines the need for and location of
general staging areas for unassigned resources. They prioritize the allocation of resources to
individual incidents, monitor resource assignments and adjust assignments based on requirements.
They also distribute emergency potable water supplies and coordinate with the City’s Water provider
Dublin San Ramon Services District (DSRSD) and the Department of Health Services on water
purification notices.
Utilities Unit
The Utilities Unit reports to the OSC. The coordinates with public and private utilities, including
electric, gas, water, waste, and telephone to receive system assessments and coordinate with utility
companies to develop a restoration plan. Ensure that support to utility providers is available as
necessary to facilitate restoration of damaged systems. Utilities ensures that support to utility
providers is made available as necessary to facilitate restoration of damaged systems.
Planning/Intelligence Section
The Planning/Intelligence Section collects, evaluates, and disseminates incident situation
information and intelligence for the EOC, and field response incident personnel. This Section
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prepares status reports, displays situation information, maintains the status of resources assigned to
the incident, and prepares and documents the EOC Action Plan, based on Operations Section input
and guidance from the Incident Commander/Unified Command.
The Planning / Intelligence Section consists of the following ICS positions. Detailed position
checklists are contained in Appendix C.
Planning & Intelligence Section Chief (PSC)
The PSC reports to the EOC Director. The PSC directs the Section to collect, analyze, display and
disseminate situation information, prepare situation status reports and develop the EOC Action
Plan. They provide for incident documentation collection and maintenance. The PSC supports
developing incident analytical tool such as GIS maps and data bases. They are responsible for
advanced planning for complex, long-duration incidents. The PSC leads the After-Action Review
process.
Damage Assessment Unit
The Damage Assessment Unit provides communication with the field level and/or coordinates
initial damage assessments (IDAs). They coordinate with public and private sector representatives to
identify facility and infrastructure damage impacts that affect life safety and community wellbeing.
They provide critical infrastructure status to the Situation Unit.
Demobilization Unit
The Demobilization Unit prepares the demobilization plan and assists incident sections/units in
ensuring orderly, safe, and cost-effective transition of personnel and equipment from response
operations. They distribute the Demobilization Plan and ensure that all sections/units understand
their responsibilities within it and monitor implementation of demobilization activities.
Documentation Unit
The Documentation Unit reports to the PSC. The Unit maintains an accurate and complete record
of significant disaster events. They support the EOC organization by setting up and maintaining
files, journals, and special reports. The Unit collects and organizes written Action Plans, forms, logs,
journals, and reports at completion of operational period. They activate and operate a Message
Center at the EOC which assigns appropriate internal and external message routing. The Unit
provides documentation and copying services to EOC staff. They compile, copy, and distribute the
EOC Action Plans and AARs.
Resource Status Unit
The Resources Unit reports to the PSC. They support tracking resources and resources status. For
complex, multi-operational period incidents, the Unit supports advanced planning beyond the next
operational period by anticipating developing requirements and creating long term strategies. They
begin recovery planning while response operations are ongoing.
Situation Analysis Unit
The Situation Analysis Unit reports to the PSC. They collect, organize, and analyze incident
information from all sources. They develop and provide situational awareness based on evaluation
of information. The Unit develops status reports, generates data bases, creates displays for
dissemination to the EOC, and other organizations. They evaluate field status reports and incident
action plans provided by the Operations Section. The Unit works to provide a common operating
picture (COP) for development of the EOC Action Plan. They use the Incident Command System
(ICS) Form 201 in Appendix B to provide guidance on information elements.
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Technical Specialist/GIS
The Technical Specialist/GIS Unit provides GIS and other technical analysis support to the EOC
and field activities. The Unit determines and establishes GIS production priorities. The Unit
converts requests into Geospatial products quickly and effectively. They anticipate requirements and
needs and assemble or prepare supporting referential data. The Unit locates and secures needed
database information to support production goals. They operate specialized GIS production
systems.
Logistics Section
The Logistics Section is responsible for all service support requirements needed to facilitate effective
and efficient EOC and incident management, including ordering resources from off-incident
locations. This Section provides for facilities, security, transportation, supplies, equipment
maintenance and fuel, food services, communications and information technology support, and
emergency responder medical services, including inoculations.
Logistics Section Chief
The Logistics Section Chief (LSC) reports to the EOC Director. They supervise the Logistic Section
and work closely with the OSC to determine resource requirements and act to meet them. The LSC
supervises technical communications and supports development of the Emergency Communications
Plan. They are responsible for resource tracking and demobilization.
Care and Shelter Unit
The Care and Shelter Unit reports to the LSC. They are responsible for opening and operating
evacuation centers and mass care facilities in the City until, and if, the American Red Cross assumes
responsibility; coordinating efforts with the American Red Cross and other volunteer agencies; and
supporting the Personnel/Volunteer Unit in the care and sheltering of employees and their families.
Information Systems Unit
The Information Systems Unit reports to the LSC. They are responsible for managing all computing
needs including desktop/laptop computers, network and communications (internet/wireless,
telephones, radios, etc.), printing, audio/visual, and other technology needs for the EOC. They
conduct effective communications planning as well as acquiring, setting up, maintaining, and
accounting for internal and external communications equipment. The Unit prepares the Emergency
Communications Plan, ICS Form 205.
Personnel/Volunteer Unit
The Personnel/Volunteer Unit reports to the LSC. The Unit provides staffing resources requested
in support of the EOC and Field Operations. They receive and process all incoming requests for
personnel and volunteer support, identify, recruit, and register volunteers, and affirm disaster service
volunteers as DSWs per the City Municipal Code. They administer all personnel matters relating to
hiring/releasing non-permanent personnel supporting incident response and recovery and manage
travel requests and coordinating travel arrangements for personnel supporting operations either in
the field or EOC.
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Supply Unit
The Supply Unit reports to the LSC. The Unit is responsible for resource management. The Unit
identifies sources and orders incident expendable materials and equipment. They prepare and sign
equipment rental agreements in conjunction with the Finance Section. They maintain records of
resource requests, resource assignments and manage mutual aid processes. They identify and provide
support for staging areas and maintain records of work location activities and resources used.
Transportation Unit
The Transportation Unit reports to the LSC. The Unit provides all ground transportation during an
incident. In conjunction with providing transportation, the Unit is also responsible for maintaining
and supplying vehicles, keeping usage records, and developing incident traffic plans.
Finance / Administration Section
The Finance / Administration Section is established when incident management activities require
EOC support to specific finance and other administrative services. Functions that fall within the
scope of the Section are recording personnel time, maintaining vendor contracts, compensation and
claims, and conducting an overall cost analysis for the incident. Records maintained by the Finance
Section are vital to process incident cost recovery action through the State and FEMA.
Finance Section Chief
The Finance Section Chief (FSC) reports to the EOC Director. The FSC is responsible for
developing a comprehensive understanding of the incident / situation from a financial perspective.
They establish and maintain overall finance requirements (e.g. source of funds, different agency
spending authorities, documentation requirements, etc.) The FSC identifies specific finance
requirements of each operational period and implements them in accordance with City fiscal policy.
Compensation/Claims Unit
The Compensation / Claims Unit reports to the FSC. The Unit processes claims made against the
City as a result of an incident. They collaborate with the Safety Officer and the Legal Officer to
ensure claims are directed to the Unit. They establish a claims phone-in number and arrange with
the PIO to inform the media. In complex incidents, the Unit will determine the need for engaging
compensation for injury and claims specialists.
Cost Unit
The Cost Unit reports to the FSC. They are responsible for coordinating vendor contracts not
previously addressed by existing approved vendor lists and establishing purchasing authority for the
Logistics Section. The Unit collects cost information and performs cost-effectiveness analysis. They
provide cost estimates and cost savings recommendations.
Recovery Unit
The Recovery Unit reports to the FSC. They develop a comprehensive recovery plan and strategy
for the City. This includes a strategy to transition from recovery planning in the EOC to the wider
post-emergency recovery effort.
Time Unit
The Time Unit reports to the FSC. The Unit’s primary responsibilities are ensuring that daily
personnel time recording documents, including any overtime hours, are prepared and maintained
and establishing equipment time recording activity at appropriate locations.
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EOC Safety and Security
The EOC Coordinator/Security & Safety Officer will ensure all necessary security and access
controls are provided at the EOC and other alternate facilities. Additional building security may be
required since the primary EOC, Dublin Public Safety Complex, is a publicly accessible facility. They
will coordinate with the City Police Department for security to impose a higher level of security
(such as prohibiting building access to all visitors) if necessary, for EOC operations.
If EOC activation is due to an earthquake, the EOC Liaison/Safety Officer will ensure that all
building safety inspection and reentry procedures have been followed prior to use of the facility. The
Public Works Department and Building and Safety Division will arrange for EOC inspection and
damage assessment on a priority basis.
The EOC Coordinator will ensure that the evacuation plan for the EOC facility is coordinated in the
event that an evacuation is ordered.
Information Management
Incident situation status, operational objective, resource tracking, and other information will be shared
within the EOC by using display boards and various charts mounted on the walls of the facility. Large
scale, pre-printed ICS forms are ideal for this purpose. Additionally, the EOC Director will assign the
Planning Section to update an Incident Briefing (ICS Form 201) on a continual basis to provide
routine briefings to EOC staff for collective situational awareness. The ICS 201 should be shared with
Field Incident Command Posts, Field Communication Centers and the Operational Area. The ICS
201 will contain at a minimum:
• Operational period duration.
• Operational objectives and their status.
• Current location and status of resources.
• Requests for resources from other agencies.
• Key leadership status information.
• Relevant maps.
• Essential information to support the public.
The Situation Analysis Unit must ensure that all displays are frequently and accurately updated to
ensure information conflicts do not arise.
Information Collection
To manage information effectively, the EOC will use the Incident Command System (ICS) Form
201 in Appendix B to develop and maintain situational awareness and track situation status. The
Situation Status Report will provide City staff and other EOCs with current information regarding
the operability of City facilities and ongoing response and recovery operations.
Situational Awareness
Situational awareness refers to the ability to identify, process, and comprehend the critical elements
of information about what is happening as a result of an incident, or with respect to a specifically
assigned mission. More simply, situational awareness means knowing what is going on around you.
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Situational awareness is critical for the effectiveness of decision-making in both field operations and
the EOC and is critical for ensuring the safety of responders and the public.
During an emergency, the EOC Director will convene briefings on a regular basis, at which time the
EOC staff will attend and provide verbal and/or written summaries of existing problems, actions
taken, priorities, and timetables and potential for new issues for incorporation into the Action Plan.
The situational awareness approach will take the form of consolidating situation reports, obtaining
supplemental information, and preparing maps and status boards.
Situation Status Reports
Status reports are essential to providing a picture of the developing emergency and response efforts.
They are to be completed by the first person setting up the EOC for the initial shift and updated by
the Planning Section for continuing shifts. Status reports should be included in the EOC Action
Plan. The Alameda County Situation Status Report template is included in Appendix E. This form
will be used by the City to inform staff, the Operational Area, and other agencies and field units of
the status of emergency operations, including EOC activation level, damages to facilities, operational
capabilities, and resource status. Once the initial information is gathered and reported, the EOC will
transmit a Situation Report for each operational period or when requested by the Operational Area.
An initial report should be made within the first two (2) to four (4) hours following an emergency,
and reporting should continue as long as the EOC is activated or as circumstances warrant. Within
four to eight hours, a confirmation and update of the initial Situation Status Report should be made,
including a preliminary damage assessment and status of City response operations.
Support to Populations with Disabilities and Other Access and
Functional Needs
The City Manager’s Office, in conjunction with the City’s Community Development and Parks and
Community Services Departments, will ensure the coordination of services for people with
disabilities and others with access and functional needs, to ensure the City is in compliance with the
ADA Amendments Act. The City will also coordinate with Alameda County Public Health and
Social Services Departments to identify people with disabilities and others with access and functional
needs that may need assistance in the event of a disaster. The City strives to ensure that every
facility, activity, benefit, program and service operated or funded by the City is fully accessible to and
useable by people with disabilities and access and functional needs in accordance with the ADA, as
well as other federal, state and local codes, and disability rights laws.
Functional Assessment Service Team (FAST).
A FAST consists of trained government and non-government personnel ready to respond to disaster
areas to work in emergency shelters. FAST members work with emergency response personnel to
conduct assessments of people with access and functional needs (AFN) in emergency shelters.
FAST members facilitate the process of getting resources needed by the people with AFN. These
resources may include durable medical equipment, consumable medical supplies, prescribed
medications, or a person to assist with activities of daily living. A fully-staffed, deployed FAST has
members with experience in the following areas:
• Aging (services/supports, including dietary needs).
• Chronic health needs.
• Developmental and cognitive disabilities (i.e. traumatic brain injuries).
• Hearing loss, vision loss.
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• Mental health disabilities.
• Physical disabilities.
• Substance abuse issues.
Schools
The Dublin Unified School District (DUSD) serves over 11,500 students, from preschool through
adult education, in a diverse suburban environment. The District opened its 12th school site in
August of 2018 and is in the process of constructing its 2nd high school site. The District is
comprised of:
• 8 Elementary Schools;
• 2 Junior High Schools;
• 2 Comprehensive High School;
• 1 Continuing Education High School;
• Adult Education;
• Independent Study;
• Alternative Learning Experiences; and
• Early Childhood Education Services.
School District Facilities:
Elementary Schools
School Address
Amador Elementary School 2100 E Cantara Dr., Dublin, CA 94568
Dougherty Elementary School 5301 Hibernia Dr., Dublin, CA 94568
Dublin Elementary School 7997 Vomac Rd, Dublin, CA 94568
Frederiksen Elementary School 7243 Tamarack Dr., Dublin, CA 94568
John Green Elementary School 3300 Antone Way, Dublin, CA 94568
Kolb Elementary School 3150 Palermo Way, Dublin, CA 94568
Murray Elementary School 8435 Davona Dr., Dublin, CA 94568
Cottonwood Creek K-8 2400 Central Parkway, Dublin, CA 94568
Middle Schools
School Address
Eleanor Murray Fallon 3601 Kohnen Way, Dublin, CA 94568
Wells 6800 Penn Dr., Dublin, CA 94568
High Schools
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School Address
Dublin* 8151 Village Pkwy, Dublin, CA 94568
Emerald 3501 Dublin Blvd, Dublin, CA 94568
Valley* 6901 York Dr., Dublin, CA 94568
* ARC has a Memorandum of Understanding with the Dublin Unified School District to use Dublin
and Valley High Schools as shelters if needed.
5-1
Plan Development, Distribution and Maintenance
Per Section 2.44.080 of the Dublin Municipal Code, the Dublin Disaster Council shall be
responsible for the development of the City emergency plan. The plan shall provide for the effective
mobilization of all the resources of this City, both public and private, to meet any condition
constituting a local emergency, state of emergency or state of war emergency, and shall provide for
the organization, powers and duties, services and staff of the emergency organization. The plan will
take effect upon adoption by resolution of the City Council. (Ord. 17-09 § 5 (part): Ord. 2-85 § 8)
The City EOP was written with input from City departments having an official emergency
responsibility in the City. The EOP was submitted to Cal OES for review and then presented to the
City Council for review. Upon concurrence by the City Council, the plan was officially adopted
through Council Resolution. (Resolution XX-20 list it here)
Plan Updates
The City Manager’s Office will update the EOP to reflect any applicable changes that are made.
Individual City departments are responsible to update and revise their departmental procedures
regularly and submit those updates to the City Manager’s Office , to incorporate the updates into
the EOP. These updates should include new information (e.g., update of phone numbers and
revisions of relevant standard operational procedures or positions). All changes to the EOP will be
documented in the record of revisions table. Changes to the EOP will be distributed to the City
departments and agencies shown on the Plan Distribution list. Major revisions to the EOP will be
submitted to the City Manager for approval or recommendation for review by City Council.
Evaluating the effectiveness of the EOP involves capturing information from training events,
exercises, and real-world incidents to determine whether the goals, incident objectives, decisions,
and timing outlined led to a successful response. This process may indicate that deficiencies exist.
City staff should discuss the deficiencies and consider assigning responsibility for generating
remedies. Remedial actions may involve revising planning assumptions and operational concepts,
changing organizational tasks, or modifying organizational implementing instructions such as
checklists or templates. Remedial actions may also involve providing refresher training for EOC
personnel.
The EOP should be reviewed and updated annually by City staff and whenever the following occur:
• A major incident;
• A change in operational capabilities or resources (e.g., policy, personnel, organizational
structures, management processes, facilities, equipment);
• A formal update of planning guidance or standards; and/or
• A change in the acceptability of various risks.
Plan Testing, Training and Exercises
Maintenance of the EOP and evaluating its effectiveness involves using training and exercises, and
evaluation of actual incidents to determine whether goals, decisions, and timing outlined in the plan
led to a successful response. Short of real-world operations, exercises are the best method of
evaluating the effectiveness of a plan. They also provide a valuable tool in training emergency
responders and other City staff to become familiar with the procedures, equipment, and systems that
they use or manage in emergency situations. Exercises must be conducted on a regular basis to
maintain readiness. Table 5.1 provides a recommended schedule of exercise for City staff.
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Frequency Type Participants
Annually Evacuation Drills of All City Owned
Facility All employees
Annually Tabletop or Functional Exercise Emergency operations staff
Every 3 years or as available Full-Scale Exercise Emergency operations staff
Table 5.1. Recommended City-wide Exercise Schedule
After-Action Review
After every exercise or incident, an After-Action Report/Improvement Plan (AAR/IP) should be
completed. The AAR/IP has two components: an AAR, which captures observations and
recommendations based on incident objectives as associated with the capabilities and tasks, and an
IP, which identifies specific corrective actions, assigns them to responsible parties, and establishes
targets for their completion. The EOC Coordinator is responsible for the development of the
AAR/IP and convenes participants to discuss action items and solicit recommendations for
improvement.
City of Dublin Emergency Operations Plan
A-1
Acronym List
Acronym Definition
AAR After-Action Report
ACSCT Alameda County Sheriff’s Communications Team
ADA Americans With Disabilities Act
ADAAAA Americans With Disabilities Act Amendment Act
AFN Access and Functional Needs
ALCO Alameda County
ALCO OES Alameda County Office of Emergency Services
ALCO SIT STAT Alameda County Situation Status
ARC American Red Cross
Cal Fire California Department of Forestry and Fire Protection
Cal OES California Governor’s Office of Emergency Services
CALWAS California Warning System
CAP Common Alert Protocol
CAPSNET California Public Safety Microwave Network
CBRNE Chemical, Biological, Radiological, Nuclear and Explosives
CDC Centers for Disease Control and Prevention
CERT Community Emergency Response Team
CESFRS California Emergency Services Fire Radio System
CESRS California Emergency Services Radio System
CLEMARS California Law Enforcement Mutual Aid Radio System
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System
CNRFC California, Nevada River Forecast Center
COP Common Operating Picture
CSWC California State Warning Center
DART Disaster Animal Response Team
DMA 2000 Disaster Mitigation Act of 2000
DOC Department Operations Center
DR Disaster
DSOD California Division of Safety of Dams
DSRSD Dublin San Ramon Services District
DSW Disaster Service Worker
A-2
DUSD Dublin Unified School District
EAP Emergency Action Plan
EAS Emergency Alert System
EDIS Emergency Digital Information System
EMAC Emergency Management Assistance Compact
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
FAST Functional Assessment Service Team
FCO Federal Coordinating Officer
FEMA Federal Emergency Management Agency
FHSZ Fire Hazard Severity Zones
FSC Finance Section Chief
HSPD Homeland Security Presidential Directive
IAP Incident Action Plan
ICS Incident Command System
IDA Initial Damage Assessment
IPAWS Integrated Public Alert and Warning System
Kp Planetarische Kennziffer
LHMP Local Hazard Mitigation Plan
LSC Logistics Section Chief
MAC Multi-/Inter-Agency Coordination
MACS Multi-Agency Coordination System
MM Modified Mercalli
Mw Moment Magnitude
NAWAS National Warning System
NFPA National Fire Protection Association
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NRT National Response Team
NWS National Weather Service
OAFN Office of Access and Functional Needs
OASIS Operational Area Satellite Information System
OSC Operations Section Chief
A-3
PETS Act Pets Evacuation and Transportation Standards Act
PIO Public Information Officer
PPD Presidential Policy Directive
PRFTA Parks Reserve Forces Training Area
PSC Planning Section Chief
RACES Radio Amateur Civil Emergency Services HAMM
REOC Regional Emergency Operations Center
SAP Safety Assessment Program
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SOC State Operations Center
SOG Standard Operating Guide
SOP Standard Operating Procedure
SPCA Society for the Prevention of Cruelty of Animals
UCERF3 Uniform California Rupture Forecast
USGS U.S. Geological Society
VIP Very Important Person
WARN Warning, Alert and Response Network
WEA Wireless Emergency Alert
WGCEP Working Group on California Earthquake Probabilities
City of Dublin Emergency Operations Plan
B-1
Information Collection and Dissemination
INCIDENT BRIEFING (ICS 201)
1. Incident Name:2.Incident Number:3.Date/Time Initiated:
Date: Time:
4. Map/Sketch (include sketch, showing the total area of operations, the incident site/area, impacted and threatened
areas, overflight results, trajectories, impacted shorelines, or other graphics depicting situational status and resource
assignment):
5.Situation Summary and Health and Safety Briefing (for briefings or transfer of command): Recognize potential
incident Health and Safety Hazards and develop necessary measures (remove hazard, provide personal protective
equipment, warn people of the hazard) to protect responders from those hazards.
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 1 Date/Time:
INCIDENT BRIEFING (ICS 201)
1. Incident Name:
2. Incident Number:
3. Date/Time Initiated:
Date: Time:
7. Current and Planned Objectives:
8. Current and Planned Actions, Strategies, and Tactics:
Time: Actions:
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 2 Date/Time:
INCIDENT BRIEFING (ICS 201)
1. Incident Name:2. Incident Number:3.Date/Time Initiated:
Date: Time:
9.Current Organization (fill in additional organization as appropriate):
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 3 Date/Time:
Incident Commander(s)
Planning Section Chief Operations Section Chief Finance/Admin Section Chief Logistics Section Chief
Safety Officer
Public Information Officer
Liaison Officer
INCIDENT BRIEFING (ICS 201)
1. Incident Name:
2. Incident Number:
3. Date/Time Initiated:
Date: Time:
10. Resource Summary:
Resource
Resource
Identifier
Date/Time
Ordered ETA Arrived Notes (location/assignment/status)
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 4 Date/Time:
ICS 201
Incident Briefing
Purpose. The Incident Briefing (ICS 201) provides the Incident Commander (and the Command and General Staffs) with
basic information regarding the incident situation and the resources allocated to the incident. In addition to a briefing
document, the ICS 201 also serves as an initial action worksheet. It serves as a permanent record of the initial response
to the incident.
Preparation. The briefing form is prepared by the Incident Commander for presentation to the incoming Incident
Commander along with a more detailed oral briefing.
Distribution. Ideally, the ICS 201 is duplicated and distributed before the initial briefing of the Command and General
Staffs or other responders as appropriate. The “Map/Sketch” and “Current and Planned Actions, Strategies, and Tactics”
sections (pages 1–2) of the briefing form are given to the Situation Unit, while the “Current Organization” and “Resource
Summary” sections (pages 3–4) are given to the Resources Unit.
Notes:
• The ICS 201 can serve as part of the initial Incident Action Plan (IAP).
• If additional pages are needed for any form page, use a blank ICS 201 and repaginate as needed.
Block
Number Block Title Instructions
1 Incident Name Enter the name assigned to the incident.
2 Incident Number Enter the number assigned to the incident.
3 Date/Time Initiated
• Date, Time
Enter date initiated (month/day/year) and time initiated (using the 24-
hour clock).
4 Map/Sketch (include sketch,
showing the total area of
operations, the incident
site/area, impacted and
threatened areas, overflight
results, trajectories, impacted
shorelines, or other graphics
depicting situational status and
resource assignment)
Show perimeter and other graphics depicting situational status,
resource assignments, incident facilities, and other special information
on a map/sketch or with attached maps. Utilize commonly accepted
ICS map symbology.
If specific geospatial reference points are needed about the incident’s
location or area outside the ICS organization at the incident, that
information should be submitted on the Incident Status Summary (ICS
209).
North should be at the top of page unless noted otherwise.
5 Situation Summary and
Health and Safety Briefing (for
briefings or transfer of
command): Recognize potential
incident Health and Safety
Hazards and develop necessary
measures (remove hazard,
provide personal protective
equipment, warn people of the
hazard) to protect responders
from those hazards.
Self-explanatory.
6 Prepared by
• Nam e
• Position/Title
• Signature
• Date/Time
Enter the name, ICS position/title, and signature of the person
preparing the form. Enter date (month/day/year) and time prepared
(24-hour clock).
7 Current and Planned
Objectives
Enter the objectives used on the incident and note any specific problem
areas.
Block
Number Block Title Instructions
8 Current and Planned Actions,
Strategies, and Tactics
• Time
• Actions
Enter the current and planned actions, strategies, and tactics and time
the y may or did occur to attain the objectives. If additional pages are
needed, use a blank sheet or another ICS 201 (Page 2), and adjust
page numbers accordingly.
9 Current Organization (fill in
additional organization as
appropriate)
• Incident Commander(s)
• Liaison Officer
• Safety Officer
• Public Information Officer
• Planning Section Chief
• Operations Section Chief
• Finance/Administration
Section Chief
• Logistics Section Chief
• Enter on the organization chart the names of the individuals
assigned to each position.
• Modify the chart as necessary, and add any lines/spaces needed for
Command Staff Assistants, Agency Representatives, and the
organization of each of the General Staff Sections.
• If Unified Command is being used, split the Incident Commander
box.
• Indicate agency for each of the Incident Commanders listed if
Unified Command is being used.
10 Resource Summary Enter the following information about the resources allocated to the
incident. If additional pages are needed, use a blank sheet or another
ICS 201 (Page 4), and adjust page numbers accordingly.
• Resource Enter the number and appropriate category, kind, or type of resource
ordered.
• Resource Identifier Enter the relevant agency designator and/or resource designator (if
any).
• Date/Time Ordered Enter the date (month/day/year) and time (24-hour clock) the resource
was ordered.
• ETA Enter the estimated time of arrival (ETA) to the incident (use 24-hour
clock).
• Arrived Enter an “X” or a checkmark upon arrival to the incident.
• Notes (location/
assignment/status)
Enter notes such as the assigned location of the resource and/or the
actual assignment and status.
City of Dublin Emergency Operations Plan
C-1
EOC Operations and Detailed Position Checklists
Under the EOC Organization, select City Staff are organized into functional sections under the ICS.
Authority for managing EOC operations is delegated from the City Council to the City Manager as
EOC Director and from the EOC Director to the Sections. Figure C.1 provides an EOC Team
Organization Chart. Upon conclusion of the emergency, normal lines of authority and reporting are
restored and a transition from a response / recovery mode to normal operations shall occur.
This section identifies the full complement of positions within the EOC and specifies the staff
reporting hierarchy. A checklist for Common Responsibility applicable to all EOC staff is also
provided. Individual Position Checklists for the following are detailed:
1. EOC Director
2. EOC Coordinator / Safety Officer
3. Legal Officer
4. Public Information Officer (PIO)
5. Scribe
6. Operations Section Chief
7. Fire Unit
8. Law Enforcement Unit
9. Public Works / Engineering Unit
10. Utilities Unit
11. Planning/Intelligence Section Chief
12. Damage Assessment Unit
13. Documentation Unit
14. GIS Specialist Unit
15. Resource Status Unit
16. Situation Analysis Unit
17. Logistics Section Chief
18. Care and Shelter Unit
19. Information Systems Unit
20. Personnel / Volunteers Unit
21. Supply Unit
22. Transportation Unit
23. Finance / Administration Section Chief
24. Cost Accounting / Time / Compensation & Claims Unit
25. Recovery Unit
The checklists include responsibilities for both immediate and sustained response.
C-2
EOC Organization Structure
C-3
COMMAND | CHIEF JOB AID
YOUR
CLASSIFICATION:
City Manager ● Assistant City Manager ●
Public Works Director
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR OVERALL EMERGENCY
POLICY AND COORDINATION.
ELEMENTS INCLUDE:
• Overall management and coordination of the emergency
response and recovery operations.
• Oversee and manage all sections in the EOC.
• Coordinate and liaison with appropriate federal, state,
local government, private and volunteer entities.
• Establish priorities and resolve demand conflicts.
• Prepare and disseminate emergency public information,
other essential information and data about impacts and
damage.
POSITION
OVERVIEW
• Overall responsibility and authority for the operation of
the EOC.
• Will assure EOC is staffed and operated at a level
commensurate with the emergency.
REPORT TO LOCAL GOVERNMENT | CITY COUNCIL
OPERATIONAL AREA | BOARD OF SUPERVISORS or
DESIGNEE
REGIONAL | OES REGION ADMINISTRATOR or DESIGNEE
STATE | OES DIRECTOR or DESIGNEE
REPORT TO ME GENERAL STAFF MANAGEMENT STAFF
• Operations Section
Chief
• EOC Coordinator
• Planning/Intelligence
Section Chief
• Public Information Officer
• Logistics Section Chief • Legal Officer
• Finance Section Chief • Scribe
PLANS &
REPORTS
EOC ACTION PLAN | REVIEW + APPROVAL
ADVANCE PLAN(S) | REVIEW + APPROVAL
DEMOBILIZATION PLAN | REVIEW + APPROVAL
PRESS RELEASES | REVIEW + APPROVAL
REPORTS | REVIEW + APPROVAL
FORMS • POSITION JOB AID • PLANNING “P”
GUIDE
• ALL ICS FORMS • RECOVERY
PLAN/PROJECT
MANAGEMENT
• PROCLAMATION
RESOLUTION
C-4
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD
C-5
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Establish appropriate EOC staffing level.
• Continuously monitor organizational
effectiveness and make appropriate
changes.
Exercise overall management responsibility for the
coordination between emergency response
agencies in the jurisdiction.
• Alongside general staff set jurisdictional
priorities for response.
• Ensure all department/agency actions
support established EOC priorities.
Ensure that inter-agency coordination is
accomplished effectively
ACTIVATION
Determine appropriate level of activation based on
known situation.
Mobilize/recall appropriate personnel to the EOC for
initial activation.
Respond immediately to EOC site and determine
operational status.
• Obtain briefing from available sources.
• Ensure that EOC is properly set-up and
ready for operations.
• Ensure that EOC check-in procedure is
established
(FORM | ICS-211, FORM | ICS-205A)
Ensure that EOC organization and staffing chart is
posted and completed.
Determine needed EOC sections, assign Section
Chiefs and ensure sections are adequately staffed.
Operations Section Chief
Planning/Intelligence Section Chief
Logistics Section Chief
Finance Section Chief
C-6
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Determine needed Management Staff positions and
ensure that they are filled as soon as possible.
EOC Coordinator/Safety Officer
Public Information Officer
Legal Officer
Scribe
Ensure telephone and/or radio communications with
other EOCs/DOCs is established and function.
Schedule the initial EOC Action Planning Meeting
(FORM | ICS-230)
Alongside general staff determine what
representation is needed at the EOC from other
emergency response agencies.
Assign a liaison officer to coordinate outside agency
response to the EOC, and if needed, assist in
establishing an Inter-Agency Coordination Group.
RESPONSE
Monitor general staff activities to ensure appropriate
actions are being taken.
Alongside Public Information Officer, conduct news
conferences and review media releases for final
approval. Follow established procedures for public
information.
Ensure liaison officer is providing and maintaining
effective inter-agency coordination.
Based on status reports, establish initial strategic
objectives for the EOC.
Alongside management staff, prepare EOC
objectives for the initial Action Planning Meeting.
(FORM | ICS-202)
(GUIDE | PLANNING “P” GUIDE)
C-7
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Convene Initial Action Planning meeting.
• Ensure that all Section Chiefs, management
staff, and key agency representatives are in
attendance.
• Ensure appropriate Action Planning
Procedures are followed.
(GUIDE | PLANNING “P” GUIDE)
• Ensure meeting is facilitated appropriately by
the Planning/Intelligence Section, and
consensus among the EOC
Coordinator/Safety Officer, PIO, and Section
Chiefs on objectives are forthcoming
operational period.
Assess the situation, define
problems, set priorities, and establish
strategic and SMART objectives for
the response/recovery period.
Determine the Operational Period
time frame (i.e., 6, 8 or 12-hour
shifts).
Review and identify the need for
additional staffing and/or other
resources.
When EOC Action Plan is completed by the
Planning/Intelligence Section, review, approve, and
authorize its distribution and implementation.
(FORMS | ICS-201, ICS-202, ICS-205A, ICS-
207, ICS-208,
ICS-211, ICS-213, ICS-215, ICS-215A, ICS-230
PLAN OR EOC
ACTION PLAN)
Conduct periodic briefings with general staff to
ensure strategic objectives are current and
appropriate.
Conduct periodic briefings for elected officials or
their representatives.
(FORM | ICS-209 or REPORT | SITUATION
ANALYSIS)
If appropriate, issue an Emergency Proclamation,
and coordinate local government proclamations with
other emergency response agencies.
(FORM | PROCLAMATION RESOLUTION)
C-8
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Ensure next shift’s staff are accounted for.
Ensure the safety and well-being of staff being
dismissed for the operational period.
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Authorize demobilization of sections and units when
they are no longer required informally or via a plan.
(PLAN | DEMOBILIZATION)
Notify higher level EOCs and other appropriate
organizations of planned demobilization, as
appropriate.
Ensure that open actions not completed will be
handled after demobilization.
Ensure that all required forms or reports are
completed prior to demobilization.
Prepare to provide input to the after-action report.
Proclaim termination of the emergency response
and proceed with recovery of operations.
TERMINATION
Alongside Public Information Officer, make
emergency termination notifications to City Council,
Response Partners, Community and OP Area.
C-9
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide a final emergency briefing of the event to
EOC personnel to include:
Date/time of termination
Requests all documentation developed
during the event response.
Instructions for support of recovery
operations or assembly of the final report.
Time and date of formal debrief to identify
issues, lessons learned, and corrective
actions.
Instructions for resumption of normal
operations.
Determine if formal Recovery Plan is required based
on a review of the technical criteria by:
Length and resources required for
investigation and fact-finding activities.
Assessment of property damage efforts
require substantial and prolonged
coordination and communications with off-
site governments, agencies, and/or response
organizations.
Number of personal injuries or illnesses
requiring protracted follow-up treatment,
analysis, and public information.
• Supervise the transition of the EOC from
response to recovery operations, as
necessary.
• Appoint a Recovery Manager; the Recovery
Manager will establish a recovery
organization and recovery plan.
(GUIDE | RECOVERY PLAN/PROJECT
MANAGEMENT)
• Proclaim EOC Deactivate.
• Approve the deactivation of other emergency
facilities that were opened because of the
emergency.
Assist with the recovery objectives, as requested for
Recovery Plan.
(GUIDE | RECOVERY PLAN/PROJECT
MANAGEMENT)
Turn over command to Recovery Manager.
Schedule Incident Debriefing.
C-10
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Assist with the development of a final After
Action Plan.
• Approve final After Action Plan.
• (REPORT | LOCAL GOVERNMENT AFTER
ACTION REPORT)
Turn in completed job aids, forms, and notes to the
Documentation Unit.
C-11
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
COMMAND SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-12
COMMAND | EOC COORDINATOR / SAFETY OFFICER
JOB AID
YOUR
CLASSIFICATION: Assistant to the City Manager ● CIP Manager
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR OVERALL EMERGENCY
POLICY AND COORDINATION.
ELEMENTS INCLUDE:
• Overall management and coordination of the emergency
response and recovery operations.
• Oversee and manage all sections in the EOC.
• Coordinate and liaison with appropriate federal, state,
local government, private and volunteer entities.
• Establish priorities and resolve demand conflicts.
• Prepare and disseminate emergency public information,
other essential information and data about impacts and
damage.
POSITION
OVERVIEW
• The EOC Coordinator assists and services as an advisor
to the Emergency Operations Center Director (EOCD)
and general staff as needed.
• Oversees the overall functioning of the emergency
operations center.
• Responsible for identifying and mitigating safety hazards
and situations of potential City liability during EOC
operations.
• Ensure that all facilities use in support of EOC
operations have safe operating conditions (building,
parking lots, etc.)
REPORT TO EOC DIRECTOR
PLANS &
REPORTS
• ALL PLANS
• ALL REPORTS
FORMS &
GUIDES
FORMS
• POSITION JOB AID
• ALL FORMS
GUIDES
• ALL GUIDES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (Human Resources Director only)
C-13
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Facilitate the overall functioning of the EOC.
• Assist and serve as an advisor to the EOC
Director and general staff as needed.
• Provide information and guidance related to
the internal functions of the EOC.
• Ensure compliance with operational area
emergency plans and procedures.
Assist in insuring proper procedures are in place for
directing agency representatives and conducting
VIP/visitor tours of the EOC.
Ensure that all buildings and other facilities used in
support of the EOC are in a safe and operating
condition.
Monitor operational procedures and activities in the
EOC to ensure they are being conducted in a safe
manner, considering the existing situation and
conditions.
Stop or modify all unsafe operations outside the
scope of the EOC Action Plan, notifying the EOC
Director of actions taken.
ACTIVATION
Check-in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC set-up (if not already fully set-up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
C-14
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Assist the EOC Director in determining appropriate
staffing for the EOC.
(FORM | ICS-207)
Provide assistance and information regarding
section staffing to all general staff.
RESPONSE
Assist the EOC Director and general staff in
developing overall strategic objectives as well as
section objectives for the EOC Action Plan.
(FORM | ICS-202)
(GUIDE | PLANNING “P”)
Advise the EOC Director on proper procedures for
enacting emergency proclamations, emergency
ordinances and resolutions, and other legal
requirements.
(FORM | PROCLAMATION RESOLUTION)
(GUIDE | LEGAL AUTHORITIES)
Assist the Planning/Intelligence Section in the
development, continuous updating, and execution of
the EOC Action Plan.
(PLAN | EOC ACTION PLAN)
(GUIDE | PLANNING “P”)
Provide overall procedural guidance to general staff
as required.
Provide general advice and guidance to the EOC
Director as required.
Ensure that all appropriate notifications are made to
same and one level higher EOCs.
Ensure that all communications with appropriate
emergency response agencies is established and
maintained.
C-15
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Assist the EOC Director in preparing for and
conducting briefings with Management Staff, the
agency or jurisdiction policy groups, the media, and
the public.
(REPORT | ICS-209 or REPORT | SITUATION
STATUS)
(FORM | PRESS RELEASE)
Assist with the coordination of all EOC visits.
Aid with shift change activity as required.
• Tour the entire EOC facility and evaluate
conditions.
• Advise the EOC Director of any conditions
and actions that might result in liability
(unsafe layout or equipment set-up, etc.)
Study the EOC facility and document the locations
of all fire extinguishers, emergency pull stations, and
evacuation routes and exits.
(FORM | ICS-215a)
Be familiar with particularly hazardous conditions in
the facility; take action when necessary.
Prepare and present safety briefings for the EOC
Director and general staff at appropriate meetings.
(FORM | ICS-208)
If the event that caused activation was an
earthquake, provide guidance regarding actions to
be taken in preparation for aftershocks.
Ensure that the EOC facility is free from any
environmental threats – e.g. radiation exposure, air
purity, water quality, etc.,
Keep the EOC Director advised of unsafe
conditions; take action when necessary.
Coordinate with the Finance Section in preparing
any personnel injury claims or records necessary for
proper case evaluation and closure.
C-16
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions.
Complete all required forms, reports, and other
documentation. Provide all completed
documentation to the Documentation Unit, prior to
your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-17
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
COMMAND SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-18
COMMAND | LEGAL OFFICER JOB AID
YOUR
CLASSIFICATION:
City Attorney’s Office
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR OVERALL EMERGENCY POLICY
AND COORDINATION.
ELEMENTS INCLUDE:
• Overall management and coordination of the emergency
response and recovery operations.
• Oversee and manage all sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local
government, private and volunteer entities.
• Establish priorities and resolve demand conflicts.
• Prepare and disseminate emergency public information, other
essential information and data about impacts and damage.
POSITION
OVERVIEW
• Provides legal counsel to the Emergency Services
Director/EOC Director and all City Staff in legal matters
pertaining to emergency response and recovery.
• Assists in the preparation of proclamations, ordinances, and
other legal documents; maintains the City’s legal records and
reports.
REPORT TO EOC DIRECTOR
PLANS &
REPORTS
SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE
FOR DEVELOPMENT.
FORMS &
GUIDES
FORMS
• POSITION JOB AID • ICS-205A COMMUNICATION
LIST
• ICS-211 CHECK-IN
LIST
• ICS-214 ACTIVITY LOG
• PROCLAMATION
RESOLUTION
GUIDES
• LEGAL
AUTHORITIES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (City Attorney only)
C-19
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Advises the Multi-Agency Coordination/Policy
Group and or EOC Director, and the Management
and general staff, as needed, on the legality and/or
legal implications of contemplated emergency
actions and polices (Reference the California
Emergency Services Act, Stafford Act, etc., as
necessary).
Establishes areas of legal responsibility and/or
potential liabilities.
As needed, prepares documents relative to
evacuations, curfews, and demolition of hazardous
structures or conditions.
Develops emergency rules, regulations and laws
required for acquisition and/or control of critical
resources.
ACTIVATION
REMOTE ACTIVATION permitted if unable to check-in at EOC location.
Check-in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC set-up (if not already fully set-up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing
from available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
Obtain assistance for position through the
Personnel/Volunteer Unit in Logistics, as required.
RESPONSE
Assist as necessary with Emergency Proclamation
Resolution Process and Forms.
(FORM | PROCLAMATION RESOLUTION)
C-20
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide technical knowledge of jurisdictional
authorities.
(GUIDE | LEGAL AUTHORITIES)
Develops emergency rules, regulations and laws
required for acquisition and/or control of critical
resources.
Prepares documents relative to evacuations,
curfews, and demolition of hazardous structures or
conditions.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including
signing out, workstation clean-up and forwarding
phone number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions.
• Release agency representatives that are no
longer required in the EOC when
authorized by the EOC Director.
• Ensure that you collect any documentation
from them that would be relevant for the
after-action report.
Complete all required forms, reports, and other
documentation. Provide all completed
documentation to the Documentation Unit, prior to
your departure.
C-21
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-22
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
COMMAND SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-23
COMMAND | PUBLIC INFORMATION OFFICER JOB
AID
YOUR
CLASSIFICATION: Public Information Officer ● Communications
Analyst ● Management Analyst II
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR OVERALL EMERGENCY
POLICY AND COORDINATION.
ELEMENTS INCLUDE:
• Overall management and coordination of the emergency
response and recovery operations.
• Oversee and manage all sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local
government, private and volunteer entities.
• Establish priorities and resolve demand conflicts.
• Prepare and disseminate emergency public information, other
essential information and data about impacts and damage.
POSITION
OVERVIEW
Responsible for providing news and information on the
emergency/disaster to the media, the public, all departments and
required agencies.
REPORT TO EOC DIRECTOR
PLANS &
REPORTS
PRESS RELEASES | DEVELOPS
EMERGENCY ALERT SYSTEM NOTIFICATION | STAFF TO
REPORT
FORMS &
GUIDES
FORMS
• POSITION JOB AID • PRESS RELEASE
• ICS-211 CHECK-IN LIST • PUBLIC CALL
• MEDIA CALL • ICS-214 ACTIVITY LOG
• DISASTER ASSISTANCE
DIRECTORY
• MEDIA BRIEFING
GUIDES
• MEDIA CENTER/JOINT
INFORMATION CENTER
• EMERGENCY ALERT
SYSTEM
NOTIFICATION
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (PIO and Assistant to the City Manager only)
C-24
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Serve as the central coordination point for the
agency or jurisdiction for all media releases.
Ensure that the public within the affected area
receives complete, accurate, and consistent
information about life safety procedures, public
health advisories, relief and assistance programs
and other vital information.
Coordinate media releases with Public Information
Officers at incidents or representing other affected
emergency response agencies, as required.
Develop the format for press conferences, in
conjunction with the EOC Director.
Maintaining a positive relationship with the media
representatives.
Supervising the Public Information Unit.
ACTIVATION
Check-in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC set-up (if not already fully set-up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
Determine staffing requirements and make required
personnel assignments for the Public Information
function to the Personnel/Volunteer Unit in the
Logistics Section, as required.
C-25
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
RESPONSE
Obtain policy guidance from the EOC Director
regarding press releases.
• Keep the EOC Director advised of all
unusual requests for information and all
major critical or unfavorable media
comments.
• Recommend procedures or measures to
improve media relations.
Coordinate the Situation Analysis Unit and identify
the method for obtaining and verifying significant
information as it is developed.
Develop and publish a media-briefing schedule to
include location, format, preparation, and distribution
of handout materials.
(FORM | MEDIA BRIEFING SCHEDULE)
Implement and maintain an overall information
release program.
Establish a Media or Joint Information Center, as
required, providing necessary space, materials,
telephones, and electrical power.
(GUIDE | MEDIA CENTER/JOINT
INFORMATION
CENTER)
• Maintain up-to-date status boards and other
references at the Media or Joint Information
Center.
• Provide adequate staff to answer questions
from members of the media.
Interact with other EOC PIOs and obtain information
relative to public information operations.
Coordinate with County Office of Emergency
Services (OES) to develop content for state
Emergency Alert System (EAS) releases if available.
Monitor EAS releases as necessary.
(GUIDE | EMERGENCY ALERT SYSTEM
NOTIFICATIONS)
In coordination with other EOC sections and as
approved by the EOC Director, issue timely and
consistent advisories and instructions for life safety,
health, and assistance for the public.
C-26
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• At the request of the EOC Director, prepare
media briefings and press releases for
members of the agencies or jurisdiction
policy groups.
• Provide other assistance as necessary to
facilitate their participation in media briefings
and press conferences.
(FORM |USE CURRENT PRESS
RELEASE)
Ensure that a rumor control function is established
to correct false or erroneous information.
Ensure that adequate staff is available at incident
sites to coordinate and conduct tours of the affected
areas.
Provide appropriate staffing and telephones to
efficiently handle incoming media and public calls.
(FORM | MEDIA CALL)
(FORM | PUBLIC CALL)
Prepare, update, and distribute to the public a
Disaster Assistance Information Directory which
contains locations to obtain food, shelter, supplies,
health services, etc.
(FORM | DISASTER ASSISTANCE
DIRECTORY)
Ensure that announcements, emergency information
and materials are translated and prepared for
special populations (non-English speaking, hearing
impaired, etc.)
Monitor broadcast media, using information to
develop follow-up press releases and rumor control.
(FORM | USE CURRENT PRESS RELEASE)
Ensure that file copies are maintained of all
information released.
Provide copies of all press releases to the EOC
Director for approval.
(FORM | USE CURRENT PRESS RELEASE)
Provide final press releases and advise media
representatives of points-of-contact for follow-up
stories.
C-27
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Ensure the safety and well-being of staff being
dismissed for the operational period.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions.
Complete all required forms, reports, and other
documentation. Provide all completed
documentation to the Documentation Unit, prior to
your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
TERMINATION
Alongside EOC Director and Liaison Officer, make
emergency termination notifications to City Council,
Response Partners, Community and OP Area.
C-28
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
COMMAND SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-29
COMMAND | SCRIBE JOB AID
YOUR
CLASSIFICATION: City Clerk ● Deputy City Clerk ● Management
Analyst I
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR OVERALL EMERGENCY
POLICY AND COORDINATION.
ELEMENTS INCLUDE:
• Overall management and coordination of the emergency
response and recovery operations.
• Oversee and manage all sections in the EOC.
• Coordinate and liaison with appropriate federal, state,
local government, private and volunteer entities.
• Establish priorities and resolve demand conflicts.
• Prepare and disseminate emergency public information,
other essential information and data about impacts and
damage.
POSITION
OVERVIEW
• Act as the resources scribe for all meetings.
• Assist in the completion of the After-Action Plan.
• Manage all proclamations established through the
duration of the EOC activation.
REPORT TO EOC DIRECTOR
PLANS &
REPORTS
• ALL PLANS
• ALL REPORTS
FORMS &
GUIDES
FORMS
• POSITION JOB AID • ALL FORMS
• PUBLIC INTAKE • MEDIA INTAKE
PROCLAMATIONS
• PROCLAIMING
EMERGENCY
TERMINATION
• REQUESTING OES
DIRECTOR (LOCAL)
• REQUESTING
GOVERNOR – STATE
OF EMERGENCY
• CONFIRMING
EXISTING
EMERGENCY
(LOCAL-City Council)
• CONFIRMING EXISTING
EMERGENCY (LOCAL-
EOC Dir.)
• CONFIRMING
EXISTING
EMERGENCY
(LOCAL-City Council)
GUIDES
• ALL GUIDES
C-30
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (City Clerk only)
C-31
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Assist EOC Director and EOC Coordinator in
preparing for all briefings.
• Assist with the distribution of the current
EOC Action Plan and Situation Report.
(PLAN | EOC ACTION PLAN)
(FORM | ICS-209 or REPORT | SITUATION
ANALYSIS)
Assist in insuring proper procedures are in place for
directing agency representatives and conducting
VIP/visitor tours of the EOC.
Provide scribe resources and attest to all
proclamations the EOC Director creates during the
EOC activation period.
(FORM | SAMPLE PROCLAMATION)
Assist the Public Information Officer in making
emergency termination notifications to City Council,
Community and OP Areas.
Intake and log calls from the media and public and
regularly forward to Public Information Officer.
(FORM | MEDIA INTAKE)
(FORM | PUBLIC INTAKE)
ACTIVATION
Check-in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC set-up (if not already fully set-up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
C-32
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
RESPONSE
Assist the Planning/Intelligence Section in the
development, continuous updating, and execution of
the EOC Action Plan.
(PLAN | EOC ACTION PLAN)
(GUIDE | PLANNING “P”)
Assist the EOC Director in preparing for and
conducting briefings with Management Staff, the
agency or jurisdiction policy groups, the media, and
the public.
(REPORT | ICS-209 or REPORT | SITUATION
STATUS)
(FORM | USE CURRENT PRESS RELEASE)
Assist EOC Coordinator in facilitating all EOC visits.
Assist EOC Coordinator in preparing materials for
briefings for the EOC Director and general staff at
appropriate meetings.
(FORM | ICS-208)
• Maintain active roster of agency
representatives located at the EOC.
• Roster should be distributed internally on a
regular basis.
(FORM | ICS-211 JUST FOR AGENCY
REPRESENTATIVES)
(FORM | ICS-205A JUST FOR AGENCY
REPRESENTATIVES)
• Release agency representatives that are no
longer required in the EOC when authorized
by the EOC Director.
• Ensure that you collect any documentation
from them that would be relevant for the
after-action report.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
C-33
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions.
Complete all required forms, reports, and other
documentation. Provide all completed
documentation to the Documentation Unit, prior to
your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-34
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
COMMAND SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-35
FINANCE | CHIEF JOB AID
YOUR
CLASSIFICATION:
Administrative Services Director ● Assistant
Administrative Services Director ● Financial Analyst
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING FINANCIAL
SUPPORT AND COORDINATION.
ELEMENTS INCLUDE:
• Protect life, property, and the environment
• Provide continuity of financial support to the City and
community.
• Document and manage City costs and recovery of those
costs as allowable.
• Maintain a positive image for the City in its dealings with
the community.
POSITION
OVERVIEW
Responsible for the financial support, response, procurement
(goods and vendor services) and recovery for the incident.
REPORT TO MANAGEMENT | EOC Director
REPORT TO ME GENERAL STAFF
• Cost Unit • Compensation &
Claims Unit
• Time Unit Recovery Unit
PLANS &
REPORTS
ASSESS, TRACK, AND ORGANIZE COST OF
IMPLEMENTATION PER STATE AND FEDERAL COST
RECOVERY GUIDELINES.
FORMS &
GUIDES
FORMS
• POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
GUIDES
• PUBLIC ASSISTANCE
DAMAGE CATAGORIES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARDS (Director and Assistant Director
positions only)
C-36
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that all financial records are maintained
throughout the emergency.
Ensure that all on-duty time is recorded for all
emergency response personnel.
Ensure that all on-duty time sheets are collected
from EOC staff; departments are collecting from the
Field Communications Center (FCC), and Incident
Commanders/ Section Chief are for their staff.
Ensure there is a continuum of the payroll process
for all employees responding to the emergency.
Determine/remind individuals of purchase order
limits for the procurement function in Logistics.
Ensure that all injuries, illnesses and damage claims
resulting from the response are processed within a
reasonable time.
Ensure that all travel and expense claims are
processed within a reasonable time.
Provide administrative support to all EOC Sections
as required, in coordination with the
Personnel/Volunteer Unit.
• Activate units within the Finance Section as
required.
• Monitor section activities continuously and
modify the organization as needed.
Ensure that all recovery documentation is accurately
maintained and submitted on the appropriate forms
to the Federal Emergency Management Agency
(FEMA) and/or the Governor’s Office of Emergency
Services.
Supervise the Finance Section.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
C-37
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
Ensure that the Finance Section is set-up properly
and that appropriate personnel, equipment, and
supplies are in place.
Based on the situation, activate positions/units
within the Section as need:
Cost Unit
Time Unit
Compensation & Claims Unit
Recovery Unit
Ensure that sufficient staff are available for a 12-
hour schedule, or as required.
• Meet with the Logistics Section Chief and
review financial and administrative support
requirements and procedures.
• Determine the level of purchasing authority
to be delegated to the Logistics Section.
Meet with all Units and ensure that responsibilities
are clearly understood and determine the initial
Action Planning objectives for the first operational
period.
Adopt a proactive attitude, thinking ahead and
anticipating situations and problems before they
occur.
RESPONSE
Ensure that the Finance Section position logs and
other necessary files are maintained.
C-38
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that displays associated with the Finance
Section are current, and that information is posted in
a legible and concise manner.
Participate in all Action Planning meetings.
Brief all Units and ensure they are aware of the
EOC objectives as defined in the Action Plan.
Keep the EOC Director and General Staff aware of
the current fiscal situation and other related matters,
on an ongoing basis.
Ensure that the Recovery Unit maintains all financial
records throughout the emergency.
Ensure that the Time Unit tracks and records all
agency staff time.
In coordination with the Logistics Section, ensure
that the Cost/Time/Compensation Unit processes
purchase orders and develops contracts in a timely
manner.
Ensure that a contact list is in place of vendors for
goods and/or services procured due to the
emergency.
Ensure that the Time Unit processes all time-sheets
and travel expense claims promptly.
Ensure that the Finance Section provides
administrative support to other EOC Sections as
required.
Ensure that all recovery documentation is accurately
maintained by the Recovery Unit during the
response and submitted on the appropriate forms to
Federal Emergency Management Agency (FEMA)
and/or the Governor’s Office of Emergency
Services.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
C-39
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate appropriate Section positions when
authorized by EOC Director and follow
Demobilization Unit (new) directions/plan.
• Identify staff to support on-going Recovery
Operations and Recovery Plan.
• Advise identified staff on their continual
support
Complete all required forms, reports, and other
documentation. Provide all completed
documentation to the Documentation Unit, prior to
departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
TERMINATION
Transition over to Recovery Operations and support
Recover Unit in tracking project costs as directed by
FEMA cost recovery and public assistance
guidelines.
C-40
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-41
FINANCE | COST/TIME/COMPENSATION CLAIMS UNIT
JOB AID
YOUR
CLASSIFICATION:
Senior Accountant ● Accountant ●
Finance Technician (Time & Comp & Claims Units Only)
Senior Finance Technician (Cost Unit Only)
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING FINANCIAL
SUPPORT AND COORDINATION.
ELEMENTS INCLUDE:
• Protect life, property, and the environment
• Provide continuity of financial support to the City and
community.
• Document and manage City costs and recovery of those
costs as allowable.
• Maintain a positive image for the City in its dealings with the
community.
POSITION
OVERVIEW
Responsible for:
• The collecting and maintaining documentation for the
incident to help the planning and recovery efforts.
• Working with all sections to ensure field units track hours
worked by personnel and volunteers & preparing daily
personnel time recording documents.
• Investigating and processing physical-injury and property-
damage claims arising from emergency/disaster event.
REPORT TO MANAGEMENT | FINANCE SECTION CHIEF
PLANS &
REPORTS
SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION
OF THE COST OF IMPLEMENTATION PER STATE AND
FEDERAL COST RECOVERY GUIDELINES
FORMS &
GUIDES
FORMS
• POSITION JOB AID • ICS-214 ACTIVITY LOG
• ICS-205A
COMMUNICATION LIST
• ICS-215 SAFETY
ANALYSIS
• ICS-208 SAFETY
MESSAGE
• ICS-215A INCIDENT
ACTION PLAN SAFETY
ANALYSIS
• ICS-210 RESOURCE
STATUS CHANGE
• ICS-227 CLAIMS LOG
• ICS-211 CHECK-IN LIST
GUIDES
• PUBLIC ASSISTANCE DAMAGE CATAGORIES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-42
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
COST UNIT DUTIES & RESPONSE
• Responsible for collecting cost information
and performing cost-effectiveness analysis.
• Providing cost estimates and cost savings
recommendations.
Establish and maintain a position log and other
necessary files.
Establish (or implement) an accounting system and
special cost codes associated with this emergency.
Monitor all emergency expenditures and resource
status change costs.
(FORM | ICS-210)
Ensure that all units are documenting cost related
information.
• Collect, and compile cost information at the
end of each shift.
Maintain the contact list of vendors for goods and/or
services procured due to the emergency.
• Update the list as needed.
Obtain and record all cost data to cover:
Personnel
Equipment rental/Contract equipment
Supplies from outside vendors
Contracts for special or emergency services
Coordinate with the Documentation Unit on content
and format of cost related files to be transferred.
Review existing documentation to determine if there
are additional cost items that may have been
overlooked.
Prepare cost estimates related to EOC objectives
and strategies. Be prepared to discuss these at
EOC Planning meetings, if required.
Compile cumulative cost records daily.
Ensure that departments are compiling cost
information using any special agency/jurisdiction
cost codes.
Ensure that estimate costs are replaced with actual
costs where known.
TYPE TIME STATUS
C=Complete
C-43
I=In-Progress
P=Pending
Provide verbal or written reports to the Finance
Section Chief upon request.
Prepare and maintain a cost report to include
cumulative analysis, summaries and total
expenditures related to the emergency.
Organize and prepare records for audits as
necessary.
Act as the liaison for the EOC with County and other
disaster assistance agencies to coordinate the cost
recovery process, as needed.
Prepare all required State and Federal
documentation as necessary to recover allowable
costs.
TIME UNIT DUTIES & RESPONSE
Track, record, and report all on-duty time for
personnel working during emergency.
Ensure that personnel time records, travel expense
claims and other related forms are prepared and
submitted.
Establish and maintain a time-keeping system.
(FORM | ICS-211)
(FORM | ICS-210)
Initiate gather or update time reports from all
personnel to include volunteers assigned to each
shift.
• Ensure that time records are accurate and
prepared in compliance with policy.
Obtain complete personnel rosters from the
Personnel/Volunteer Unit.
• Rosters must include all EOC personnel as
well as personnel assigned to any Mass
Shelter location(s), Emergency Volunteer
Center (EVC) and Field Communications
Center (FCC).
Provide instructions for all supervisors to ensure that
time sheets and travel expense claims are
completed properly and signed by each employee
prior to submitting them.
Establish a file for each employee or volunteer
within the first operational period.
• Maintain a fiscal record for as long as the
employee is assigned to the response.
C-44
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Keep the Finance Section Chief informed of
significant issues affecting the Time Unit.
COMPENSATION CLAIMS UNIT DUTIES & RESPONSE
Oversees the investigation of injuries and
property/equipment damage claims arising out of
the emergency.
Investigate all injury and damage claims as soon as
possible.
Maintain a file of injuries and illnesses associated,
and property damage associated with the
emergency which includes results of investigations.
(FORM | ICS-227)
Establish and maintain a compensation and claims
system.
Prepare appropriate forms for all verifiable injury
claims and forward them to Workmen’s
Compensation with the required time frame
consistent with jurisdiction’s policy & procedures.
Coordinate with the EOC Coordinator/Safety Officer
regarding the mitigation of hazards.
(FORM | ICS-208)
(FORM | ICS-215A)
Keep the Finance Section Chief informed of any
issues affecting the Compensation and Claims Unit.
Forward all equipment and property damage claims
to the Recovery Unit.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
C-45
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Finance Section is set-up properly
and that appropriate personnel, equipment, and
supplies are in place.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by the Finance
Section Chief and follow Demobilization Unit (new)
directions.
• Complete the required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit prior to your departure.
• Turn over financial information to the
Finance Section Chief.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-46
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-47
FINANCE | RECOVERY UNIT JOB AID
YOUR
CLASSIFICATION:
Administrative Services Director ● Assistant
Administrative Services Director● Financial Analyst
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING FINANCIAL
SUPPORT AND COORDINATION.
ELEMENTS INCLUDE:
• Protect life, property, and the environment
• Provide continuity of financial support to the City and
community.
• Document and manage City costs and recovery of those
costs as allowable.
• Maintain a positive image for the City in its dealings with
the community.
POSITION
OVERVIEW
Responsible for the executing procedures to capture and
document costs relating to a disaster/emergency.
REPORT TO MANAGEMENT | FINANCE SECTION CHIEF
PLANS &
REPORTS
SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION
OF THE COST OF IMPLEMENTATION PER STATE AND
FEDERAL COST RECOVERY GUIDELINES
FORMS FORMS
• POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
GUIDE
• PUBLIC ASSISTANCE DAMAGE CATAGORIES
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (Director and Assistant Director positions
only)
C-48
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine impacts of the emergency requiring
recovery planning.
Initiate recovery-planning meetings with appropriate
individuals and agencies.
Develop the initial recovery plan and strategy for the
jurisdiction.
Ensure that all appropriate agencies are kept
informed and have the opportunity to participate in
the recovery process.
Develop the strategy to transition from recovery
planning in the EOC to the wider post-emergency
recovery effort.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
RESPONSE
Establish and maintain a recovery system.
Monitor the current situation report to include recent
updates and determine overall impacts of the
emergency.
C-49
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Based on available information, prepare an initial
estimate of likely recovery issues that must be
addressed and document them in a preliminary
report.
Assist the Operations Section as necessary in
determining the appropriate sites for Disaster
Application Centers, as necessary.
Facilitate recover planning meetings involving the
appropriate management, general staff personnel,
and other agencies as needed.
Develop a recovery plan and strategy for the
jurisdiction or agency.
Coordinate with the Finance Section Chief to ensure
that FEMA, OES and other public reimbursements
source documents and applications are consistent
with the recovery strategy.
Ensure that specific project timelines are developed
to meet the goals and objectives of the recovery
plan.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by the Finance
Section Chief and follow Demobilization Unit (new)
directions.
C-50
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Complete the required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit prior to your departure.
• Turn over financial information to the
Finance Section Chief.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Assist the EOC Coordinator and Planning &
Intelligence Section with preparing the After Action
Report.
C-51
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-52
LOGISTICS | CHIEF/COORDINATOR JOB AID
YOUR
CLASSIFICATION: Parks & Community Services Director ● Assistant
Director of Parks & Community Services ● Heritage
& Cultural Arts Manager
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING RESOURCES TO
SUPPORT THE CITY’S DISASTER RESPONSE, INCLUDING BUT
NOT LIMITED TO, PERSONNEL, VEHICLES, AND EQUIPMENT.
ELEMENTS INCLUDE:
Provide operational and logistical support for emergency
response personnel and optimize the use of resources
Provide support to the other sections of the EOC and
support as directed for field emergency response
activities
Support the restoration of essential services and systems
POSITION
OVERVIEW
Responsible for managing and coordinating logistical response
efforts and the acquisition, transportation, and mobilization of
resources.
REPORT TO MANAGEMENT | EOC DIRECTOR
REPORT TO
ME
STAFF
• Supply Unit • Care and Shelter Unit
• Personnel/Volunteers
Unit
• Information Systems Unit
• Transportation Unit
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOB AID • ICS-214 ACTIVITY
LOG
• ICS-205A
COMMUNICATION LIST
• RESOURCE
TRACKING (ICS-201)
• ICS-211 CHECK-IN LIST • EOC ORGANIZATION
CHART
• ICS-213 RESOURCE
REQUEST
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (Parks & Community Services Director &
Assistant Director only)
C-53
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Ensure the Logistics function is carried out in
support of the EOC.
• This function includes: providing
communication services, resource tracking,
acquiring equipment, supplies, personnel,
facilities, transportation services, as well as
arranging for food, lodging, and other support
services as required.
Establish the appropriate level of branch and/or unit
staffing within the Logistics Section, continuously
monitoring the effectiveness of the organization and
modifying as required.
Ensure section objectives as stated in the EOC Action
Plan are accomplished within the operational period or
within the estimated timeframe.
Coordinate closely with the Operations Section
Coordinator to establish priorities for resource
allocation to activated Incident Commands within the
affected area.
Keep the EOC Director informed of all significant
issues related to the Logistics Section.
Supervise the Logistics Section.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
C-54
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate positions/unit within
the unit as needed:
Supply Unit
Personnel/Volunteers Unit
Transportation Unit
Care and Shelter Unit
Information Systems Unit
Mobilize sufficient section staffing for 12-hour shifts.
Establish communications with the Logistics Section at
the Operational Area EOC if activated.
Advise Units within the section to coordinate with
appropriate branches in the Operations Section to
prioritize and validate resource requests from DOCs or
Incident Command Posts in the field. This should be
done prior to acting on the request.
Meet with the EOC Director and General Staff and
identify immediate resource needs.
Meet with Finance Section Chief and determine level
of purchasing authority for the Logistics Section.
Assist section and unit leaders in developing
objectives for the section as well as plans to
accomplish their objectives with the first operations
period, or in accordance with the Action Plan.
Provide periodic Section Status Reports to the EOC
Director.
Adopt a proactive attitude, thinking ahead and
anticipating situations and problems before they occur.
RESPONSE
Ensure that Logistics Section position logs and other
necessary files are maintained.
C-55
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Meet regularly with section staff and work to reach
consensus on section objectives for forthcoming
operational needs.
Provide the Planning/Intelligence Section Coordinator
with the Logistics Section objectives at least 30-
minutes prior to each Action Planning meeting.
Attend and participate in EOC Action Planning
meetings.
Ensure that the Supply Unit coordinates closely with
the Finance Section and that all required documents
and procedures are completed and followed.
Ensure that transportation requirements, in support of
response operations, are met.
Ensure that all requests for facilities and facility
support are addressed.
Ensure that all resources are tracked and accounted
for, as well as resources ordered thru Mutual Aid.
(FORM | ICS-213 OR FORM | RESOURCE
REQUEST)
(FORM | RESOURCE TRACKING (ICS-201))
Provide section staff with information updates as
required.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
C-56
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
• Complete all required forms, reports, and other
documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be
reached.
Be prepared to provide input and/or facilitate the after-
action report.
C-57
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-58
LOGISTICS | CARE AND SHELTER UNIT JOB AID
YOUR
CLASSIFICATION:
Cultural Arts & Heritage Manager ● Aquatic
Manager ● Recreation Supervisor
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING RESOURCES TO
SUPPORT THE CITY’S DISASTER RESPONSE, INCLUDING BUT
NOT LIMITED TO, PERSONNEL, VEHICLES, AND EQUIPMENT.
ELEMENTS INCLUDE:
Care and Shelter
POSITION
OVERVIEW
Responsible for opening and operating evacuation centers and
mass care facilities in the City until, and if, the American Red
Cross assumes responsibility; coordinating efforts with the
American Red Cross and other volunteer agencies; and
supporting the Personnel/Volunteer Unit in the care and
sheltering of employees and their families.
REPORT TO LOGISTICS | SECTION CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS • POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
REPORT
• MASS CARE STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-59
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate directly with the American Red Cross and
other volunteer agencies to provide food, potable
water, clothing, shelter and other basic needs as
required to disaster victims.
Assist the American Red Cross with inquiries and
registration services to reunite families or respond to
inquiries from relatives or friends.
Assist the American Red Cross with the transition from
mass care to separate family/individual housing.
Maintain regular contact with all shelter locations in
addition to the Emergency Volunteer Center location.
Ensure that each activated shelter meets the
requirements as described under the Americans With
Disabilities Act.
Supervise the Care and Shelter Unit.
ACTIVATION
Check in at the EOC
(FORM | ICS-211)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
Coordinate with the EOC Coordinator to request an
Agency Representative from the American Red Cross.
• Work with the American Red Cross Agency
Representative to coordinate all shelter and
congregate care activity.
Regularly communicated with the Personnel/Volunteer
Unit regarding other volunteer agencies providing
clothing and other basic life sustaining needs.
C-60
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that each activated shelter meets the
requirements as described under the Americans With
Disabilities Act.
Assist the American Red Cross in staffing and
managing the shelters to the extent possible.
In coordination with the American Red Cross, activate
an inquiry registry service to reunite families and
respond to inquiries from relatives or friends.
Assist the American Red Cross with the transition from
operating shelters for displaced persons to separate
family/individual housing.
Complete and maintain the Care and Shelter Status
Report Forms.
(REPORT | MASS CARE STATUS)
(REPORT | TRANSPORTATION STATUS)
Refer all contacts with the media to the Public
Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
C-61
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and other
documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be
reached.
Be prepared to provide input to the after-action report.
C-62
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-63
LOGISTICS | INFORMATION SYSTEMS UNIT JOB AID
YOUR
CLASSIFICATION:
Information Systems Manager & GIS Coordination ●
Information Systems Technician II ● Network
Systems Coordinator
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING RESOURCES TO
SUPPORT THE CITY’S DISASTER RESPONSE, INCLUDING BUT
NOT LIMITED TO, PERSONNEL, VEHICLES, AND EQUIPMENT.
ELEMENTS INCLUDE:
Provide operational and logistical support for emergency
response personnel and optimize the use of resources
Provide support to the other sections of the EOC and
support as directed for field emergency response
activities
Support the restoration of essential services and systems
POSITION
OVERVIEW
Responsible for managing all computing needs including
desktop/laptop computers, network and communications
(internet/wireless, telephones, radios, etc.), printing, audio/visual,
and other technology needs for the EOC.
REPORT TO LOGISTICS | SECTION CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
DEMOBILIZATION PLAN | SUPPORTS DEVELOPMENT
FORMS • POSITION JOB AID • ICS-214 ACTIVITY
LOG
• ICS-205A
COMMUNICATION LIST
• ICS-211 CHECK-IN
LIST
REPORT
• COMMUNICATIONS
STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-64
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinates with all sections units on operating
procedures for computing, network, and
communications systems.
Provides support for all EOC Information Systems and
ensures automated information links with partner
EOCs/DOCs are maintained including, if applicable,
audio, visual, and teleconferencing equipment.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
RESPONSE
Develops Communication Plan for all communication
modes within the EOC and field ICP’s when needed.
(FORM | ICS-205A
Determines what communications equipment is
necessary.
Provides technical information as required.
Manage date and telephone services for the EOC.
Receive any priorities or special requests.
Provide communications briefings and technology
status reports as request at Action Planning meetings.
(REPORT | COMMUNICATION STATUS)
C-65
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Coordinates with Demobilization Unit (New) to develop
check out procedures on Demobilization Plan.
(PLAN | DEMOBILIZATION)
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
• Complete all required forms, reports, and other
documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be
reached.
Be prepared to provide input and/or facilitate the after-
action report.
C-66
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-67
LOGISTICS | PERSONNEL/VOLUNTEER UNIT JOB AID
YOUR
CLASSIFICATION:
HR Manager ● Administrative Technician-HR ●
Administrative Technician-Disaster
Preparedness/Risk
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING RESOURCES TO
SUPPORT THE CITY’S DISASTER RESPONSE, INCLUDING BUT
NOT LIMITED TO, PERSONNEL, VEHICLES, AND EQUIPMENT.
ELEMENTS INCLUDE:
Provide operational and logistical support for emergency
response personnel and optimize the use of resources
Provide support to the other sections of the EOC and
support as directed for field emergency response
activities
Support the restoration of essential services and systems
POSITION
OVERVIEW
RESPONSIBLE FOR:
• Obtaining, coordinating, and allocating all non-fire and
non-law enforcement mutual aid personnel support
requests
• Registering and coordinating volunteers as Disaster
Service Workers (DSWs)
• Feeding and caring for all emergency workers
• Personnel staff accountability
• Overall coordination and care of all City staff, both paid
and volunteer
• Coordination of donations management, including internal
organization elements and resources, as well as external
partner agencies
REPORT TO LOGISTICS | SECTION CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS • POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
• ORGANIZATION CHART • ICS-213RR
RESOURCE REQUEST
• DSWV REGISTRATION • RESOURCE
TRACKING (ICS-201)
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-68
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide personnel resources as requests in support of
the EOC and Field Operations.
Coordinate with the Emergency Volunteer Center staff
in identifying and registering volunteers as required.
Works with the Planning/Intelligence Section staff to
identify volunteer needs. Work with Emergency
Volunteer Center staff in developing a plan to
distribute these volunteers to necessary places.
Coordinates with the Planning/Intelligence Section
Resource Status Unit to track volunteer resources.
Supervise Personnel/Volunteer Unit.
ACTIVATION
Check in at the EOC
(FORM | ICS-211)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
• Manage check-in
(FORM | ICS-211, FORM | ICS-205A)
• In conjunction with the Documentation Unit,
develop a large poster size EOC organization
charge depicting each active position.
o Upon check-in, indicate the name of the
person occupying each position on the
chart.
o The chart should be posted in a
conspicuous place, accessible to all
EOC personnel.
C-69
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the EOC Coordinator/Safety Officer to
ensure that all EOC staff, including volunteers, receive
a current situation and safety briefing upon check-in.
Establish communications with volunteer agencies and
other organizations that can provider personnel
resources.
Coordinate with the Operational Area EOC to activate
the Emergency Management Mutual Aid System
(EMMA), if required.
• Process all incoming requests for personnel
support.
• Maintain accountability of all personnel.
• Identify the number of personnel, special
qualifications or training, where they are
needed, and the unit or person they should
report to upon arrival.
• Determine the estimated time of arrival of
responding personnel and advise the
requesting parties accordingly.
(FORM | ICS-213RR RESOURCE REQUEST)
(FORM | RESOURCE TRACKING (ICS-201)
Maintain a status board or other reference to keep
track of all personnel resources.
Update EOC organization chart for operational period.
Coordinate with the EOC Coordinator/Safety Officer to
ensure access, badging or identification, and proper
direction for responding personnel upon arrival at the
EOC.
To minimize redundancy, coordinate all requests for
personnel resources from the field level through the
Operations Section prior to acting on the request.
In coordination with the EOC Coordinator/Safety
Officer, determine the need for crisis counseling for
emergency workers; acquire mental health specialists
as needed.
Arrange for child care services for EOC personnel as
required.
C-70
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Staffs Volunteer team in the EOC and supports the
Planning/Intelligence Section Resource Status Unit
and the Logistics Section Supply Unit.
Establishes the Emergency Volunteer Center location
site(s) for volunteers to reporter for credential
screenings and potential assignments and issue them
Disaster Service Worker identification cards.
(FORM | DSWV REGISTRATION)
Manages the Volunteer DSWV process including the
documentation management.
(FORM | DSWV REGISTRATION)
Keep the Logistics Section Chief informed of
significant issues affecting the Personnel/Volunteer
Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement and
provide update on personnel accountability.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
C-71
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and other
documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be
reached.
Be prepared to provide input to the after-action report.
C-72
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-73
LOGISTICS | SUPPLY UNIT JOB AID
YOUR
CLASSIFICATION:
Recreation Supervisor ● Recreation Manager ●
Management Analyst I
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING RESOURCES TO
SUPPORT THE CITY’S DISASTER RESPONSE, INCLUDING BUT
NOT LIMITED TO, PERSONNEL, VEHICLES, AND EQUIPMENT.
ELEMENTS INCLUDE:
Provide operational and logistical support for emergency
response personnel and optimize the use of resources
Provide support to the other sections of the EOC and
support as directed for field emergency response
activities
Support the restoration of essential services and systems
POSITION
OVERVIEW
Responsible for obtaining and delivering all non-fire and non-law-
enforcement mutual aid materials, equipment and supplies to
support emergency operations.
REPORT TO LOGISTICS | SECTION CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS • POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-74
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the procurement and allocation of supplies
and material not normally provided through mutual aid
channels.
Coordinate procurement actions with the Finance
Section.
Coordinate delivery of supplies and materials as
required.
Supervise the Supply Unit.
ACTIVATION
Check in at the EOC
(FORM | ICS-211)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
Determine if requested types and quantities of
supplies and material are available in inventory.
Determine procurement spending limits with the
Finance Section. Obtain a list of pre-designated
emergency purchase orders as required.
Whenever possible, meet personally with the
requesting party to clarify types and amount of
supplies and material, and verify that the request has
not been previously filed through another source.
C-75
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
In conjunction with the Finance Section, maintain a
status board or other reference depicting procurement
actions in progress and their status.
Determine if the procurement item can be provided
without cost from another jurisdiction or through the
Operational Area.
Determine unit costs of supplies and material from
suppliers and vendors and if they will accept purchase
orders as payment, prior to completing the order.
Orders must be approved by the Finance Section
before the order can be completed if they exceed the
purchase order limit – limit amount to be determined.
If vendor contracts are required for procurement of
specific resources or services, refer the request to the
Finance Unit for development of necessary
agreements.
• Determine if the vendor or provider will deliver
the ordered items.
• If delivery services are not available,
coordinate pickup and delivery through the
Transportation Unit.
• In coordination with the Personnel/Volunteer
Unit, provide food and lodging for EOC staff
and volunteers as required.
• Assist field level with food services at locations
as requested.
• Coordinate donated goods and services from
community groups and private organizations
with the Emergency Volunteer Center (EVC)
location.
• Set-up procedures for collecting, inventorying,
and distribution useable donations.
Keep the Logistics Section Chief informed of
significant issues affecting the Supply Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
C-76
(FORM | USE CURRENT ICS-214)
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
• Complete all required forms, reports, and other
documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be
reached.
Be prepared to provide input to the after-action report.
C-77
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-78
LOGISTICS | TRANSPORTATION UNIT JOB AID
YOUR
CLASSIFICATION: Transportation & Operations Manager ● Senior Civil
Engineer ● Associate Civil Engineer
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR PROVIDING RESOURCES TO
SUPPORT THE CITY’S DISASTER RESPONSE, INCLUDING BUT
NOT LIMITED TO, PERSONNEL, VEHICLES, AND EQUIPMENT.
ELEMENTS INCLUDE:
Provide operational and logistical support for emergency
response personnel and optimize the use of resources
Provide support to the other sections of the EOC and
support as directed for field emergency response
activities
Support the restoration of essential services and systems
POSITION
OVERVIEW
Responsible for coordinating the allocation of transportation
resource required to move people, equipment, and essential
supplies during emergency response and recovery operations.
REPORT TO LOGISTICS | SECTION CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
TRANSPORTATION PLAN | DEVELOPS (CAN USE
TRANSPORTATION STATUS REPORT AS BASIS FOR PLAN)
FORMS • POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A COMMUNICATION
LIST
• ICS-214 ACTIVITY
LOG
• RESOURCE TRACKING
(ICS-201)
REPORT
• TRANSPORTATION
STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• RESOURCE LINKS
C-79
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
In coordination with the Public Works & Engineering
Unit and the Situation Analysis Unit, develop a
transportation plan to support EOC operations.
Arrange for the acquisition or use of required
transportation resources.
Supervise the Transportation Unit.
ACTIVATION
Check in at the EOC
(FORM | ICS-211)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
Routinely coordinate with the Situation Analysis Unit
to determine the status of the transportation routes in
and around the affected area.
(REPORT | TRANSPORTATION STATUS)
Routinely update all maps within the EOC to reflect
any road closures, or alternative routes and report
these updates to the EOC Section Chiefs.
Routinely coordinate with the Public Works &
Engineering Unit to determine progress of route
recovery operations.
C-80
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Develop a Transportation Plan which identifies routes
of ingress and egress; thus, facilitating the movement
of response personnel, the affected population, and
shipment of resources and materials.
Establish contact with local transportation agencies
and schools to establish availability of equipment and
transportation resources for use in evacuations and
other operations as need.
(FORM | RESOURCE TRACKING (ICS-201))
Keep the Logistics Section Chief informed of
significant issues affecting the Transportation Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can
be reached.
Be prepared to provide input to the after-action
report.
C-81
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________
Forwarding Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-82
OPERATIONS | CHIEF JOB AID
YOUR
CLASSIFICATION:
As Assigned by type of incident
Chief Officer or Designee ● Deputy Fire Marshall or
Designee
SECTION
OVERVIEW
SECTION IS PRIMARILY RESPONSIBLE FOR MANAGING THE
OPERATIONS OF VARIOUS RESPONSE ELEMENTS INVOLVED IN
THE DISASTER/EMERGENCY
ELEMENTS INCLUDE:
• Fire Operations: Fire/Rescue, Hazardous Materials,
Environmental Preservation
• Law Enforcement: Law Enforcement, Investigations, Security
• Coroner & Communications
• Public Works & Engineering: Street, Facilities and Vehicles
• Utilities
• R.A.C.E.S.: Communications, radio, HAM operators
POSITION
OVERVIEW
Responsible for the management and coordination of all EOC related
operational functions. The Operations Section Chief will ensure,
based on the emergency, that all necessary operational functions
have been active and are appropriately staffed.
REPORT TO MANAGEMENT | EOC Director
REPORT TO ME GENERAL
STAFF
• Fire • Public Works & Engineering
• Utilities
R.A.C.E.S.
• Law Enforcement/Coroner
Communications
PLANS EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORTS
FORMS
• POSITION JOB AID • ICS-213 RESOURCE
REQUEST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY LOG
• ICS-209 INCIDENT
STATUS SUMMARY
• ICS-215 OPERATIONAL
PLANNING
WORKSHEET
• ICS-211 CHECK-IN LIST
REPORTS
• AGRICULTURAL
STATUS
• PUBLIC SAFETY
STATUS
• COMMUNICATION
STATUS
• SEARCH & RESCUE
STATUS
• HAZMAT STATUS • FIREFIGHTING STATUS
• ENERGY STATUS • UTILITY STATUS
• PUBLIC WORKS STATUS
C-83
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that the Operations function is carried out
including coordination of activities for all operational
functions assigned to the EOC.
Ensure that the operational objectives and
assignments identified in the EOC Action Plan are
carried out effectively.
Establish the appropriate level of unit organizations
within the Operations Section, continuously
monitoring the effectiveness and modifying
accordingly.
Exercise overall responsibility for the coordination of
the Unit activities within the Operations Section.
(FORM | ICS-215)
Ensure that the Planning/Intelligence Section is
provided with Status Reports and Major Incident
Reports.
Conduct periodic Operations briefings for the EOC
Director as required or requested.
Supervise the Operations Section.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
Ensure that the Operations Section is set-up
properly and that appropriate personnel, equipment,
and supplies are in place, including maps and status
boards.
C-84
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Meet with Planning/Intelligence Section Chief; obtain
a preliminary situation briefing.
Based on the situation, activate positions/units
within the Section as need:
Fire
Law Enforcement/Coroner &
Communications
Public Works & Engineering
Utilities
R.A.C.E.S.
Determine if there are mutual aid requests for those
functional areas.
Initiate coordination with the appropriate mutual aid
systems as required.
Request additional personnel from the
Personnel/Volunteer Unit in the Logistics Section as
necessary for the Operational Period time frame
(i.e., 6, 8 or 12-hour shifts).
Obtain a current communications status briefing
from the Information Systems Unit in the Logistics
Section.
Ensure that there is adequate equipment and radio
frequencies available as necessary for the section.
Determine estimated times of arrival of section staff
from the Personnel/Volunteer Unit in the Logistic
Section.
Confer with the EOC Director to ensure that the
Planning/Intelligence and Logistics Sections are
staffed at levels necessary to provide adequate
information and support for operations.
Coordinate with the Planning/Intelligence Section to
determine the need for any Technical Specialists.
• Establish radio or phone communications
with Facilities Communications Center
(FCC), and/or with Incident Commander(s)
as directed and coordinate accordingly.
• Determine activation level 1, 2, 3.
Determine activation status of other EOCs in the
Operational Area, or adjacent areas, and establish
communication links with their Operations Section if
necessary.
C-85
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation known or forecasted,
determine likely future needs of the Operations
Section.
Identify key issues currently affecting the Operations
Section; meet with section personnel and determine
appropriate section objectives for the first
operational period.
Review responsibilities of units in section; develop
an Operations Plan detailing strategy for carrying
out Operations objectives.
Adopt a pro-active attitude. Think ahead and
anticipate situations and problems before they
occur.
RESPONSE
Ensure Operations Section position logs and other
necessary files are maintained.
Ensure that situation and resource information is
provided to the Planning/Intelligence Section on a
regular basis or as the situations requires, including
Status Reports or Major incident reports.
(FORM | ICS-209 OR OPTIONS BELOW)
(REPORT | AGRICULTURAL STATUS)
(REPORT | COMMUNICATION STATUS)
(REPORT | ENERGY STATUS)
(REPORT | FIREFIGHTING STATUS)
(REPORT | HAZMAT STATUS)
(REPORT | PUBLIC SAFETY STATUS)
(REPORT | PUBLIC WORKS STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | UTILITY STATUS)
Ensure that all media contacts are referred to the
Public Information Officer.
Conduct periodic briefings and work to reach
consensus among staff on objectives and work
assignments for forthcoming operational periods.
(FORM | ICS-215)
Attend and participate in EOC Director’s Action
Planning meetings.
C-86
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide the Planning/Intelligence Section Chief with
the Operation Sections objectives prior to each
Action Planning meeting.
Work closely with each Unit Coordinator to ensure
that the Operations Section objectives, as defined in
the current Action Plan, are being addressed.
Ensure that the Units coordinate all resource needs
through the Logistics Section.
(FORM | RESOURCE REQUEST OR ICS-213)
Ensure that the intelligence information from the Unit
Coordinators is made available to the
Planning/Intelligence Section in a timely manner.
Ensure that fiscal and administrative requirements
are coordinated through the Finance Section
(notification of emergency expenditures and daily
time sheets).
Brief the EOC Director on all major incidents.
Complete a Major Incident Report for all major
incidents; forward a copy to the
Planning/Intelligence Section.
Brief Unit Coordinators periodically on any updated
information you may have received.
Share status information with other sections as
appropriate.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
C-87
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit, prior to your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-88
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-89
OPERATIONS | FIRE JOB AID
YOUR
CLASSIFICATION: Division Chief ● Deputy Fire Marshal ● Designee by
Assignment
SECTION
OVERVIEW
SECTION IS PRIMARILY RESPONSIBLE FOR MANAGING THE
OPERATIONS OF VARIOUS RESPONSE ELEMENTS
INVOLVED IN THE DISASTER/EMERGENCY
ELEMENTS INCLUDE:
• Fire Operations: Fire/Rescue, Hazardous Materials,
Environmental Preservation
• Law Enforcement: Law Enforcement, Investigations,
Security
• Coroner & Communications
• Public Works & Engineering: Street, Facilities and
Vehicles
• Utilities
• R.A.C.E.S.: Communications, radio, HAM operators
POSITION
OVERVIEW
Responsible for coordinating personnel, equipment and
resources committed to fire, search and rescue, and hazardous
materials elements of incident.
REPORT TO OPERATIONS | CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS FORMS
• POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
• ICS-209 INCIDENT
STATUS SUMMARY
• FIRE DEPLOYED
RESOURCES
REPORT
• FIREFIGHTING STATUS • SEARCH & RESCUE
STATUS
• HAZMAT STATUS
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-90
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate fire, hazardous materials, and urban
search and rescue operations in the jurisdictional
area.
Assist Fire & Rescue Mutual Aid System
Coordinator in acquiring mutual aid resources.
Coordinate the mobilization and transportation of all
resources through the Logistics Section.
Complete and maintain the status reports for major
incidents requiring or potentially requiring
operational area, state and federal response, and
maintain status of unassigned fire & rescue
resources.
Coordinate with the Law Enforcement Unit on
jurisdiction Search & Rescue activities.
Implement the objectives of the EOC Action Plan
assigned to the Fire Unit.
Supervise the Fire Unit.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
C-91
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate the necessary units
within the Fire Unit:
Fire & Rescue
HazMat
If the mutual aid system is activated, coordinate use
of fire resources with the Operational Area &
Rescue Mutual Aid Coordinator.
(FORM | FIRE DEPLOYED RESOURCES)
Prepare and submit a preliminary status report and
major incident report as appropriate to the
Operations Section Chief.
(REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
Prepare objectives for the Fire Unit; provide them to
the Operations Section Chief prior to the first Action
Planning Meeting.
RESPONSE
Ensure that Unit position logs and other necessary
files are maintained.
Obtain and maintain current status on Fire &
Rescue missions being conducted in the
jurisdictional area.
Provide the Operations Section Chief and the
Planning/Intelligence Section with an overall
summary of Fire Unit operations periodically or as
requested during the operational period.
(FORM | ICS-209) OR
(REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
On a regular basis, complete and maintain the Fire
& Rescue Status Report.
Refer all contacts with the media to the Public
Information Officer.
Ensure that all fiscal and administrative
requirements are coordinated through the Finance
Section (notification of any emergency expenditures
and daily time sheets).
C-92
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Prepare objectives for the Fire Unit for the
subsequent operational period; provide them to the
Operations Section Chief prior to the end of the shift
and the next Action Planning Meeting.
Provide your relief with a briefing at shift change,
informing him/her of all ongoing activities, unit
objectives for the next operational period, and any
other pertinent information.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit, prior to your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-93
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-94
OPERATIONS | LAW ENFORCEMENT/CORONER JOB
AID
YOUR
CLASSIFICATION: Chief Officer or Designee ● Police Captain ●
Police Lieutenant
SECTION
OVERVIEW
SECTION IS PRIMARILY RESPONSIBLE FOR MANAGING THE
OPERATIONS OF VARIOUS RESPONSE ELEMENTS
INVOLVED IN THE DISASTER/EMERGENCY
ELEMENTS INCLUDE:
• Fire Operations: Fire/Rescue, Hazardous Materials,
Environmental Preservation
• Law Enforcement: Law Enforcement, Investigations,
Security
• Coroner & Communications
• Public Works & Engineering: Street, Facilities and
Vehicles
• Utilities
• R.A.C.E.S.: Communications, radio, HAM operators
POSITION
OVERVIEW
Responsible for coordinating personnel, equipment and
resources committed to law enforcement.
REPORT TO OPERATIONS | CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS FORMS
• POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
REPORT
• PUBLIC SAFETY
STATUS
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-95
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate movement and evacuation operations
during an emergency.
Alert and notify the public of the impending or
existing emergency.
Coordinate law enforcement, search and rescue,
and traffic control operations during an emergency.
Coordinate with the Logistics Section to determine if
a Point of Distribution (POD) should be utilized;
traffic control assistance may be necessary.
Coordinate site security at incidents.
Coordinate Law Enforcement Mutual Aid requests
from emergency response agencies through the
Law Enforcement Mutual Aid Coordinator at the
County Operational Area EOC.
Supervise the Law Enforcement/Coroner Section.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
C-96
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate the necessary units
within the Law Enforcement/Coroner Unit:
Law Enforcement Operations
Coroner/Fatalities Management
Search and Rescue
Contact the Operational Area EOC Law
Enforcement and Coroner’s Mutual Aid Coordinators
as required or requested.
Based on the initial EOC strategic objectives,
prepare objectives for the Law Enforcement Unit
and provide them to the Operations Section Chief
prior to the first Action Planning meeting.
RESPONSE
Ensure that Unit position logs and other necessary
files are maintained.
Maintain status on Law Enforcement missions being
conducted.
Provide the Operations Section Chief and the
Planning/Intelligence Section with an overall
summary of Law Enforcement Unit operations
periodically or as requested during the operational
period.
(REPORT | PUBLIC SAFETY STATUS)
On a regular basis, complete and maintain the Law
Enforcement Status Report.
Refer all contacts with the media to the Public
Information Officer.
Ensure that all fiscal and administrative
requirements are coordinated through the Finance
Section (notification of any emergency expenditures
and daily time sheets).
Prepare objectives for the Law
Enforcement/Coroner Unit for the subsequent
operational period; provide them to the Operations
Section Chief prior to the end of the shift and the
next Action Planning Meeting.
Provide your relief with a briefing at shift change,
informing him/her of all ongoing activities, unit
objectives for the next operational period, and any
other pertinent information.
C-97
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit, prior to your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-98
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-99
OPERATIONS | PUBLIC WORKS & ENGINEERING JOB
AID
YOUR
CLASSIFICATION: Public Works Director ● Asst. Public Works
Director/City Engineer ● Public Works Manager
SECTION
OVERVIEW
SECTION IS PRIMARILY RESPONSIBLE FOR MANAGING THE
OPERATIONS OF VARIOUS RESPONSE ELEMENTS
INVOLVED IN THE DISASTER/EMERGENCY
ELEMENTS INCLUDE:
• Fire Operations: Fire/Rescue, Hazardous Materials,
Environmental Preservation
• Law Enforcement: Law Enforcement, Investigations,
Security
• Coroner & Communications
• Public Works & Engineering: Street, Facilities and
Vehicles
• Utilities
• R.A.C.E.S.: Communications, radio, HAM operators
POSITION
OVERVIEW
Evaluates and assesses the safety and condition of roadways,
bridges, and other public work infrastructure. Supports
emergency response operations under the Operations Section
and provides guidance for initial size-up, rapid needs, and
preliminary disaster safety reports on the areas affected,
damaged, and destroyed during an emergency event.
REPORT TO OPERATIONS | CHIEF
REPORT TO ME GENERAL STAFF
• Utilities Unit
• MCE Contract Staff
• Public Works &
Engineering Unit
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORTS
FORMS
• POSITION JOB AID • ICS-214 ACTIVITY
LOG
• ICS-205A
COMMUNICATION LIST
• WINDSHIELD
SURVEY
• ICS-211 CHECK-IN LIST • INITIAL DAMAGE
ASSESSMENT
REPORTS
• PUBLIC WORKS &
ENGINEERING STATUS
• ENERGY STATUS
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
C-100
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide heavy equipment assistance to the Damage
Assessment Unit as necessary.
Assist other Operation Section Units by providing
construction equipment and operators as necessary.
Provide emergency construction and repair to
damaged roadways. Assist with the repair of the
utility systems as required.
Provide flood-fighting assistance, such as
sandbagging, rerouting waterways away from
populated areas, and river, creek, or streambed
debris clearance.
Survey all utility systems, and restore systems that
have been disrupted, including coordinating with
utility service providers in the restoration of
disrupted services.
Coordinate the set-up of the Field Communications
Center (FCCs) at specific location(s) depending on
the location of the disaster.
Survey all public and private facilities, assessing the
damage to such facilities, and coordinating the
repair of damage to public facilities.
Survey all other infrastructure systems, such as
streets and roads within the jurisdictional area.
Assist other Units and Sections as needed.
ACTIVATION
Check-in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC set-up (if not already fully set-up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
C-101
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
Contact and assist the Operational Area Public
Works Mutual Aid Coordinator with the coordination
of mutual aid resources as necessary.
Provide an initial report to the Operations Section
Chief.
(REPORT | PUBLIC WORKS & ENGINEERING
STATUS)
Based on the initial EOC strategic objectives,
prepare objectives for the Public Works &
Engineering Unit and provide them to the Section
Chief prior to the first Action Planning meeting.
RESPONSE
Establish and maintain a Unit position log and other
necessary files.
Maintain status on all engineering activities being
conducted in addition to all work being performed by
contract staff.
Ensure that appropriate staff are available to assist
other emergency responders with the operation of
heavy equipment, in coordination with the Logistics
Section.
Ensure that the engineering staff are available to
assist the Damage Assessment Unit in inspecting
damaged structures and facilities.
Assist the Damage Assessment Unit in the
Planning/Intelligence Section with damage and
safety assessments for both public and private
facilities.
(FORM | WINDSHIELD SURVEY)
Direct contract staff to provide flood lighting
assistance, clear debris from roadways and
waterways, assist with utility restoration, and build
temporary emergency structures as needed and
required.
Work closely with the Logistics Section to provide
support and material as required.
C-102
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Request mutual aid as required through the
Operational Area Public Works Mutual Aid
Coordinator.
Determine and document the status of
transportation routes into and within affected areas.
Coordinate debris removal as required.
Provide the Operations Section Chief and Logistics
Section Chief informed of the Public Works &
Engineering Unit status.
(REPORT | PUBLIC WORKS STATUS)
Ensure that all status reports are completed and
maintained:
(REPORT | PUBLIC WORKS & ENGINEERING
STATUS)
(REPORT | ENERGY STATUS)
(FORM | INITIAL DAMAGE ASSESSMENT)
Refer all contacts with the media to the Public
Information Officer.
Ensure that all fiscal and administrative
requirements are coordinated through the Finance
Section (notification of any expenditures and daily
time sheets).
• Prepare objectives for the Public Works &
Engineering Unit for the subsequent
operations period.
• Provided them to the Section Chief prior to
the end of the shift and the next Action
Planning meeting.
Provide your relief with a briefing at shift change,
informing him/her of all ongoing activities, unit
objectives over the next operational period, and any
other pertinent information.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
C-103
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit, prior to your departure.
• Turn over financial information to the
Finance Section Chief.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-104
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-105
OPERATIONS | UTILITIES JOB AID
YOUR
CLASSIFICATION: Public Works Manager ● Management Analyst II ●
Assistant Civil Engineer
SECTION
OVERVIEW
SECTION IS PRIMARILY RESPONSIBLE FOR MANAGING THE
OPERATIONS OF VARIOUS RESPONSE ELEMENTS
INVOLVED IN THE DISASTER/EMERGENCY
ELEMENTS INCLUDE:
• Fire Operations: Fire/Rescue, Hazardous Materials,
Environmental Preservation
• Law Enforcement: Law Enforcement, Investigations,
Security
• Coroner & Communications
• Public Works & Engineering: Street, Facilities and
Vehicles
• Utilities
• R.A.C.E.S.: Communications, radio, HAM operators
POSITION
OVERVIEW
Coordinates with public and private utilities, including electric,
gas, water, waste, and telephone to receive an assessment on
the systems; coordinate with utility companies to develop a
restoration plan.
REPORT TO OPERATIONS | CHIEF
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS FORMS
• POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
REPORT
• UTILITY STATUS
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (Public Works Manager & Management
Analyst only)
C-106
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Assess the status of utilities and provide Utility
Status Reports as required.
Coordinate restoration of damaged utilities directly
with utility companies.
Supervise the Utility Unit.
ACTIVATION
Check in at the EOC.
(FORM | ICS-211, FORM | ICS-205A)
Assist with the EOC set-up (if not already fully set-
up).
Check work station to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities.
(FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
Establish and maintain communications with the
utility providers.
Determine the extent of damage to the utility
systems.
Coordinate to ensure that agency representatives
from affected utilities are available to respond to the
EOC.
• Dublin San Ramon Services DI
• PG&E
• Amador Valley Industries (AVI)
C-107
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that all information on system outages is
consolidated and provided to the Situation Analysis
Unit in the Planning/Intelligence Section.
Ensure that support to utility providers is available
as necessary to facilitate restoration of damaged
systems.
Keep the Situation Analysis Unit in the
Planning/Intelligence Section informed of any
damages to sewer and sanitation systems, as well
as possible water contamination problems.
Keep the Public Works and Engineering Unit
informed of the restoration status.
Complete and maintain the Utilities Status Report.
(REPORT | UTILITY STATUS)
Refer all contacts with the media to the Public
Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Deactivate position when authorized by EOC
Director and follow Demobilization Unit (new)
directions/plan.
C-108
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit, prior to your departure.
Clean up your work area before you leave.
Provide a forwarding number where you can be
reached.
Be prepared to provide input to the after-action
report.
C-109
SHIFT/STAFF
CHANGE
FROM SHIFT # ______ TO #_____
OPERATIONS SECTION
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-110
PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
JOB AID
YOUR
CLASSIFICATION: Community Development Director ● Assistant
Community Development Director ● Principal
Planner
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR COMPILING, ASSEMBLING
AND REPORTING ALL SAFETY/DAMAGE ASSESMENT
INFORMATION
ELEMENTS INCLUDE:
• Collect, evaluate, analyze, display, and disseminate incident
information and status of all assigned and available resources
• Functions as the primary support for decision-making to the
overall emergency organization
• Provides anticipatory appraisals and develops plans necessary
to cope with changing events
POSITION
OVERVIEW
Responsible for managing the collection, documentation,
evaluation, forecasting, dissemination and use of information
about the development of the incident and status of resources
REPORT TO MANAGEMENT | EOC DIRECTOR
REPORT TO
ME
STAFF
• Resource
Status/Tracking Unit
• Technical Specialist/GIS
Specialist
• Situation Analysis Unit • Demobilization Unit (New)
• Damage Assessment
Unit
• Documentation Unit
PLANS &
REPORTS
EOC ACTION PLAN | OVERSEE DEVELOPMENT
OPERATION SECTION REPORTS | OVERSEES COMPILATION &
DISTRIBUTION
LOCAL GOVERNMENT AFTER ACTION REPORT | SUPPORTS
DEVELOPMENT
FORMS • POSITION JOB AID • ICS-211 CHECK-IN LIST
• ICS-201 INCIDENT
BRIEFING
• ICS-214 ACTIVITY LOG
• ICS-202 INCIDENT
OBJECTIVES
• ICS-215 OPERATIONAL
PLANNING
WORKSHEET
• ICS-205A
COMMUNICATION LIST
• ICS-215A SAFETY
ANALYSIS
• EOC ORGANIZATION
CHART
• ICS-230 DAILY
MEETING SCHEDULE
• ICS-209 INCIDENT
STATUS SUMMARY
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
C-111
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
• GETS CARD (CDD Director & Assistant Director only)
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Establish the appropriate level of staffing and
organization for the section (if not already
established).
Exercise overall responsibility for the coordination of
unit activities within the section.
Supervise the Planning/Intelligence Section.
Ensure that the following responsibilities of the Section
are addressed as required:
• Collect, analyze, and display situation
information
• Prepare periodic Situation Report
• Preparing and distributing the EOC Action Plan
and facilitating the Action Planning meeting
• Conducting Advance Planning activities and
report
• Providing technical support services to the
various EOC sections and branches, and
documenting and maintaining files on all EOC
activities
In coordination with the other Section Coordinators,
ensure that the Status Reports are completed and
utilized as basis for the Situation Analysis Reports,
and the EOC Action Plan.
Keep the EOC Director informed of significant issues
affecting the P&I Section.
ACTIVIATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities (FORM | ICS-214)
Ensure the Planning/Intelligence Section is set up
properly and that appropriate personnel, equipment,
and supplies are in place, including maps and status
boards (if not already completed).
C-112
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate positions/unit within
the unit as needed:
Resource Status/Tracking Unit
Situation Analysis Unit
Damage Assessment Unit
Documentation Unit
Technical Specialist/GIS Specialist
Demobilization Unit (New)
Request additional personal from the Logistics Unit for
the section as necessary to maintain 12-hour shifts.
Establish regular action planning meetings.
Meet with Operations Section Coordinator; obtain and
review any major incident reports.
(REPORT|OPS________STATUS
REPORT)
Review responsibilities of units in the section; develop
plans for carrying out all responsibilities.
• Make a list of key issues to be addressed by
Planning/Intelligence; in consultation with
section staff.
• Identify objectives to be accomplished during
the initial Operational Period.
(FORM | ICS-202)
Keep the EOC Director informed of significant events.
Adopt a proactive attitude, thinking ahead and
anticipating situations and problems before they occur.
RESPONSE
Ensure that Planning/Intelligence Section position logs
and other necessary files are maintained.
C-113
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Situation Analysis Unit is maintaining
current information for the situation analysis report.
Ensure that major incidents reports and status reports
are completed by the Operations Section and are
accessible by Planning/Intelligence.
Ensure that a situation analysis report is produced and
distributed to EOC Sections and the Operations Area
EOC at least once, prior to the end of the operations
period.
(FORM | ICS-209REPORT OR SITUATION
STATUS)
Ensure that all status boards and other displays are
kept current and that posted information is neat and
legible.
Ensure that the Public Information Branch has
immediate and unlimited access to all status reports
and displays.
Conduct periodic briefings with section staff and work
to reach consensus among staff on section objectives
for the forthcoming operational periods.
(FORM | ICS-201)
Facilitate EOC Director’s Action Planning meetings
approximately two hours before the end of each
operational period.
(FORM | ICS-230)
Ensure that objectives for each section are completed,
collected and posted in preparing for the next Action
Planning meeting.
Ensure that the EOC Action Plan is completed and
distributed prior to the start of the next operational
period.
(FORMS | ICS-201, ICS-202, ICS-205A, ICS-207,
ICS-208,
ICS-211, ICS-213, ICS-215, ICS-215A, ICS-230
PLAN OR EOC
ACTION PLAN)
Work closely with each unit within the
Planning/Intelligence Section to ensure that the
section objectives, as defined in the current EOC
Action Plan, are being addressed.
C-114
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Situation Analysis Unit develops and
distributes a report which highlights forecasted events
or conditions likely to occur beyond the forthcoming
operational period; particularly those situations which
may influence the overall strategic objectives of the
EOC.
Ensure that the Documentation Unit maintains files on
all EOC activities and provides reproduction and
archiving services for the EOC, as required.
Provide technical specialists to all EOC sections as
required.
Ensure that fiscal and administrative requirements are
coordinated through the Finance Section.
SHIFT CHANGE/TRANSFER OF DUTIES
Ensure that transportation requirements, in support of
response operations, are met.
Ensure that all requests for facilities and facility
support are addressed.
Ensure that all resources are tracked and accounted
for, as well as resources ordered through Mutual Aid.
(FORM | ICS-213 OR FORM | RESOURCE
REQUEST)
(FORM | RESOURCE TRACKING)
Provide section staff with information updates as
required.
Ensure that fiscal and administrative requirements are
coordinated through the Finance Section.
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
C-115
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
• Complete all required forms, reports, and other
documentation.
• Provide all completed documentation to the
Documentation Unit (New), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be
reached.
Be prepared to provide input and/or facilitate the after-
action report.
(REPORT | LOCATION GOVERNMENT AFTER
ACTION
REPORT)
C-116
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-117
PLANNING & INTELLIGENCE | DAMAGE ASSESSMENT
JOB AID
YOUR
CLASSIFICATION:
Chief Building Official ●
Plan Check Engineer
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR MANAGING THE
OPERATIONS OF VARIOUS RESPONSE ELEMENTS
INVOLVED IN THE DISASTER/EMERGENCY
ELEMENTS INCLUDE:
• Construction & Engineering: Building Safety, Building
Damage, and Safe Access
POSITION
OVERVIEW
Provides communication with the field level and/or coordinates
the Initial Damage Assessments (IDAs); coordinates with public
and private sector representatives to identify damages
REPORT TO PLANNING & INTELLIGENCE | SECTION CHIEF
REPORT TO YOU CONTRACT BUILDING INSPECTORS
PLANS EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOB AID • ICS-214 ACTIVITY
LOG
• ICS-205A
COMMUNICATION LIST
• INITIAL DAMAGE
ASSESSMENT
(ALCO FORM)
• ICS-211 CHECK-IN LIST • WINDSHIELD
SURVEY
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-118
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Collect initial damage/safety assessment information
from other branches/units within the Operations
Section.
If the emergency is storm, flood, or earthquake
related, ensure that inspection teams have been
dispatched to assess the condition of the dam.
Provide detailed damage/safety assessment
information to the Planning/Intelligence Section, with
associated loss damage estimates.
Maintain detailed records on damaged areas and
structure resources such as initiate requests for
Engineers, to inspect structures and/or facilities.
Supervise the Damage/Safety Assessment Unit.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check work station to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities
(FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
Obtain initial damage/safety assessment information
from Fire, Law Enforcement, Utilities, and/or other
sections as necessary.
Prepare detailed damage/safety assessment
information, including estimate of value of the losses,
and provide to the Planning/Intelligence Section.
(FORM | INTITIAL DAMAGE ESTIMATE)
(FORM | WIND SHIELD SURVEY)
C-119
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Clearly label each structure and/or facility inspected in
accordance with ATC-20 standards and guidelines.
Maintain a list of structures and facilities requiring
immediate inspection or engineering assessment.
Initiate all requests for engineers and building
inspectors through the Operational Area EOC.
Keep the Public Works/Engineering Operation Chief
informed of the inspection and engineering
assessment status.
Refer all contacts with the media to the Public
Information Officer.
SHIFT CHANGE/CHANGE OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, work station clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (NEW) directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit (NEW), prior to your
departure.
• Turn over financial information to Finance
Section Coordinator.
C-120
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.
Provide a forwarding phone number where you can
be reached.
Be prepared to provide input to the after-action report.
C-121
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-122
PLANNING & INTELLIGENCE | DOCUMENTATION UNIT
JOB AID
YOUR
CLASSIFICATION:
Administrative Aide ● Administrative Technician
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR COMPILING, ASSEMBLING
AND REPORTING ALL SAFETY/DAMAGE ASSESMENT
INFORMATION
ELEMENTS INCLUDE:
Collect, evaluate, analyze, display, and disseminate incident
information and status of all assigned and available resources
Functions as the primary support for decision-making to
the overall emergency organization
Provides anticipatory appraisals and develops plans
necessary to cope with changing events
POSITION
OVERVIEW
Responsible for maintaining complete documentation of the
emergency. This includes damage assessment reports, EOC
action reports, after action and corrective action reports.
REPORT TO PLANNING & INTELLIGENCE | SECTION CHIEF
PLANS EOC ACTION PLAN | SUPPORT DEVELOPMENT AND
DISTRIBUTION
OPERATION SECTION REPORTS | SUPPORTS COMPILATION
& DISTRIBUTION
FORMS • POSITION JOBAID • ICS-211 CHECK-IN
LIST
• ICS-201 INCIDENT
BRIEFING
• ICS-214 ACTIVITY
LOG
• ICS-202 INCIDENT
OBJECTIVES
• ICS-215
OPERATIONAL
PLANNING
WORKSHEET
• ICS-205A
COMMUNICATION LIST
• ICS-215A SAFETY
ANALYSIS
• ICS-207 ORGANIZATION
CHART
• ICS-230 DAILY
MEETING SCHEDULE
• ICS-209 INCIDENT
STATUS SUMMARY
• OES MISSION
REQUEST (ALCO
FORM)
• INITIAL DAMAGE
ESTIMATE (ALCO FORM)
• SEMS SITUATION
REPORT (ALCO
FORM)
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-123
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Collect, organize and file all completed emergency
related forms, to include: all EOC position logs,
situation analysis reports, EOC Action Plans and any
other related information, just prior to the end of each
operational period.
Provide document reproduction services to EOC staff.
Distribute the EOC situation analysis reports, EOC
Action Plan, and other documents, as required.
Maintain a permanent electronic archive of all
situation reports and Action Plans associated with the
emergency.
Assist the EOC Coordinator in the preparation and
distribution of the After Action Report.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check work station to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities
(FORM | ICS-214)
RESPONSE
Establish and maintain a position log and other
necessary files.
Meet with the Planning/Intelligence Section
Coordinator to determine what EOC materials should
be maintained as official records.
Meet with the Recovery Unit Leader to determine
what EOC materials and documents are necessary to
provide accurate records and documentation for
recovery purposes.
C-124
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Initiate and maintain a roster of all activated EOC
positions to ensure that position logs are accounted
for and submitted to this position at the end of each
shift.
(FORM | ICS-207, FORM | ICS-205A)
Reproduce and distribute the Situation Reports and
Action Plans. Ensure distribution is made to the
Operational Area EOC.
(FORM | ICS-209 REPORT OR | SITUATION
STATUS)
(REPORT | OPS STATUS REPORT)
(FORMS | ICS-201, ICS-202, ICS-205A, ICS-207,
ICS-208,
ICS-211, ICS-213, ICS-215, ICS-215A, ICS-230
PLAN OR
EOC ACTION PLAN)
Keep extra copies of reports and plans available for
special distribution as required.
Set up and maintain document reproduction services
for the EOC.
SHIFT CHANGE/CHANGE OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, work station clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (NEW) directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit (NEW), prior to your
departure.
C-125
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
• Turn over financial information to Finance
Section Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can
be reached.
Be prepared to provide input to the after-action report.
C-126
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-127
PLANNING & INTELLIGENCE | GIS SPECIALIST JOB AID
YOUR
CLASSIFICATION: Information Systems Manager/GIS Coordinator ●
Information Systems Tech II ● Network Systems
Coordinator
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR COMPILING, ASSEMBLING
AND REPORTING ALL INFORMATION
ELEMENTS INCLUDE:
Collect, evaluate, analyze, display, and disseminate incident
information and status of all assigned and available resources
Functions as the primary support for decision-making to
the overall emergency organization
Provides anticipatory appraisals and develops plans
necessary to cope with changing events
POSITION
OVERVIEW
Collect analyses and displays critical information obtained from
various sources such as field reports, other departments and
agencies, and EOC Sections.
REPORT TO PLANNING & INTELLIGENCE | SECTION CHIEF
PLANS EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOB AID • ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-128
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine and establish GIS production priorities.
Converts requests into GIS products quickly and
effectively.
Anticipate requirements and needs, and assemble or
prepare supporting referential data.
Locate and secure needed database information to
support production goal.
Operate specialized GIS production equipment.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities
(FORM | ICS-214)
RESPONSE
Develops a system to post to the significant events
log casualty information, health concerns, property
damage, fire status, size of risk area, scope of the
hazard to the public, number of evacuees, etc.
Develop sources of information and assist the
Planning & Intelligence Section Chief in collecting,
organization, and analyzing data from the other EOC
sections.
Provides for an authentication process in case of
conflicting status reports.
Meets with Planning & Intelligence Section Chief and
the EOC Director (Director of Emergency Services) to
determine needs for planning meetings and briefings.
Determine if there are any special information needs.
C-129
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Maps specific zones or areas that detail damage
surveys in conjunction with state and federal
agencies.
Prepares, sets up, and maintains EOC displays.
Keeps data current concerning: availability of
personnel, equipment, and supplies; Equipment or
personnel out of service.
Continually obtains information from Logistics, other
Planning/Intel functions, the EOC Manager,
Operations and the Finance/Admin Section.
Submits verbal and written reports to Planning &
Intelligence Section Chief as appropriate or as
directed.
Participates in Planning & Intelligence Section
meetings and participates in EOC Action Plan
development.
Provides information to be included in the Situation
Report (i.e. mapping).
Obtains data on all impacts to included:
• Utilities and infrastructure (i.e. roads, bridges,
electric lines, pipelines, buildings, etc.)
• Numbers of homes destroyed or damaged.
• Public facilities destroyed or damaged.
• Critical facilities damaged or destroyed and
locations (hospital, power stations, industry or
manufacturers, water facilities, etc.)
• Financial impacts and costs expended by the
County & coordinate with Cost Unit in Finance
Section.
• Ensures that necessary maps and data
pertinent to the operations are obtained.
• Maps areas that may have to be rezoned,
destroyed, reconstructed and/or modified as a
result of the disaster.
• Works with the Situation Analysis Unit to
create maps, displays, and reports.
SHIFT CHANGE/CHANGE OF DUTIES
Provide turnover briefing to position replacement.
C-130
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, work station clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (New) directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit (NEW), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can
be reached.
Be prepared to provide input to the after-action report.
C-131
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-132
PLANNING & INTELLIGENCE | RESOURCE STATUS
UNIT JOB AID
YOUR
CLASSIFICATION:
Principal Planner ● Associate Planner●
Parks & Facilities Development Coordinator
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR COMPILING, ASSEMBLING
AND REPORTING ALL SAFETY/DAMAGE ASSESMENT
INFORMATION
ELEMENTS INCLUDE:
Collect, evaluate, analyze, display, and disseminate incident
information and status of all assigned and available resources
Functions as the primary support for decision-making to
the overall emergency organization
Provides anticipatory appraisals and develops plans
necessary to cope with changing events
POSITION
OVERVIEW
Responsible for tracking and documenting all resources, both
used and available.
REPORT TO PLANNING & INTELLIGENCE | SECTION CHIEF
PLANS EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS • POSITION JOB AID • ICS-213
RESOURCE
REQUEST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
• EOC ORGANIZATION
CHART
• ICS-215
OPERATIONAL
PLANNING
WORKSHEET
• ICS-211 CHECK-IN LIST
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-133
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Responsible for tracking and documenting resources
including personnel, critical resources, transportation
and support equipment.
(FORM | RESOURCE TRACKING)
Responsible for coordinating closely with all units in
the Logistics Section, particularly Supply Unit,
Personnel/Volunteer Unit, and Transportation Unit.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities
(FORM | ICS-214)
RESPONSE
Attends meeting (led by the Operations Section Chief)
to complete the Operational Planning Worksheet
(FORM | ICS-215)
Complete resource request forms for personnel,
supplies, services, and equipment-as-determined
from the Operational Planning Worksheet developed
during the Operations Section meeting.
(FORM | ICS-213)
(FORM | ICS-215)
Verifies proper check-in and check-out of personnel in
the EOC.
(FORM | ICS-211)
Provides resources information to the Situation
Analysis Unit, Demobilization Unit (NEW), and
Logistics Section.
(FORM | ICS-209)
C-134
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Assists in completion of Organization Chart as posted
in the EOC.
(FORM | ICS-207)
SHIFT CHANGE/CHANGE OF DUTIES
Provide turnover briefing and resources status to
position replacement.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (NEW) directions/plan,
as required.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit, prior to your departure.
• Turn over financial information to
Finance/Administration Section Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can
be reached.
Be prepared to provide input to the after-action report.
C-135
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-136
PLANNING & INTELLIGENCE | SITUATION ANALYSIS
UNIT JOB AID
YOUR
CLASSIFICATION: Senior Planner ● Assistant Planner● Housing
Specialist
SECTION
OVERVIEW
SECTION IS RESPONSIBLE FOR COMPILING, ASSEMBLING
AND REPORTING ALL SAFETY/DAMAGE ASSESMENT
INFORMATION
ELEMENTS INCLUDE:
Collect, evaluate, analyze, display, and disseminate incident
information and status of all assigned and available resources
Functions as the primary support for decision-making to
the overall emergency organization
Provides anticipatory appraisals and develops plans
necessary to cope with changing events
POSITION
OVERVIEW
Responsible for the collection, evaluation, organization, analysis,
and display of incident status and situation information; and for
completing Department Status Reports
REPORT TO PLANNING & INTELLIGENCE | CHIEF COORDINATOR
PLANS EOC ACTION PLAN | SUPPORT DEVELOPMENT AND
DISTRIBUTION
OPERATION SECTION REPORTS | SUPPORTS COMPILATION
& DISTRIBUTION
FORMS • POSITION JOBAID • ICS-209 INCIDENT
STATUS
SUMMARY
• ICS-202 INCIDENT
OBJECTIVES
• ICS-211 CHECK-IN
LIST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
TECHNOLOGY • LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• RESOURCE BUCKET
• VEST
C-137
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the collection, organization, and analysis of
situation information related to the emergency.
Ensure the information collected from all sources is
validated prior to posting on status boards.
Ensure that situation analysis reports are developed
for dissemination to EOC staff as required.
Work with Section Chiefs and ensure that an EOC
Action Plan is developed for each operational period.
Ensure that all maps, status boards and other
displays contain current and accurate information.
ACTIVATION
Check in at the EOC
(FORM | ICS-211, FORM | ICS-205A)
Assist with EOC Set-up (if not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities in Activity Log.
(FORM | ICS-214)
• Ensure there are adequate staff available to
collect and analyze incoming information.
• Maintain the Situation Analysis Report and
facilitate the Action Planning process.
(FORM | ICS-209 REPORT OR |SITUATION
STATUS
(GUIDE | PLANNING “P” GUIDE)
Prepare Situation Analysis Unit objectives for the
initial Action Planning Meeting.
(FORM | ICS-202)
C-138
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
RESPONSE
Establish and maintain a position log and other
necessary files.
Oversee the collection and analysis of all emergency
related information.
• Oversee the preparation and distribution of the
Situation Report.
• Coordinate with Documentation Unit for
manual distribution and reproduction as
required.
(FORM | ICS-209 REPORT OR | SITUATION
STATUS)
Ensure that each EOC Section provides the Situation
Analysis Unit with Status Reports on a regular basis.
(REPORT | OP STATUS REPORT)
Meet with the Public Information Officer to determine
the best method for ensuring access to current
information.
Prepare a situation summary for the EOC Action
Planning meeting.
(FORM | ICS-209 REPORT OR | SITUATION
STATUS)
Ensure each section provides their objectives at least
30 minutes prior to each Action Planning meeting.
• In preparation for the Action Planning meeting,
ensure that all EOC objectives are posted on
chart paper.
• Ensure the meeting room is set up with
appropriate equipment and materials (easels,
markers, situation analysis reports, phone
video conference capability etc.)
Following the meeting, ensure that the
Documentation Unit publishes and distributes the
EOC Action Plan prior to the beginning of the next
operational period.
Ensure that adequate staff are assigned to maintain
all maps, status boards and other displays.
SHIFT CHANGE/CHANGE OF DUTIES
Provide turnover briefing to position replacement.
C-139
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Provide all completed documentation to the
Documentation Unit.
Follow EOC check out procedures, including signing
out, work station clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director
and follow Demobilization Unit (NEW) directions/plan.
• Complete all required forms, reports, and
other documentation.
• Provide all completed documentation to the
Documentation Unit (NEW), prior to your
departure.
• Turn over financial information to Finance
Section.
Clean up your work area before you leave.
Provide a forwarding phone number where you can
be reached.
Be prepared to provide input to the after-action report.
C-140
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________ Forwarding
Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-141
Field Communications Center (FCC) Coordinator Job
Aid
YOUR
CLASSIFICATION: Senior Public Works Inspector
SECTION
OVERVIEW
THE FIELD COMMUNICATIONS CENTER (FCC) IS THE
PHYSICAL LOCATION WHERE THE CITY’S MAIN
CONTRACTORS COME TOGETHER DURING AN EMERGENCY
TO COORDINATE RESPONSE AND RECOVERY ACTIONS AND
RESOURCES.
ROLE OF THE
FCC
• The FCC is not an incident command post; rather, it is the
operations center where coordination and management
decisions are facilitated.
• FCCs are facilities that may be used by a distinct discipline
or agency (such as Public Works). The FCC is the location
from which centralized management of that discipline’s or
agency’s emergency response is performed.
• FCCs coordinate with the EOC when active through the
Operations Section PW & Engineering Unit.
ACTIVATION
TRIGGERS
The decision to activate the City of Dublin’s FCC shall be based on
the intelligence related to an incident or anticipated event, requiring
coordination and support. Information leading to a decision for FCC
activation shall be made by the EOC Director in conjunction with the
Operations Section Chief.
If FCC activation is indicated, determination of the level of
activation:
1. Surveillance
2. Partial Activation
3. Full Activation
Call out & reporting procedures commence.
PRIMARY FCC
LOCATION
The City of Dublin Field Communications Center (FCC) shall be
the City Corporation Yard, located at:
5709 Scarlett Court, Dublin
Phone: (925) 452-2115 / Fax: (925) 829-6314 (do not dial 9 first)
REPORT TO MANAGEMENT | OPERATIONS SECTION CHIEF, EOC
DIRECTOR AND CONTRACT LIAISON
REPORT TO
ME
STAFF
• FCC Unit Leaders • Scribe (PW Sr. Office
Assistant)
FORMS &
REPORTS
FORMS
• DISASTER SERVICE
WORKER REGISTRATION
& OATH
• ICS-211 CHECK-IN
LIST
• POSITION JOB AID • ICS-213 INCIDENT
COMMAND
C-142
GENERAL
MESSAGE
• ICS-201 INCIDENT
BRIEFING FORM
• ICS-213RR
RESOURCE
REQUEST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
REPORTS
• CITY AND MCE
EQUIPMENT INVENTORY
• FCC CONTACT LIST
• BUILDING INSPECTOR
CONTACT LIST
• CELL PHONE &
RADIO
ASSIGNMENT LIST
TECHNOLOGY • PHONE (DESK OR CELL)
• CELL PHONES (10)
• COMPUTER/LAPTOP
• HAND RADIOS (15)
RESOURCES • RESOURCE BUCKET
• VEST
• GETS CARD
LEVELS OF ACTIVATION
1. SURVEILLANCE
The incident or event can be effectively managed at the field level. However, due to the
size, complexity, or potential need for further support, the EOC Director elects to continue
to monitor information sources regarding the incident or event.
2. PARTIAL ACTIVATION
Incident management complexity and the need for resources is increased. The EOC
Director determines the partial staffing of the FCC is warranted to provide adequate
support for field operations, City EOC operations, and resource requests.
3. FULL ACTIVATION
Incidents are of such magnitude that coordination of the response(s) at the scene or
another location is not possible, e.g. major earthquake; HAZMAT incident requiring large
evacuation and sheltering; major fire; commercial passenger aircraft, rail, or other mass
casualty incident; etc.
The EOC Director determines that full contract staffing of the FCC is necessary to provide
the essential support for field operations, City EOC operations, and resource requests.
C-143
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
ACTIVATION
Receive notification for FCC activation from EOC
Command or Operations Section Chief.
Assume role of FCC Coordinator.
Read this entire Job Aid and put on position
identification vest.
Check-in at the FCC and plan for 12-hour shift
changes.
(FORM | ICS-211, FORM | ICS-205A)
Plan for Disaster Service Worker registration and
Oath of Office for all contract employees to complete.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities
(FORM | ICS-214)
Provide FCC briefing to the Scribe and all contract
staff.
Initiate the Incident Briefing (FORM | ICS-201) and
include the following information as obtained from the
EOC Director or Operation Section Chief:
• Nature of the problem (incident type, victim
count, injury/illness type, etc.)
• Risks to personnel and need for protective
equipment
• Risks to the City facilities
• Estimated duration of the incident and updated
your Company (Contractor)
• Plan to modify regular City contractor
operations
C-144
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Following your initiation of the Incident Briefing (FORM
| ICS-201):
• Establish a City response contractor team
required to manage incident
• Overall community response actions being
taken
DUTIES
Maintain the City’s emergency operations plan.
Brief all City contract staff of the nature of the
problem, immediate critical issues and initial plan of
action. Designate time for next briefing.
Distribute the Section Personnel Time Sheet to City
contract staff and Scribe for completion.
(FORM | ICS-211)
• Distribute the Disaster Service Worker
Volunteer Registration & Oath of Office form to
all contract staff for completion.
(FORM | DSW REGISTRATION & OATH)
• The Oath of Office will be given by the City
Clerk or assigned personnel.
Receive status reports from the EOC and develop an
Action Plan for the FCC with appropriate response
and recovery levels.
During initial briefing/status reports, discover the
following:
• If applicable, receive initial facility damage
survey report from Logistics Section Chief and
evaluate the need for an evacuation.
• Identify the operational period and FCC shift
change.
Document all key activities, actions, and decisions on
a continual basis.
(FORM | ICS-214)
Document all communications (internal and external)
on an Incident Command Form.
(FORM | ICS-213)
RESPONSE
Authorize resources as needed or requested by the
Operations Section or Command Staff.
C-145
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Designate regular briefings with EOC Command
Staff/Section Chiefs to identity a plan for:
• Updates of current situation/response and
status
• Dispatching City contract staff
• Maintaining City contract personnel
accountability
• FCC operational support issues
• Staff and family support
Development, review, and/or revision of the Incident
Action Plan, or elements of the Incident Action Plan
Evaluate overall FCC operational status and ensure
critical issues from the EOC are addressed.
Ensure continued communications with EOC and
FCC Unit Leaders.
Ensure your physical readiness, through proper
nutrition, water intake, rest periods and relief, and
stress management techniques.
Observe all contract staff for signs of stress and
inappropriate behavior. Report concerns to the EOC
Coordinator/Safety Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Upon shift change, brief your replacement on the
status of all ongoing operations, critical issues, and
relevant incident information for the next operational
period.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Follow FCC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Ensure demobilization of the FCC and restocking of
supplies.
Ensure that after-action activities are coordinated and
completed.
Stress management activities and services for City
contract staff.
C-146
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________
Forwarding Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-147
RECORD OF CHANGE
This FCC Guide is subject to information updates and changes. The use of this Record of Change
helps manage FCC modifications throughout the life of this document. All attempts have been
made to ensure the accuracy of the information within this FCC as of the initial distribution date.
Any subsequent adjustments should be logged and coordinated with the Emergency Services
Coordinator (Human Resources) for the City of Dublin.
Change No. Description Change Date Approved By
C-148
Field Communications Center (FCC) Unit Leader Job
Aid
VARIOUS
CONTRACTORS: MCE Corporation (Maintenance) ● 4-Leaf, Inc.
(Building Inspectors)
SECTION
OVERVIEW
THE FIELD COMMUNICATIONS CENTER (FCC) IS THE
PHYSICAL LOCATION WHERE THE CITY’S MAIN
CONTRACTORS COME TOGETHER DURING AN EMERGENCY
TO COORDINATE RESPONSE AND RECOVERY ACTIONS AND
RESOURCES.
ROLE OF THE
FCC
• The FCC is not an incident command post; rather, it is the
operations center where coordination and management
decisions are facilitated.
• FCCs are facilities that may be used by a distinct discipline
or agency (such as Public Works). The FCC is the location
from which centralized management of that discipline’s or
agency’s emergency response is performed.
• FCCs coordinate with the EOC when active through the
Operations Section PW & Engineering Unit.
ACTIVATION
TRIGGERS
The decision to activate the City of Dublin’s FCC shall be based on
the intelligence related to an incident or anticipated event, requiring
coordination and support. Information leading to a decision for FCC
activation shall be made by the EOC Director in conjunction with the
Operations Section Chief.
If FCC activation is indicated, determination of the level of
activation:
4. Surveillance
5. Partial Activation
6. Full Activation
Call out & reporting procedures commence.
PRIMARY FCC
LOCATION
The City of Dublin Field Communications Center (FCC) shall be
the City Corporation Yard, located at:
5709 Scarlett Court, Dublin
Phone: (925) 452-2115 / Fax: (925) 829-6314 (do not dial 9 first)
REPORT TO MANAGEMENT | FCC Coordinator
REPORT TO
ME
STAFF
• MCE Staff • 4-Leaf Staff
FORMS &
REPORTS
FORMS
• DISASTER SERVICE
WORKER REGISTRATION
& OATH
• ICS-211 CHECK-IN
LIST
• POSITION JOB AID • ICS-213 INCIDENT
COMMAND
GENERAL
MESSAGE
C-149
• ICS-201 INCIDENT
BRIEFING FORM
• ICS-213RR
RESOURCE
REQUEST
• ICS-205A
COMMUNICATION LIST
• ICS-214 ACTIVITY
LOG
REPORTS
• CITY AND MCE
EQUIPMENT INVENTORY
• FCC CONTACT LIST
• BUILDING INSPECTOR
CONTACT LIST
• CELL PHONE &
RADIO
ASSIGNMENT LIST
TECHNOLOGY • PHONE (DESK OR CELL)
• CELL PHONES (10)
• COMPUTER/LAPTOP
• HAND RADIOS (15)
RESOURCES • RESOURCE BUCKET
• VEST
• GETS CARD
LEVELS OF ACTIVATION
4. SURVEILLANCE
The incident or event can be effectively managed at the field level. However, due to the
size, complexity, or potential need for further support, the EOC Director elects to continue
to monitor information sources regarding the incident or event.
5. PARTIAL ACTIVATION
Incident management complexity and the need for resources is increased. The EOC
Director determines the partial staffing of the FCC is warranted to provide adequate
support for field operations, City EOC operations, and resource requests.
6. FULL ACTIVATION
Incidents are of such magnitude that coordination of the response(s) at the scene or
another location is not possible, e.g. major earthquake; HAZMAT incident requiring large
evacuation and sheltering; major fire; commercial passenger aircraft, rail, or other mass
casualty incident; etc.
The EOC Director determines that full contract staffing of the FCC is necessary to provide
the essential support for field operations, City EOC operations, and resource requests.
C-150
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
ACTIVATION
Receive notification of FCC activation from the FCC
Coordinator.
Follow your Company’s (Contractor) Emergency
Action Plan (EAP) mobilization plan.
Assume role of FCC Unit Leader.
Notify your usual contractor/supervisor, or designee,
of the incident and FCC activation. As necessary,
plan for 12-hour shift changes.
Read this entire Job Aid and put on position
identification vest.
Check-in at the FCC
(FORM | ICS-211, FORM | ICS-205A)
Plan for Disaster Service Worker registration and
Oath of Office for all contract employees to complete.
Receive situation, section and position briefing from
available and appropriate personnel.
Ensure readiness to maintain concise records of
position activities
(FORM | ICS-214)
Provide FCC briefing to your contract staff.
Initiate the Incident Briefing (FORM | ICS-201) and
include the following information as obtained from the
FCC Coordinator:
• Nature of the problem (incident type, victim
count, injury/illness type, etc.)
• Risks to personnel and need for protective
equipment
• Risks to the City facilities
• Estimated duration of the incident and updated
your Company (Contractor)
• Plan to modify regular City contractor operations
C-151
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Following your initiation of the Incident Briefing
(FORM | ICS-201):
• Assist in establishing a City response
contractor team required to manage incident
• Overall community response actions being
taken
DUTIES
Maintain the City’s emergency operations plan.
Brief your City contract staff on the nature of the
problem, immediate critical issues and initial plan of
action. Designate time for next briefing.
Distribute the Section Personnel Time Sheet to City
contract staff and have them submit to the Scribe.
(FORM | ICS-211)
• Distribute the Disaster Service Worker
Volunteer Registration & Oath of Office form to
all contract staff for completion.
(FORM | DSW REGISTRATION & OATH)
• The Oath of Office will be given by the City
Clerk or assigned personnel.
Receive status reports from the FCC Coordinator and
assist in developing an Action Plan for the FCC with
appropriate response and recovery levels.
Document all key activities, actions, and decisions on
a continual basis.
(FORM | ICS-214)
Document all communications (internal and external)
on an Incident Command Form.
(FORM | ICS-213)
RESPONSE
Authorize resources as needed or requested by the
FCC Coordinator.
C-152
TYPE TIME STATUS
C=Complete
I=In-Progress
P=Pending
Designate regular briefings with FCC Coordinator to
identity a plan for:
• Updates of current situation/response and
status
• Dispatching City contract staff
• Maintaining City contract personnel
accountability
• FCC operational support issues
• Staff and family support
Assist the FCC Coordinator with the development,
review, and/or revision of the Incident Action Plan, or
elements of the Incident Action Plan.
Ensure continued communications with the FCC
Coordinator.
Ensure your physical readiness, through proper
nutrition, water intake, rest periods and relief, and
stress management techniques.
Observe all contract staff for signs of stress and
inappropriate behavior. Report concerns to the EOC
Coordinator/Safety Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Upon shift change, brief your replacement on the
status of all ongoing operations, critical issues, and
relevant incident information for the next operational
period.
Provide details regarding ongoing activities and
planned activities to be accomplished during the
upcoming operational period.
(FORM | USE CURRENT POSITION JOB AID)
(FORM | USE CURRENT ICS-214)
Follow FCC check out procedures, including signing
out, workstation clean-up and forwarding phone
number where you can be reached.
(FORM | ICS-211, FORM | ICS-215A)
DEMOBILIZATION
Ensure demobilization of the FCC and restocking of
supplies.
Ensure that after-action activities are coordinated and
completed.
Stress management activities and services for
contract staff.
C-153
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name: __________________________________
Forwarding Phone #
_____________
Date: ________________________ Time:
___________________
am/pm
C-154
RECORD OF CHANGE
This FCC Guide is subject to information updates and changes. The use of this Record of Change
helps manage FCC modifications throughout the life of this document. All attempts have been
made to ensure the accuracy of the information within this FCC as of the initial distribution date.
Any subsequent adjustments should be logged and coordinated with the Emergency Services
Coordinator (Assistant to the City Manager) for the City of Dublin.
Change No. Description Change Date Approved By
D-1
EOC Staffing Roster Matrix
Emergency Responsibility First Shift Second Shift Alternate Officials
Command Section
EOC Director City Manager (L. Smith) Assistant City Manager (C. Tribby) Public Works Director (Russell)
Public Information Officer Communications Manager
(Jackman)
Communications Analyst
(Eisenhart)
Management Analyst II (Iarla)
EOC Coordinator Asst. to the City Manager
(Stefanski)
CIP Manager (Boitnott) HR Director (Carter)
Legal Officer City Attorney (Bakker) Deputy City Attorney
(By Assignment)
Deputy City Attorney
(By Assignment)
Scribe City Clerk (Moore) Deputy City Clerk (Diaz) Management Analyst I (Dhadwal)
Operations Section Chief As assigned by type of incident As assigned by type of incident As assigned by type of incident
Fire Unit Division Chief (Terra) Deputy Fire Marshal or Designee
(Jones)
(By Assignment)
Law Enforcement Unit Police Chief (Holmes) Police Captain (Schmidt) Police Lieutenant (Farruggia)
Coroner & Communications Police Lieutenant (Farruggia) Police Sergeant (By Assignment) Police Chief (Holmes)
PW & Engineering Unit Public Works Director (Russell) City Engineer (Sucgang) Public Works Superintendent
(McDonald)
Utilities Public Works Superintendent
(McDonald)
Sr. Civil Engineer (VACANT) Associate Civil Engineer (Ching)
R.A.C.E.S. Amateur Radio Volunteer
(Ed Diemer)
Amateur Radio Volunteer
(Dave Fannin)
Amateur Radio Volunteer
(John Street)
Planning & Intelligence
Section Chief
Community Development
Director (Baker)
Asst Community Development
Director (Wheeler)
Principal Planner
(Million)
Resource Status Unit Principal Planner (Million) Associate Planner (R. Smith) Parks & Facilities Dev Coord (Alex)
Situation Analysis Unit Principal Planner (Cass) Assistant Planner (Wong) Sr. Planner /Housing (Bergdoll)
Damage Assessment Chief Building Official
(Shreeve)
Plan Check Engineer (Pureco) Plans Examiner (Kwon)
Documentation Unit Administrative Aide (Solis) Administrative Aide (Ramirez) Administrative Tech. (A. Nelson)
Technical Specialist (GIS) IS Mgr./GIS Coordinator
(Eisler)
Network Systems Coord. (Windsor) Information Systems Tech II (Ash)
Demobilization Unit Management Analyst II
(N. Nelson)
Administrative Aide PWD (Borjon) Administrative Tech. DPS (Hanna)
Logistics Section Chief P&CS Director (Butler) Assistant Director P&CS (Amaya) Heritage & Cultural Arts Mgr.
(Chilkotowsky)
Supply Unit Recreation Manager (A.
Mendez)
Recreation Coordinator (S. Mein) Management Analyst II (Franklin)
Personnel/Volunteers Unit HR Manager (A. Smith) Administrative Technician (Blanco) Senior Office Assistant (Clevenger)
Transportation Unit Transp. & Operations Mgr.
(Bhatia)
Assoc. Civil Engineer (Midididdi) Assistant Civil Engineer (VACANT)
Care and Shelter Unit Rec. Coord/Heritage (Phillips) Management Analyst I (J.Mendez) Recreation Supervisor (VACANT)
Information Systems Unit IS Mgr./GIS Coordination
(Eisler)
Network Systems Coord. (Windsor) Information Systems Tech II (Ash)
D-2
Finance Section Chief Admin. Services Director
(Hisatomi)
Assistant Admin. Services Director
(Baksa)
Financial Analyst (Rhodes)
Cost Unit Accountant (Moya) Senior Accountant (Tjeng) Sr. Finance Tech (Briggs)
Time Unit Accountant (Moya) Senior Accountant (Tjeng) Finance Tech (Yip)
Compensation & Claims
Unit Accountant (Moya) Senior Accountant (Tjeng) Finance Tech (Yip)
Recovery Unit Admin. Services Director
(Hisatomi)
Assistant Admin. Services Director
(Baksa)
Financial Analyst (Rhodes)
Denotes Hourly Employee
REVISED 10/8/2020
D-3
Site Programs—Staffing Matrix
Location First Shift Second Shift
Shelter Locations
Shannon Community Center—11600 Shannon Avenue
Manager Rec Coordinator (H. Sui)
Supervisor Rec Coordinator (VACANT)
Worker 1/Worker 2 Shannon Ctr Rec Technician (N. Wanzenried)
Senior Center—7600 Amador Valley Blvd.
Manager Sr. Ctr Rec Coordinator (L. Elliott)
Supervisor Rec Coordinator (L. Marriott)
Worker 1/Worker 2 Heritage Rec Coordinator (T. Phillips)
Dublin Library—200 Civic Plaza
(Planned to be Staff & Family Shelter as needed)
Manager Environmental & Sustainability Mngr. (S. Young)
Supervisor Environmental Technician (VACANT)
Worker 1/Worker 2
The Wave—4201 Central Parkway
Manager WAVE-Aquatic Supervisor (Mein)
Supervisor WAVE-Rec. Coord. (Weber)
Worker 1
Worker 2/3
WAVE-Rec. Coord (Torres)
WAVE-Sr. OAs (Hancher)
Emergency Volunteer Center (EVC)
Location determined on availability
Manager CMO Executive Aide (C. Fabrigas) CDD Permit Tech (K. Wolfenberger)
Worker 1/Worker 2 PCS OAII (R. Stone) CMO OAII (D. Muther)
Worker 1/Worker 2 PCS Rec Tech (A. Koch) Sr Ctr Rec Tech (C. Centeno)
Worker 1/Worker 2 TBD TBD
D-4
Field Communications Center (FCC)
Corporation Yard
5709 Scarlett Court
FCC Coordinator Senior PW Inspector (E. Statzell)
Scribe PW Permit Tech (D. Kloss)
Co-Lead MCE - Marc Sisto Supervising Building Inspector
Workers MCE Staff/Building Inspectors MCE Staff/Building Inspectors
Debris Management Environmental Services Division
(S. Young) (VACANT)
Point of Distributions (PODs)
Dublin Sports Grounds
Phase 1 - (Type II)
6700 Dublin Boulevard
Manager Senior Code Enforcement Officer (D. Baxley)
Worker 1/Worker 2 MCE Staff
Emerald Glen Park
Phase II - (Type II)
4201 Central Parkway
Animal Shelter
Fallon Sports Grounds
4605 Lockhart Street
Dublin San Ramon Services District (DSRSD)
EOC Alternates
EOC Director, Operations Section Chief, Utilities Dan McIntyre
Logistics, GIS Aaron Johnston
Logistic, Information Services, Planning/Technical Specialist Bob Treppa
Public Information Sue Stephenson
Logistics (Personnel), Finance Section Carol Atwood
City of Dublin Emergency Operations Plan
E-1
Action Planning and Situation Reporting
City of Dublin Emergency Operations Plan
F-1
Recovery Operations Framework
F-2
Introduction
Purpose & Objectives
Purpose
This annex identifies the roles, responsibilities, and tasks associated with the nine functions typically
performed in all disaster recovery operations. It also provides checklists, ordinances and other aids for
recovery teams.
Objectives
The objectives of this plan are:
• To increase awareness among government in the City of Dublin of the issues involved in disaster
recovery.
• To provide explanations of roles and responsibilities.
• To provide guidelines for disaster recovery operations.
Planning Goals
Emphasizes Local Responsibilities
The disaster that affects a community may or may not result in a Presidential disaster declaration. Therefore,
this annex emphasizes local responsibilities for recovery, which exist with or without outside assistance.
Identifies Key Responsibilities & Tasks
It's assumed that individuals on the local disaster recovery team know how to perform their everyday jobs;
therefore, this plan identifies key responsibilities and tasks to be performed in the post disaster setting that
may differ from these everyday tasks.
Connectivity with Other Phases (Preparedness, Response, Mitigation)
Although this plan deals with recovery, it is an extension of the City of Dublin Emergency Operations Plan.
Recovery Overview
Recovery Plan Definition
Recovery is a complex and long-term process that involves a range of activities and many participants.
Recovery begins shortly after the disaster event occurs and can continue for many years. It involves short-
term restoration of essential community functions as well as long-term rebuilding. It incorporates mitigation
of hazards as the restoration and rebuilding take place.
The substance of this Recovery Annex has mainly to do with how to get financial, organizational, and
human resources focused on both short-term and long-term needs, based on locally defined priorities.
Recovery actions involve:
• Analyze post-disaster conditions and opportunities for restoring the community to pre-disaster
condition or better.
• Identify needs and priorities in repairing and restoring essential facilities for short-term functioning
of the community.
• Initiate hazard abatement (short-term) and mitigation (long-term).
• Initiate housing recovery (temporary and long-term).
• Identify the methodology for local business recovery and temporary business resumption.
F-3
• Provide support for essential economic facility recovery (e.g., ports, highways, and railways).
• Maximize available State and Federal assistance.
Process of Recovery
The process of recovery has to do with the way the community organizes itself to make decisions, set
priorities, and work with affected subgroups of the populations and important stakeholders. The recovery
process involves:
• Strategies to plan for recovery of hard-hit individual areas while allowing "normal" functions to
continue in unaffected areas.
• Strategies for community participation and investment of stakeholders.
• How to reorganize the bureaucracy and policy-adoption process for recovery.
Roles and Responsibilities
Local government has the primary responsibility for protection of life and property. Often, a disaster may
not require State or Federal assistance. State or Federal assistance may be provided when a disaster's effects
go beyond what State and local resources can handle.
Plan for unmet needs, regardless of State or Federal assistance provided.
Recovery Issues
Aside from the procedural issues involved in recovery, fundamental changes do occur in the way local
governments operate as they go through the recovery process. These changes are:
• Increased public information to address the needs of citizens and coordinate information with other
government and private interests.
• Changing Federal rules and response criteria.
• Implement goals, priorities & plans established before the disaster occurs.
• Need for increased coordination & cooperation within local government and between local, County,
State, and Federal Governments in order to solve problems and share resources.
• Need for stress management at all levels of government.
• Implementation of hazard mitigation measures.
• Organize continuity of local government in order to provide adequate staffing and resources,
expedite decision-making, and streamline procedures for recovery.
F-4
Functional Positions of Responsibility
Community Leadership
Provide a vision of recovery for the City of Dublin and provide staff encouragement and support to ensure
that the City of Dublin recovers as quickly and completely as possible.
Administration
Cite laws affecting recovery and examine critical areas and ordinances for legal issues.
Emergency Management
Coordinate disaster recovery activities among the other members of local government.
Health & Safety
Identify threats to public health and safety and provide remedies for them.
Public Works
Manage, operate, and maintain the recovery of community infrastructure.
Building Inspection
Determine whether the repair or reconstruction of damaged structures will be permitted and under what
conditions.
Planning & Community Development
Develop recommendations for the social, economic, and environmental framework of the community.
Public Information
Provide information to citizens, businesses, and organizations concerning disaster recovery operations and
progress.
Unmet Needs Management
Establish a system for providing recovery needs not addressed by traditional Federal, State, and private
disaster assistance programs.
F-5
Functional Checklists
How Checklists Are Used
How well a community organizes and focuses on priorities determines recovery success. In the Recovery
Annex, tasking for agencies, departments, and organizations within the City of Dublin is specified in
checklists headed with each of the nine Functional Positions of Responsibility listed above. Each checklist is
divided into 4 sections: GOAL, PLAN, TACTIC, and RESPONSIBILITY.
The GOAL is the general focus all responsible entities strive to achieve. The PLAN breaks the GOAL
down into milestones that the responsible entities attain collectively. TACTICS are the specific tasks
required to be completed in order for the PLAN to be executed. The TACTICS have been assigned as
tasking guidelines to agencies, departments, and organizations within City of Dublin. The
RESPONSIBILITY for carrying out the TACTIC falls on key elements within each agency, department, or
organization that have been identified through prior internal processes and organizational discussions.
The Functional Checklists are designed with a built-in flexibility, which allows them to be used for nearly
any extraordinary event that culminates into a disaster. Each event may require that further definition or
clarification be applied to any or all of the checklist sections, depending on recovery needs and availability of
resources.
The overall maintenance of the Functional Checklists is coordinated by the Disaster Preparedness
Coordinator, which relies upon input and feedback from each of the agencies, departments, and
organizations charged with the responsibility for carrying out the tactics. Periodic meetings should be
scheduled with this goal as a priority in the agenda in order to ensure that the Recovery Annex is kept
current and up-to-date. An excellent opportunity for scheduling these meetings occurs shortly after an event
or exercise has required the use of the Recovery Plan. Input and feedback gathered in "lessons learned"
sessions are extremely useful tools for adjusting the Plan.
Disaster Recovery Annex Validation Checklists
Once the Recovery Annex is implemented, a validation mechanism must be available for use when
conducting periodic reviews of portions of or the entire Annex. The following Validation Checklist is
designed to be just that mechanism. Scheduled periodic audits of the Annex using this checklist, as a guide
shall be conducted by the Disaster Preparedness Manager to validate its applicability.
F-6
Identify and define
recovery activities.
Short-term Recovery
Long-term Recovery
Describe the
organizational
structure for
recovery
operations.
Incident Command System
Incident Management
System
Other Disaster recovery
coordination and other
functions
List recovery
activities assigned
to each unit or
section of the
organizational structure
Liaison with State
and Federal government for.
Individual Assistance
Public Assistance Hazard Mitigation
Liaison with Voluntary
Agencies
Liaison with Private
Sector
Assess usable
business locations,
establishments
Identify
government/private
assistance to aid impacted
businesses
Determine new types
of construction to use in
repairing and rebuilding
damaged firms
Identify building and
construction issues
Compliance with
revised building codes
Compliance with
construction standards to
comply with future disaster
assistance criteria from
Federal/State agencies.
Seek sources of
financial assistance
Assist return of existing
businesses
Attract new businesses
Analyze major employers'
likelihood of return, when, and at what
capacity
Tourist/visitor facilities
Hospitals and Medical
Centers
Banking/financial
institutions
Agricultural,
ornamental nursery
products
Commercial, retail
establishments
Other major employers
Plan for economic base and job
generation activities
Appoint Economic
Recovery Coordinator
Determine need for
emergency loan program
Implement emergency
loan program
Form or activate local
economic development
authority
Participate in rebuilding efforts
If necessary, seek
consultant and other
specialists to assist in
pursuing Federal and
other assistance sources
to small businesses
Include Public Information and
Outreach
Liaison with
community
organizations
Chambers of Commerce
Homeowners
associations
Business organizations Civic organizations
New groups/councils
Establish information hotline
Debris removal information
Contractor fraud
Insurance problems
Housing needs FEMA issues
Permits and
inspections
Abandoned homes Elevation requirements
Business assistance
Conduct community
forums and workshops
Recovery forums
Hazard preparedness
workshops
Town hall meetings Housing opportunity/re-
housing workshops
Prepare/distribute
newsletter or news articles
Special events
Take -a-break events
Children oriented
activities
Anniversary celebration Ground breaking
ceremonies
Media relations
Speaking engagements
County commission/city council
meetings
Congressional
hearings
Workshops
Conferences
Special needs populations
Social service agencies Outreach to elderly and
people with disabilities
Ethnic populations and
language barriers
Address Safety and Security Concerns
Curfew Re-entry
Hazardous materials
Arson control
Traffic control Occupational Safety
and Health regulations
Include debris management issues
Removal
Storage Reduction
Disposal
Assess Public Health Needs
Water quality and supply
Waste water disposal
Animal control
Vector control Immunization
Testing
F-7
Identify issues and
priorities for
restoration of
essential services
Electricity Gas
Water
Sewer
Identify potential
transportation
issues
Roadways
Bridges
Ferries
Roadway lighting Traffic signals
Traffic signs
Waterway
management
Contain procedures for
conducting damage
assessment
Preliminary damage assessment
Disaster survey reports
Address building
inspection
Assess capability to handle increased
workload
Increase staff levels
Establish "fast track"
permitting/process
Open satellite zoning
service offices
Examine/revise
building codes and
standards to meet
established requirements
regarding resistance to
damage
Enforce codes and
standards for new
residential and business
units to be constructed
Establish/implement
program on non-
conforming
Establish
policy/program on
abandoned and
unsafe structures
Clean, secure, demolition program
Code enforcement
sweeps
Identify and evaluate alternative types of
construction
License and monitor
building contractors
conducting both repair
work and new construction
Implement
established
building permit
process
Initial building moratorium
Damaged structure
moratoria
Emergency permitting system
Permitting temporary
structures
Determine how construction fraud
will be handled
Construction fraud task
force
Determine if/how volunteers may be used to
augment contractors in
rebuilding residents
having no insurance
coverage or are
underinsured
Determine mitigation
measures to take or
to comply with
Federal, State, or
local law during reconstruction
Revised building code
Build-back policy Mobile home
construction standards
Include recovery planning
Establish
redevelopment priorities
Examine/revise existing plans or
initiate
redevelopment
plans for badly
damaged areas of the community
Neighborhood
redevelopment plans
Regional
redevelopment plans
Tourist attraction
recovery plan
Recovery databases &
environmental
Geographic information
systems
Mapping Identify environmental
issues and requirements
Identify air quality
issues
F-8
Functional Checklists
1. Community Leadership
2. Administration
3. Emergency Management
4. Health & Safety
5. Public Works
6. Building Inspection
7. Planning & Community Development
8. Public Information
9. Unmet Needs Management
F-9
Functional Checklist 1
Community Leadership
Addenda
Addendum 1 – City Disaster Declaration by Director
Addendum 2 – City Disaster Declaration by City Council
Addendum 3 – City Disaster Termination
F-10
PROCLAMATION OF EXISTENCE OF A LOCAL EMERGENCY
BY DIRECTOR OF EMERGENCY SERVICES
WHEREAS, Ordinance No. 02-85 (Section 6.A.(1)) of the City of Dublin, adopted on January
14, 1985, empowers the Director of Emergency Services to proclaim the existence or threatened
existence of a LOCAL EMERGENCY when said City is affected or likely to be affected by a public
calamity and the city council is not in session; and
WHEREAS, the Director of Emergency Services of the City of Dublin does hereby find:
That conditions of extreme peril to the safety of persons and property have arisen with said City
caused by
and
(FIRE, FLOOD, STORM, RIOT, EPIDEMIC, EARTHQUAKE, OR OTHER CAUSE)
That the aforesaid conditions of extreme peril warrant and necessitate the proclamation the
existence of a LOCAL EMERGENCY; and
That the City Council of the City of Dublin is not in session and cannot immediately be called
into session;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a LOCAL EMERGENCY now
exists throughout said City.
DIRECTOR OF EMERGENCY SERVICES
DATE
F-11
PROCLAMATION OF EXISTENCE OF A LOCAL EMERGENCY
BY CITY COUNCIL
WHEREAS, Ordinance No. 02-85 (Section 6.A.(1)) of the City of Dublin, adopted on January
14, 1985, empowers the City Council to proclaim the existence or threatened existence of a LOCAL
EMERGENCY when said City is affected or likely to be affected by a public calamity; and
WHEREAS, said City Council does hereby find: That conditions of extreme peril to the safety
of persons and property have arisen with said City caused by
and
(FIRE, FLOOD, STORM, RIOT, EPIDEMIC, EARTHQUAKE, OR OTHER CAUSE)
That the aforesaid conditions of extreme peril warrant and necessitate the proclamation the
existence of a LOCAL EMERGENCY; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said
emergency, the powers, functions and duties of the Director of Emergency Services and the Emergency
Organization of this City shall be those prescribed by state law and the ordinances, resolutions, and
approved plan of the City of Dublin in order to mitigate the effects of said emergency; and
IT IS FURTHER PROCLAIMED AND ORDERED that said LOCAL EMERGENCY shall be
deemed to continue to exist until its termination is proclaimed by the City Council of the City of Dublin,
State of California.
PASSED AND ADOPTED this day of , 20 , by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
MAYOR
ATTEST:
CITY CLERK
F-12
PROCLAMATION OF EXISTENCE OF TERMINATION OF LOCAL EMERGENCY
WHEREAS, a period of LOCAL EMERGENCY presently exists in the City of Dublin
in accordance with the proclamation thereof by the City Council on the day of
20 ,
or
(Director of Emergency Services and its confirmation by the City Council on the
day of , 20 ,) as a result of conditions of extreme peril to the
safety of persons and property caused by
and;
(FIRE, FLOOD, STORM, RIOT, EPIDEMIC, EARTHQUAKE, OR OTHER CAUSE)
WHEREAS, the situation resulting from said conditions of extreme peril is now deemed not to
be beyond the control of the normal protective services, personnel, equipment and facilities of and within
said City of Dublin;
NOW THEREFORE, the City Council of the City of Dublin, State of California, does hereby
proclaim the termination of said period of LOCAL EMERGENCY.
PASSED AND ADOPTED this day of , 20 , by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
MAYOR
ATTEST:
CITY CLERK
F-13
Functional Checklist 2
Administration
Addenda
Addendum 1 - Table of Applicable Federal Regulations
Addendum 2 - Project Cost Checklist
Addendum 3 - Ordinances & Notices Checklist
Addendum 4 - Documentation Package Checklist
Addendum 5 - Allowable Cost Table
Addendum 6 - Daily Activity Report
Addendum 7 - Force Account Documentation
Addendum 8 - Summary of Documentation
Addendum 9 - Materials Record
Addendum 10 - Labor Record
F-14
Applicable Federal Regulations for Disasters
Administration
of Grants Cost Principles Audits
State & Local
Governments
44 CFR 13 &
OMB Circular A-102 OMB Circular A-87 OMB Circular A-128;
44 CFR 14
Public & Private
Institutions of
Higher Education
OMB Circular A-110 OMB Circular A-21 OMB Circular A-133
Hospitals Affiliated
with Institutions of
Higher Education
OMB Circular A-110 44 CFR 74 OMB Circular A-133
Quasi-Public &
Private Nonprofits OMB Circular A-110 OMB Circular A-122 OMB Circular A-133
Public & Private
Hospitals OMB Circular A-110 45 CFR 74 (intentionally left blank)
F-15
PROJECT COST
Accounting & Documentation Checklist
ACCOUNTING FOR PROJECT COSTS
Separate disaster-related activities from normal
activities.
Do not co-mingle disasters
Designate a person to coordinate accumulation
of records.
Capture specific accounting by DSR and site.
Capture Force Account labor hours, rates, work
locations, and description of work performed.
Capture Force Account equipment hours, rates,
and locations.
Capture rented equipment cost and location. Capture Force Account material used from
storage, its costs, location, and project.
Capture equipment damaged or destroyed by
inventory number, location, and costs to repair
or replace.
Capture vendor services or materials acquired
under purchase orders or contracts.
Capture contracted construction services and
costs by site.
Capture technical consultant service costs and
specific purposes of work performed.
Capture insurance settlements and other credits
(salvage, rebates, etc.) reported by project.
Document and describe nonproductive labor
costs (sick leave, vacation, etc.).
Document and describe fringe benefit rates.
F-16
DOCUMENTING PROJECT COSTS
Prepare detailed discussion of the damage and
what was done or needs to be done at the site.
Take photographs of the site before work
begins, during, and after completed.
List damaged and destroyed equipment. Prepare Force Account labor summaries
backed up by detail labor runs and time sheets.
Keep equipment usage records. Log vendor purchase orders, invoices, and
payments. Keep copies.
Prepare materials usage records. Record contracts, invoices, and payments by
contractors.
Prepare explanation of how contract was
executed and the procurement method used.
Prepare explanation if price was not
competitively determined.
Document authorizations to perform work by
department head, legislative authority, or
executive authority.
File correspondence with grantee and/or FEMA.
File copies of police, fire, and medical dispatch
logs.
Document insurance information, settlements,
and appeals information.
File final inspection reports.
F-17
Ordinan ces and Notices Checklist
Curfew Ordinance (specifying times, areas, special
circumstances, and penalties for violations)
Relocation & Acquisition Notice (for those residents
displaced by damage or destruction)
Public Nuisance Emergency Orders (vehicle removal,
property access, etc.)
Pay and Compensation for Working During
Emergencies or Disasters Notice
Price Gouging Ordinance (for merchants taking advantage
of emergencies by increasing prices for essential goods)
Emergency Rules for Operation of Local
Governments (could be a compilation of some of the above
ordinances and notices)
F-18
CURFEW ORDINANCE
Sample
CURFEW ORDER
State of Emergency
In Accordance with (Ordinance #)
A STATE OF EMERGENCY is Hereby Declared in (list areas), the (governing body) exercises its
authority under the above Ordinance to impose a Curfew.
WHEREAS, a disaster event has caused damage and destruction in (area) on (date); and
WHEREAS the (governing body) has determined that special security measures must be employed
to protect vulnerable property and to prevent hindrance of disaster workers;
NOW, THEREFORE, BE IT ORDERED THAT a Curfew is established in (areas) to commence
at (time) each day and shall remain in effect until (time) the next day; and
BE IT FURTHER ORDERED THAT during the times when areas are legally accessible, citizens
must remain on their own property as long as they are in the areas affected by the curfew; and
BE IT FURTHER ORDERED THAT this Ordinance shall remain in effect until terminated by
(governing body); and
BE IT FURTHER ORDERED THAT any person violating any prohibition or restriction imposed
by a proclamation authorized by this Ordinance shall be guilty of a misdemeanor.
Dated:_________________________________
Signatures:_____________________________
(Executive Positions)
F-19
NOTICE OF RELOCATION ELIGIBILITY
Sample Language
This is a NOTICE OF RELOCATION ELIGIBILITY/AMOUNT for the Voluntary Acquisition
Program for Residents, a voluntary project for flood-damaged structures.
Owner-Occupants are eligible for relocation assistance if they accept the offer proposed by
(governing body) and the (governing body) approves acceptance of the offer. As part of this
program, owner-occupants will be entitled to relocation benefits and other assistance in accordance
with guidelines adopted for this project. Owner-occupants will be eligible for a Replacement
Housing Payment of up to ($ amount) and Fixed Moving Expense Payment of ($ amount). The
maximum Replacement Housing Payment is based on a replacement unit costing at least ($
amount). If the replacement dwelling and eligible closing costs are less than ($ amount), the
Replacement Housing Payment will be reduced to the difference of what the (governing body) paid
for the owner-occupant's flood-damaged home and what the owner-occupant paid for the
replacement home, including certain costs.
If a loan payment fee is needed up front, a portion of the Replacement Housing Payment may be
advanced for that purpose.
Should the owner-occupant elect to rent rather than purchase, they may be eligible for a rental
assistance payment of ($ amount). This payment will be made in several installments or in a lump
sum, and the replacement unit must be decent, safe, and sanitary prior to the (governing body)
releasing all relocation monies.
The owner-occupant will receive a document during their initial interview outlining things to
remember during relocation. This document is important in that it explains some of the items that
must be done in order to qualify for relocation assistance.
For questions, contact (name/phone number).
F-20
PUBLIC NUISANCE REMOVAL ORDER
Sample
WHEREAS, (disaster) has caused or contributed to the destruction of a number of homes on (date), and
also destroyed or damaged a number of vehicles as well; and
WHEREAS, a number of other vehicles that were not destroyed still remain in areas were disaster workers
require unhindered access; and
WHEREAS, the (governing body) has declared that a state of emergency exists by passage of Ordinance
Number (#), adopted (date), which confers upon the (executive position) emergency powers to
appropriately respond to the emergency; and
WHEREAS, the vehicles that remain in the areas where disaster workers require unhindered access present a
danger to public health and safety, that some of the vehicles are blocking public or private rights of way, and
that some of the vehicles are in danger of sliding down hillsides and/or impeding the cleanup operations;
and
WHEREAS, the (executive position) has determined that the removal of these vehicles will aid in he clean-
up operation; and
WHEREAS, the (locale) has encouraged owners of the vehicles to remove the vehicles on their own by
providing notice to the owners through the media and other mechanisms, and insurance companies are
being allowed access to the areas to remove these vehicles;
NOW, THEREFORE, BE IT ORDERED THAT, all vehicles remaining in areas requiring unhindered
access by disaster workers as of (future date) are hereby declared to be public nuisances; and
BE IT FURTHER ORDERED THAT the (police department) may cause the removal of any vehicle that is
not removed from the areas requiring unhindered access by disaster workers as of (future date), and that the
costs of removing any vehicle shall be the personal obligation of the owner and/or owner's insured and
where applicable a lien shall be placed against the property; and
BE IT FURTHER ORDERED THAT this order will not apply to vehicles that are lawfully parked in
driveways of occupied homes within the areas requiring unhindered access by disaster workers; and
F-21
BE IT FURTHER ORDERED THAT the (locale clerk) shall publish this order as soon as possible for a
period of not less than 3 days in local newspapers and shall post the order at various locations, including the
Community Assistance Center and City Clerk's Office.
Dated:________________________________
Signature:_____________________________
(Executive Position)
F-22
PAY FOR WORK DURING EMERGENCIES OR DISASTERS
Sample
POLICY:
The following pay procedures apply when any natural, technological, or human-caused emergency
or disaster required a State or Local Emergency Declaration by either the Emergency Management
Council or in accordance with the provisions of City of Dublin Ordinance Number (#). This
policy does not cover employees in the executive or administrative pay plans.
PROCEDURES:
Key Employees
1. City personnel in either the exempt or non-exempt pay plans who are designated as key
employees by their department head and are assigned to work during emergencies will be
compensated for time worked. Paid time begins when the employee receives the call to report
to work. Key employees will receive full pay for the workday or workweek. Overtime rules
apply according to the Fair Labor Standards Act.
2. It is the department's responsibility to verify any emergency hours worked and approve all
payments.
3. Emergency pay is to be calculated based on the employee's straight time hourly rate; if more
that 40 hours are worked during the normal work week (159 hours during the 21 day work
cycle for EMS personnel assigned to 24-hour shifts) time and one half the regular straight time
rate will be paid for all such hours worked. For EMS employees, overtime shall be defined as
all hours worked in excess of 159 in a 21-day cycle. The total dollar amount to be paid is to be
recorded as instructed by Payroll.
Non-Key Employees
1. When City operations are closed down before the start of a scheduled workday, employees will
receive full pay for the workday.
F-23
2. When City operations are closed down during a scheduled workday, employees who report to
work and are subsequently released by the City Administrator will receive full pay for the
workday.
3. Employees already on official leave will not receive any additional paid time off and will be paid
according to their original leave request.
F-24
PAY FOR WORK DURING EMERGENCIES OR DISASTERS
Sample
Key-Worker Positions and Rates
POSITION TITLE PAY RATE
Emergency Operations Center Worker
Debris Clearance Worker
Debris Site Attendant
Shelter Supply Technician
Heavy Equipment Operator
Disaster Dispatcher
Damage Assessment
Shelter Attendant
Shelter Security
Traffic Control Worker
Clerks & Administrators
For audit purposes, Clerks and Administrators and must certify the overtime was disaster-related,
the employee's duties were changed, and the hours worked are supported/verified by regular
payroll sheets.
F-25
ORDINANCE PROHIBITING PRICE GOUGING
Sample
CITY OF DUBLIN EMERGENCY ORDINANCE
PROHIBITION OF PRICE GOUGING
WHEREAS, a state of emergency was declared in the City of Dublin, California on (date); and
WHEREAS, certain merchants are now taking advantage of the emergency by increasing prices for
essential goods - called "Price Gouging".
NOW, THEREFORE, The City of Dublin City Council hereby prohibits any merchant selling any
goods or providing any services within the areas affected by the emergency from raising prices
above the pre-disaster (pre-<date>) levies. Sales of goods or services at a price above pre-disaster
levels shall only be permissible if merchants can document, in writing, the purchase of these goods
at increased cost.
Violation of the provisions of this Ordinance known as "Prohibition of Price Gouging" is
punishable by a fine of not more than $500.00 per incident and 30 days in jail. Each sale shall
constitute a separate offense.
Effective immediately,
Dated:___________________________________
Signature(s)______________________________
(Executive Positions)
F-26
EMERGENCY RULES OFOPERATION
Sam ple
These EMERGENCY RULES OF OPERATION are in effect for the City of
____________ until further notice.
1. Homeowners, business owners, and long-term renters are allowed in the City from 7 am until 7
pm each day.
2. Proper identification will be required at the checkpoint on Highway (#) before any person will
be allowed entry into the City.
3. If the owner is employing a contractor, the owner must accompany the contractor/workers to
the registration point at the City Hall. If the owner is an absentee property owner or cannot
accompany the contractor/workers, the property owner must provide written authorization
that the contractor and his workers are permitted on the owner's property to repair damages
caused by the disaster event. The fax number for the City Hall is (#).
4. After leaving the checkpoint, all contractors must register immediately at the City Hall. Any
further information will be ascertained through the Building Inspection section of the
Department of Community Development.
5. Vehicles travelling (road names) are restricted to no more that 5 Tons gross vehicle weight and
are not to exceed a speed of 20 miles per hour.
6. Due to the emergency ordinance, no consumption of alcoholic beverages will be allowed unless
in the individual's home or in a business properly licensed to sell alcoholic beverages. The
emergency ordinance is in effect and strictly enforced to prevent looting.
7. As electrical power has become available within the City, residents and business owners must
sign up at City Hall in order to have their electrical services inspected by inspectors from the
Department of Community Development.
8. All contractors with written permission from property owners and insurance adjusters MUST
REPORT DIRECTLY TO CITY HALL.
9. All relatives of property owners and properly identified employees of local businesses MUST
HAVE A PROPERTY OR BUSINESS OWNER WITH THEM or APPROVED HAVE
WRITTEN AUTHORIZATION FOR ACCESS.
F-27
Dated: __________________________________
Signature:_______________________________
(Executive Position)
F-28
DISASTER DOCUMENTATION PACKAGE
Checklist
This checklist is designed to help keep track of response plan, damage, and financial details during
the entire recovery phase. Documentation must begin as soon as the disaster occurs.
Do not wait for the Damage Survey Report (DSR) to be written and approved before
starting the documentation process.
Documentation package includes:
Dates and times
Incident beginning
When each responder was notified and on scene
Of all news releases and Emergency Alert System messages
Of each injury, loss of life, and loss of property
Of mitigation actions and recommendations
Of personnel-hours expended and disaster-related expenses
Time and description of each response action
Date, time, and response action for each request for assistance.
Audio and video tapes and pictures of disasters
Dates, times and transcripts for all news briefings
Damage data and subsequent spreadsheets
Damage survey efforts
Personnel rosters
Situation reports
Event logs
Photographs
Invoices
Daily activity reports
Materials from stock
Rental and lease agreements
Contract documents
Insurance information
Approved Damage Survey Reports (DSRs)
F-29
ALLOWABLE COST TABLE
The table below lists categories and examples of allowable and unallowable costs under FEMA's
disaster assistance programs. This is not an all-inclusive list, however. Refer to OMB Circular A-
87 for more information.
Cost Category Examples Notes/Restrictions
Advertising Radio, television, & newspaper
ads
Direct mail campaigns
When incurred for:
Recruitment of personnel
Procurement of goods & services
Advertising costs are not allowable if
incurred solely to promote the
governmental unit.
Public Relations Activities directed toward:
Maintaining the image of the
governmental unit
Promoting understanding and
favorable relations with the public
When:
Incurred to communicate with the public &
press pertaining to the specific program
Necessary to conduct general liaison with
the news media & governmental public
affairs officers to keep public informed
Public relations costs are not allowable if
incurred solely to promote the
governmental unit.
Alcoholic Beverages Not allowable
Audit Services Case or project reviews
Project inspections
Provided that the audits:
Comply with the provisions of the Single
Audit Act (OMB Circular A-128); or
Have otherwise been required and/or
approved by FEMA
Bad Debts Uncollectible funds Losses arising from uncollectible amounts
and other claims, and related costs, are not
allowable.
Bonding Costs Costs associated with attaining
surety bonds for employees and
officials
Provided that bonding is in accordance with
sound business practices.
Budgeting Development
Preparation
Presentation
Execution
Allowable
Communications Telephone
Mail & messenger service
Allowable
F-30
Compensation for
Personnel
Wages & salaries
Fringe benefits
Provided that compensation is reasonable
for the services provided.
Donated Services Volunteered time by:
Technical personnel
Consultants
Skilled and unskilled labor
The value of donated services is not
allowable either as a direct or indirect cost.
The value of donated services may be sued
to meet cost-sharing or matching
requirements.
Legal Expenses Professional and/or support staff
time.
Filing fees
Legal expenses required for program
administration are allowable.
Legal expenses for prosecution of claims
against the Federal Government are not
allowable.
Disbursing Services Costs associated with the
accounts payable functions
Allowable
F-31
ALLOWABLE COST TABLE
Cost Category Examples Notes/Restrictions
Equipment and Other
Capital Expenditures
The net invoice price of
equipment, including
modifications, attachments, or
accessories.
Ancillary charges, including taxes
and freight.
For nonexpendable items of equipment
having:
A useful life of more than 1 year.
An acquisition cost of $5000 or more.
Items of equipment with an acquisition cost
of less than $5000 are considered supplies.
General Government
Expenses
Salaries and expenses of the
Office of the Governor and/or
State legislatures, tribal councils.
or other governmental bodies.
Costs associated with
governmental services normally
provided to the general public
(e.g. fire and police).
Normally not allowable
Maintenance,
Operation, & Repairs
Utilities
Insurance
Security
Janitorial services
Equipment repairs
Allowable if they:
Keep property in efficient operating
condition
Do not add to the permanent value of
property
Are not included in rental charges for space
Materials & Supplies Stationery
General office supplies
Equipment with an acquisition
cost of less than $5000
Allowable after deducting:
Cash and/or trade discounts
Rebates
Other allowances
Motor Pools Vehicle:
Maintenance
Inspection
Repair services
Allowable if charged to the program at a
mileage or fixed rate.
Training Employee training and
development
Allowable to the extent that the training is
required for program operation.
Travel Transportation
Lodging
Subsistence
Provided that:
Employees are traveling on official
business
The costs do not exceed the amount
normally allowed by the agency in its
regular operations.
F-32
DAILY ACTIVITY REPORT
Purpose
The Daily Activity Report summarizes the labor, materials, and equipment used each day at a
specific work site. An advantage to using the Daily Activity Report is that copies of this form can
be distributed to the foreman and supervisors ahead of time, and can be filled out each day at the
job site.
Guidelines
If force account work is performed at more than one site on any given day, there should be
separate Daily Activity Reports filled out for each site and a copy put in each respective DSR file.
Reimbursement is made based on actual documentation by DSR.
Complete this form on a daily basis for each disaster response/recovery project site. Disaster
activities that are not site-specific (e.g., placing barricades at low water crossings, debris removal,
etc.) should be treated and documented as a single project.
Instructions for Completing the Daily Activity Report
Project Information Section (Top of Form):
1. Work Location: The name of your jurisdiction, county/city agency, etc.
2. DSR No.: Insert the Disaster Survey Report number taken from the FEMA or State DSR when
it becomes available. In the meantime, leave this line blank. Do not wait for the DSR to be
written to start the documentation process.
3. Work Description: Describe the project (e.g., gravel road wash-out repair, culvert repair,
concrete bridge repair).
4. Work Site: Give the local work site number and location (street address or map coordinates).
F-33
Personnel Information Section (First Boxed Table):
1. List the names of each employee who worked at the project for that day, and describe the type
of work they were involved in (e.g., truck driver, grader operator, laborer). Job title entries
should be specific, referencing the pieces of equipment operated to the entries on the
equipment portion of the form.
2. Fill in the number of regular and overtime hours each employee worked on the project for the
day.
F-34
DAILY ACTIVITY REPORT
3. Fill in the regular and overtime rates of pay for each employee.
4. Use the extension column to show the total regular hand overtime pay for each employee for
the day.
5. In the far right column, fill in the total paid for labor for the day.
Materials Section (Second Boxed Table):
1. All materials used on the project should be reflected in the materials portions of the form with
appropriate data, on the day they were charged to the project.
2. Materials may be purchased as needed. If materials are taken from existing supplies or
inventories, be sure to note they entered inventory, their cost, and, and the date of delivery to
the disaster site.
Equipment Section (Third Boxed Table):
1. Description: Give complete equipment description including the manufacturer, model, cubic
yard capacity, and horsepower rating.
2. Hours or Miles: Show only the hours the equipment was actually used on the project. FEAM
and the State do not pay for idle equipment time. For pickups and automobiles, show miles
rather than hours, but show only the miles driven directly in support of the project.
Allowable costs on force account equipment for which FEMA and the State will cost-share may be
taken from FEMA's equipment rate scheduled. This equipment rate schedule, which is computed
specifically for the State, is provided by FEMA soon after a disaster has been declared. If the
applicant has lower rates, the applicant rates (lower amounts) shall be used. Until the FEMA/State
allowable rates, are provided (normally at the Applicant Briefing), the FEMA code and the
equipment cost should be left blank.
F-35
DAILY ACTIVITY REPORT
Work Location: DSR No.
Date:
Name of
Employee Job Title
Hours Works Hourly Rate Total
Wages
Reg
Total
Wages
O.T. Reg O.T. Reg O.T.
Material Qty. Unit
Unit
Price Total Inv. No.
Type of Equipment
(Identify Size & ID#)
(Check One) Hours Used / Miles
Driven Rate Total Leased Appl.
Own.
Certified By: Title:
F-36
FORCE ACCOUNT & CONTRACT WORK
Documentation
Work can be accomplished by contract or by force account, or sometimes by a combination of the two.
Force Account Work
Definition:
Force account work is work accomplished by the county's own people, using county equipment or
equipment leased by the county, and using materials the county has taken from stock or has
purchased. Force account work should be documented on the Daily Activity Report or on forms
similar to those attached.
Documentation includes:
Copies of DSRs. Copy of Daily Activity Reports for each day that
labor, equipment, or material was expended
Appropriate extracts for payrolls Schedule of equipment used
Invoices, warrants, and checks issued and paid for materials and supplies used
Contract Work
Definition:
Contract work is work completed by contractors hired to repair or assist in repairing damages
caused by the disaster.
Documentation includes:
Copy of DSRs Copies of request for bids
Bid documents Copies of all correspondence requesting
changes
Copies of correspondence with State and
Federal agencies regarding the project
Authorization to proceed with contract
Invoices Warrants authorizing check issuance
Copies of checks issued for payment Copies of final inspection or acceptance reports
F-37
FORCE ACCOUNT EQUIPMENT SUMMARY RECORD
F-38
RENTED EQUIPMENT SUMMARY RECORD
F-39
SUMMARY OF DOCUMENTATION
Supporting Disas ter Recovery Claims
F-40
MATERIALS RECORD
F-41
LABOR RECORD
F-42
Functional Checklist 3
Emergency Management
Addenda
Addendum 1 - Recovery Task Force Checklist
Addendum 2 - Dos & Don'ts of Damage Assessment
Addendum 3 - Disaster Assistance Table
Addendum 4 - Donations Management Diagram
Addendum 5 - DSR Process Table
Addendum 6 - Public Assistance Application Checklist
Addendum 7 - Categories of Work
Addendum 8 - Public Assistance Damage Survey Checklist
F-43
RECOVERY TASKFORCE
Checklist
Planning. The Recovery Task Force meets on a continuing, and regularly scheduled basis to
discuss its specific roles and responsibilities. The discussions include, but are not limited to,
preparing a redevelopment plan for the City, developing procedures to carry out the City's build-
back policy, developing policies for redeveloping land areas that have sustained repeated
damages, developing priorities for relocating and acquiring damaged property, establishing special
committees and subcommittees with the task force to deal with specific issues during the recovery
process, establishing criteria to determine reconstruction and rebuilding priorities, developing
procedures that promote the mitigation of future disaster damage through activities carried out
during recovery and reconstruction, and recommending changes to the City Comprehensive
Emergency Management Plan.
Activation & Duration. For post-disaster responsibilities, the recovery task force shall be
activated and mobilized upon the request by the Emergency Management Council that the
Governor declare City a disaster area. In the event of a disaster, the recovery task force shall be
activated and mobilized for a minimum period of 60 days following the request to the Governor
from the Emergency Management Council to declare City a disaster area. The activation of the
task force may be repealed or extended upon resolution by the Emergency Management Council.
Responsibilities. The recovery task force shall be responsible for advising the Emergency
Management Council on a wide range of post-disaster recovery, reconstruction, and mitigation
issues. The recovery task force shall receive and review damage reports and other analyses of
post-disaster circumstances and compare them with mitigation opportunities identified prior to the
disaster and discern appropriate areas for post-disaster change and innovation.
The recovery task force may recommend any changes in the Comprehensive Plan, development
standards, zoning regulations, setback, density, open space, buffering and elevation requirements,
building codes, or any other ordinances which seems necessary or advisable to prevent a
recurrence of damages.
The recovery task force may also undertake a similar process for non-mitigation local objectives
and opportunities. The task force may recommend for the Emergency Management Council
consideration, the following opportunities:
• Enhancement of local recreational and open space opportunities.
• Enhancement of public access to estuaries, rivers, and beaches.
• Enhancement and restoration of local natural ecosystems.
F-44
• Reduction of traffic congestion, noise, and other transportation-related problems.
• Enhancement of the long-term economic vitality of the local commercial and industrial base.
Composition.
The recovery task force will be composed of the individuals or designees that reflect a broad based
representation of community interests and shall be appointed annually by the Emergency
Management Council. The recovery task force shall consist of, but not be limited to:
F-45
Recovery Task Force Checklist.
Initiate recommendations for the enactment,
repeal, or extension of emergency ordinances
and resolutions for consideration.
Review the nature of damages, identify, and
evaluate alternate program objectives for
repairs and reconstruction, and formulate
recommendations to guide community recovery.
Formulate special committees and sub-
committees as the situation warrants.
Recommend and implement an economic
recovery program focusing on rapid recovery of
essential businesses.
Recommend rezoning changes in areas of
damage when deemed appropriate.
Set a calendar of milestones for recovery tasks.
Recommend the repeal or extension of
moratoriums.
Recommend land areas and land-use types that
will receive priority in recovery.
Recommend blanket reductions in non-vital
zoning regulations and development standards
to minimize the need for individual variances or
compliance determinations prior to
reconstruction.
Recovery Task Force Checklist
(continued)
Recommend procedures to document actual
uses, densities, and intensities and compliance
with regulations in effect at the time of
construction, through such means as
photographs, diagrams, plans, affidavits,
permits, appraisals, tax records, etc.
Evaluate hazards and the effectiveness of
mitigation policies and recommend the
amendment of policies.
Recommend land areas for the redevelopment
of land-uses that sustained repeated damages.
Initiate recommendations for relocation and
acquisition of property.
Initiate a property owner notification program,
basically to inform non-resident property owners
of damages incurred to their property; and post-
disaster conditions and requirements imposed
by the City.
Participate in Federal and State hazard
mitigation planning.
Initiate hazard mitigation projects or
recommended programs for consideration of
State and Federal funding.
Participate in the preparation of a
redevelopment plan in conjunction with other
Federal, State, and local emergency officials
Review emergency actions and recommend
amendments to City's Comprehensive
Emergency Management Plan and Hazard
Mitigation Plan.
F-46
Disaster Recovery Coordinator Checklist.
Determine the types of assistance available to
the City and the types of assistance most
needed.
Assist in the local coordination of Federal and
State disaster recovery efforts.
Provide local assistance to facilitate Federal
and State disaster assistance programs.
Act as facilitator in securing Federal or State
disaster assistance.
Inform the community of types of disaster
assistance available.
Perform other duties as directed by the
Recovery Task Force or the Emergency
Management Council.
Economic Recovery Coordinator Checklist.
Determine the potential or actual impacts to the
local economy and determine short-term and
long-term strategies for consideration.
Assist in the local coordination of Federal and
State economic recovery efforts.
Act as facilitator in disseminating accurate
information to and from the business
community.
Inform the business community of the type of
disaster assistance available.
Perform other duties as directed by the
Recovery Task Force or the Emergency
Management Council.
Hazard Mitigation Coordinator Checklist.
Determine the types of hazard mitigation
assistance or funding available to City and the
types of assistance most needed.
Assist in the local coordination of Federal and
State hazard mitigation efforts.
Provide local assistance to facilitate Federal
and State hazard mitigation assistance
programs.
Act as facilitator in securing Federal and State
hazard mitigation funding for local hazard
mitigation projects.
Perform other duties as directed by the
Recovery Task Force or the Emergency
Management Council.
F-47
Dos and Don’ts of Damage Assessment
The following is a list of things damage assessment teams and officials should and should
not do during the damage assessment process:
DO
Prepare Maps Detailing Areas of Damage -- Separate maps showing private and public
sector damages should be prepared. This will assist federal and state assessment teams in
locating damages. It also provides local officials with the entire picture of how much, and
where, damage has occurred.
Maintain Detailed Records -- of labor, equipment, and supply costs from the outset of the
disaster. This will ensure that if federal assistance is provided, all eligible costs will be
considered.
Provide Budget Information -- Accurate and complete budget information is critical to
making a competent decision when assessing the ability of a community to deal with and
recover from a disaster. Both annual and maintenance budgets for the fiscal year should be
provided.
Review Insurance Coverage -- Insurance coverage is always considered when determining
the amount of assistance needed. If the facility is not covered, the amount of assistance will
be reduced by the amount of coverage which could have been provided.
DON'T
Inflate Costs & Figures -- Inflating costs and figures to make damages appear greater than
they are is the most detrimental action that can be taken. Such an action does not guarantee
disaster assistance. It cannot be emphasized enough that only actual damage and reasonable
costs be reported.
Include "Deferred Maintenance" Items -- It must be emphasized that only disaster-
related damages be reported. Chronic problems or those resulting from a lack of
maintenance will not be included in any assistance received.
Forget to Assess Public Damages -- The victim of a disaster is always the first
consideration. But damages to roads, and public buildings and facilities may also have
occurred. It's critical to receiving Public Assistance declaration to have these assessments
along with the damages to private residences and businesses.
F-48
DISASTER ASSISTANCE TABLE
For Individuals and Businesses
Program/Agency Assistance Eligibility Specific Criteria
Emergency Assistance
Coordinated by the American Red
Cross and Voluntary Agencies
Active in Disasters
Emergency Food, clothing,
shelter, and medical assistance.
Available to individuals and
families with disaster-related
emergency needs.
The American Red Cross makes
referrals to church groups and
other voluntary agencies.
Disaster Housing Assistance
Administered and funded by
FEMA
Grants for temporary housing or
for emergency repairs needed to
make a residence livable until
more permanent repairs can be
made.
Available to homeowners and
renters whose permanent homes
are uninhabitable because of the
disaster.
Homeowners
Renters
Housing assistance grants
supplement any insurance
coverage an individual might
have.
Grants made to homeowners who
can return to their homes by
making minimal repairs.
Homeowners with more
substantial property damage may
qualify for short-term rental
assistance grants.
Extensions may be granted on a
case-by-case basis to a maximum
of 18 months.
Renters may qualify for short-term
assistance.
Extensions may be granted on a
case-by-case basis to a maximum
of 18 months.
Home/Personal Property
Disaster Loans
Small Business Administration
(SBA)
Low-interest loans for restoring or
replacing uninsured or
underinsured disaster-damaged
real and personal property.
Available to individuals located in
counties including in Presidential
Disaster Declarations.
Loans limited to amount of
uninsured, SBA-verified losses.
Maximum loans:
$200,000 - real property
$40,000 - personal property
F-49
Program/Agency Assistance Eligibility Specific Criteria
Individual & Family Grant
Program
Administered by State; funded by
FEMA
Grants to meet serious disaster-
related needs and necessary
expenses not covered by
insurance or other Federal, State,
or voluntary agencies. $201
minimum damage requirement for
real and personal property
awards.
Available to persons with serious
unmet needs who do not qualify
for SBA disaster loans.
Maximum grant of up to $13,100
depending on family composition
and needs. The average grant is
approximately $2000.
Business Disaster Loans
Small Business Administration
(SBA)
Loans for the repair or
replacement of destroyed or
damaged business facilities,
inventory, machinery, or
equipment not covered by
insurance.
Economic Injury Disaster Loans
also may be available for working
capital to assist small businesses
during the disaster recovery
period.
Available to businesses located in
counties declared disaster areas
by the President.
Available to small businesses
located in declared and
contiguous counties.
$1,500,000 statutory loan limit
(i.e., the combined amount of
physical damage and economic
injury loans cannot exceed
$1,500,000.)
Crisis Counseling
State Mental Health Agencies
Immediate and regular services to
meet mental health needs of
those affected by a major
disaster, including screening,
diagnosis, and counseling
techniques, outreach, education
service, and public information.
Available to provide supplemental
funding to State programs to meet
the mental health needs of
affected individuals located in the
disaster area.
Regular services are provided for
up to 9 months after the
declaration.
Tax Assistance
Internal Revenue Service (IRS)
Expedited Federal tax deductions
for casualty losses to homes,
personal property, or household
goods.
Assistance and information on
State income tax returns can also
be obtained from the State
Department of Revenue.
Available to individuals and
families with disaster-related
losses totaling more than 10% of
adjusted gross income.
Under certain circumstances a
taxpayer may file an amended
return during the year of the
disaster or for previous years and
obtain a tax refund in a matter of
weeks.
F-50
Program/Agency Assistance Eligibility Specific Criteria
Disaster Unemployment
Assistance
Funded by FEMA; administered
by State Employment Security
Agency
Call local state employment or job
service office
Weekly benefits available to
individuals out of work as a direct
result of the disaster.
Available to all individuals out of
work as a direct result of the
disaster, including self-employed
persons, farm owners, and others
not covered under regular
unemployment insurance.
Program assistance is available
for a maximum of 26 weeks.
Proof of income required.
Farm Service Agency
Rural Economic and Community
Development Services and
Consolidated Farm Service
Agency
Call county extension office
Emergency loads for physical or
production losses.
Grants for certain agricultural
damage.
Available to farmers who were
operating and managing a farm at
the time of the disaster.
Loans limited to the amount
necessary to compensate for
actual losses to essential property
and/or production capacity.
Insurance Information
State Insurance Commissioner,
American Insurance Association,
FEMA, and National Flood
Insurance Program
Assistance and/or counseling
regarding ways to obtain copies of
lost policies, file claims, or
expedite settlements.
Available to individuals and
families with disaster-related
losses.
N/A
Legal Assistance
Coordinated by FEMA, Young
Lawyers Division of the American
Bar Association.
Free legal services for low-income
disaster victims.
Available to individuals and
families with disaster-related legal
issues.
Addresses such issues as
replacing legal documents,
transferring titles, contracting
problems, will probates, insurance
problems, and certain landlord-
related problems.
Social Security Benefits
Social Security Administration
Assistance expediting delivery of
checks delayed by the disaster.
Assistance in applying for Social
Security disability and survivor
benefits.
Available to individuals eligible for
Social Security.
N/A
Veterans Benefits
Department of Veterans Affairs
(VA)
Assistance with information about
benefits, pensions, insurance
settlements, and VA mortgages.
Available to provide help in
applying for VA death benefits,
pensions, and adjustments to VA-
insured home mortgages.
N/A
Consumer Services
State Department of Consumer
Affairs
Counseling on such consumer
problems as product shortages,
price gouging, and disreputable
business practices.
N/A N/A
Aging Services
State agency responsible
Such services to the elderly as
meals, home care, and
transportation.
Individuals age 60 and older. N/A
F-51
DONATIONS MANAGEMENT
Donations Coordination Team
(This diagram depicts the donations m anagement process)
Donations/Offers
1-800# Phone Bank
(Donations
Coordination Team)
1-800# FEMA
National Donations
Coordinator
Request/Needs
VOLAG/Local
Government
Needs Group Goods Services Cash
Donations
Database
Voluntary
Agencies
State Fund if
Established
Donations
Coordination Team
Match No Match
Refused
No Match
Referred
No Match
Maintain for Future
F-52
DISASTER SURVEY REPORT
Process Table
Disaster Survey Report (DSR) Process
Applicant Briefing
Notices of Interest
Submitted by
Applicant
Project Initiation
Funds Obligated
Funds Drawn
Applicant Notified
Project Monitoring
Inspections
Daily Summary
Reports
Damage Survey Report (DSR)
Prepared by Joint
Team
Submitted to Disaster
Field Office
Project Closeout
FEMA/State Review
Technical Review
Hazard Mitigation
Review
FEMA/State Approval
Governor's Authorizing
Representative
State Coordinating
Officer
Federal Coordinating
Officer
F-53
PUBLIC ASSISTANCE APPLICATION
Checklist
This checklist is designed to make the process of applying for and receiving disaster
assistance as easy as possible.
Administration
Attend applicant briefing Submit appeals in a timely manner
Contact other potential applicants within the
County who sustained disaster-related
damages/costs and have them contact the
State within 30 days from the date the County
was declared
Check on insurance coverage and determine
settlement.
Ensure that an applicant's agent is designated
by the County or City
Submit proof of loss statement and copies of all
insurance checks to the State
Work Monitoring
Review each DSR to become familiar with the
approved scope of work
Follow proper bid and contract procedures
Give appropriate supervisors a copy of each
DSR
Complete work within allowable time periods
Make approved repairs only Request time extension by DSR if needed
Obtain State and/or FEMA approval before
changing the approved scope of work
Submit a project cost summary for each large
DSR that is completed
Notify the State of significant cost overruns Complete the Project Completion Report once
all approved work has been completed
Documentation
Maintain a separate folder for each DSR Document repair costs at each work site as they
occur
Prepare Daily Activity Reports for supervisors'
daily logs
Keep these documents for each DSR done by
Force Account:
Daily Activity Report for labor, equipment,
and materials
Delivery tickets
Invoices
Payroll journals
Canceled checks
Daily logs from supervisors
F-54
Keep these documents for each DSR by
contract:
Bid advertisement
Bid summary sheet
Contract awarded
Invoices
Cancelled checks
Record of work inspections
F-55
CATEGORIES OF WORK
Eligibility:
General Requirements
Ownership- Damaged facility must be owned by a local government or eligible private
nonprofit organization. (For gubernatorial State-only disasters, a local government must
own the damaged facility.) When a leased facility is damaged, the lease must specify that
the applicant has repair responsibility. Attach a copy of the lease to the DSR.
Location-The damaged facility must be located within the designated area.
Time of Damage-The damage must have been caused by the disaster and not have
been preexisting.
Cost Minimum- Each damaged site must exceed $1,000 in repair cost.
Facility Use- At the time it was damaged the facility must have been in active use, not
vacant, unoccupied, or abandoned.
General Insurance- Disaster repair costs covered by insurance are not eligible. Total
repair costs will be reduced by the amount of insurance coverage. Deductible and
depreciation are eligible.
Flood Insurance- Flood damages to an insurable structure that occur within the 100-
year zone are reduced by the amount of flood insurance coverage, or by the maximum
amount of coverage that would have been available if insured.
Insurance Commitment- General hazard insurance commitment is required equal to
the amount of damages when repair costs exceed $10,000.
Other Federal Agencies- Damage is not eligible for FEMA funding when under other
Federal programs.
F-56
Maintenance- Normal or heavy maintenance, such as potholes, routine filling of ditches,
and minor gravel replacement is not eligible.
Negligence- Damage caused by negligence of the applicant is not eligible.
F-57
CATEGORIES OF WORK
Eligibility
General Requirements (continued)
Categories of Work Eligible for Public Assistance:
A. Debris Removal
B. Emergency Protective Measures
C. Road Systems
D. Water Control Facilities
E. Public Buildings and Equipment
F. Public Utilities
G. Parks, Recreational, and Other
Labor Eligibility, Categories A & B- Regular hours (straight time) worked by in-house
(force account) laborers are not eligible for reimbursement in categories A (debris removal)
or B (emergency protective actions). Overtime hours expended on these two categories are
eligible.
F-58
CATEGORIES OF WORK
Note - Force Account Regular
Time is not eligible in Category A
Category A: Debris Removal
Debris on Public Property- Eligible for removal.
Debris on Private Property- Eligible for removal if it presents a safety or health
hazard (such as fire or insect infestation) to the public or if it has been placed beside the
curb. Ineligible under most conditions. Normally requires owner to move debris to a
designated area.
Debris on Roads- Eligible for removal if FHWA is not active early in disaster.
Garbage Pickup- Cutoff date is at the end of the Period of Incidence. After that date,
only that volume of material that exceeds the average garbage pickup volumes will be
eligible. Only storm-generated debris is eligible. Routine garbage pickup is not eligible.
Idle Equipment Time- Idle or standby time is not eligible. Total equipment hours
should be compared to available personnel hours and material to be used. Delete any
excess equipment and equipment time.
Foreman and Supervisors- Both are eligible in a small work force actively engaged in
field operations. Commissioners, mayors, department directors, chiefs, and
administrative personnel are usually not eligible.
High-Paid Personnel- Specialists such as electricians should not be paid to remove
debris. Their hours can be used with an average pay rate of all other workers expected
to be performing that type work.
Overtime- Eligible as required if it is an established applicant policy.
Compensatory Time- If compensatory time is usually given in place of overtime, then
that policy stands and overtime is not eligible. Compensatory time is eligible at regular
rates, but it must be a part of the official timekeeping system
Mechanics- Time is not eligible because equipment rates include maintenance costs.
Tree Stumps, Stump Grinding, and Root Systems- The removal of stumps and root
systems is not eligible unless they are uprooted.
F-59
CATEGORIES OF WORK
Category A: Debris Removal (Continued)
Right of Entry or Right of Way- A right of entry or right of way agreement must be
signed before debris is taken from private property.
Demolition of Public and Private Buildings- Buildings must be beyond repair.
Private buildings must pose a safety hazard.
Removal of Emergency Levees- These costs are eligible only when the levees are
removed to open roads or when in the public interest.
Trees- Standing dead or dying trees and trimming of trees is not eligible.
F-60
CATEGORIES OF WORK
Note.- Regular Time Hours are no
longer eligible in Category B
Category B: Emergency Protective Measures
Emergency Protective Levees-These levees are eligible when built to protect life and
property. Work by individuals to protect their own homes is not eligible.
Sandbagging and Emergency Pumping-This expense is eligible. Bags furnished by the
Corps of Engineers at a price are reimbursable. Pumping of private property is eligible only if
pumping is widespread.
Safety Barricades and Signs-This equipment and time is eligible. If the equipment is reusable,
then salvage should be taken.
Health and Safety Hazards- Removal of health and safety hazards is eligible. Items include
draining trapped water, pumping basements, and providing emergency access to private homes.
Vector control must be pre-approved by the Federal Health Service and FEMA.
Temporary Repairs-Emergency work such as road detour at damage location, emergency
repair to levees, temporary roof repairs to public buildings, rental of temporary facilities for
public employees, and bypass at sewer breaks is eligible. Most temporary repair costs in
Categories C through G will be included with permanent work.
Fixed Pumps- Costs of fixed-pump operations (labor, pumps. power) are eligible. Emergency
pumping status will cease at flood stage. Repair of damages to such facilities will be under
Category D. Do not deduct 3-year average costs.
Personnel Time- Overtime and compensatory time is eligible for police, firefighters, and
sheriffs. Overtime is eligible if compensatory time is not an established policy. Personnel are
eligible if involved directly in disaster operations in the field. Personnel not directly involved in
disaster operations are ineligible. Volunteer labor is not eligible. Reserves are eligible if
established policy is to pay them (regular and OT are eligible). Fringe benefits on force account
labor are eligible. NOTE: REGULAR TIME IS NO LONGER ELIGIBLE IN CATEGORY
BEMERGENCY PROTECTIVE MEASURES.
Food and Shelter- Eligible under the new amendments when provided by the subgrantee for
disaster victims.
Idle Equipment Time- Not eligible. Actual working time of equipment is what counts and
not that it was sitting at a job site all day. Add equipment hours and compare to personnel
hours and amount of repair to be accomplished.
F-61
CATEGORIES OF WORK
Category B: Emergency Protective Measures (Continued)
Vehicle Damage- Vehicles damaged or destroyed during search and rescue are eligible
for repairs. Repairs necessitated by extraordinary use in search and rescue and flood
fighting are eligible.
F-62
CATEGORIES OF WORK
Category C: Road Systems
Repairs and Replacements-The damage must be directly related to the disaster. It
cannot be a pre-existing condition nor caused by an event after the official period of
incidence.
Road Repairs- On gravel roads, the base need not be damaged to be eligible for major
gravel replacement. Loss of gravel must be evident. Potholes and rutted surfaces are
not eligible.
Maintenance- Routine and heavy maintenance is not eligible. Potholes and surface
ruts are maintenance items, which are not eligible.
Paving- Loss of paved surface is eligible. Alligatored surface is a sign of normal
deterioration and is not eligible.
Standards- Bridge and road standards that have been formally adopted and are in
practice, or adopted and placed in effect prior to project approval by the applicant, are
eligible. The standards must apply to work accomplished with applicant funds and not
limited to that work receiving State and/or Federal aid. Attach copy of standards and
council meeting minutes approving the standards to DSR. Applicant has up to the time
FEMA comes in to adopt a standard.
Necessary Facilities- To be eligible, facilities must be functional prior to the disaster
and necessary to the community and local government.
On-System Facilities- Facilities funded by other Federal agencies, such as the Federal
Highway Administration, are not eligible.
Aesthetics- Aesthetic features are not eligible if they have no functional value,
Scheduled Replacement- Facilities are not eligible if scheduled for replacement within
the next 24 months.
Culvert Washouts- Replace in-kind. Cleaning is routine maintenance.
F-63
CATEGORIES OF WORK
Category D: Water Control Facilities
Levees and Dams- Inspectors write the DSR, not the applicants. Reviewers will check
with the Corps of Engineers and the Soil Conservation Service. If the damage falls
within their authority, it is not eligible.
Drainage Channels- Restore to pre-flood hydraulic capacity. The COE may be
involved in some flood channels (not eligible). Man-made channels must show
evidence of routine maintenance. Include appropriate statements with DSR.
Natural Streams- Only debris that is foreign to that stream and constitutes an
immediate threat to life and property is eligible. Usually, silt, sand, and boulders are not
eligible. Debris near bridges may be cleared upstream for 200 feet and downstream for
100 feet. Debris removal is Category A.
Seeding and Sod- Seeding is to be used in disturbed areas only. Sod is to be used only
in areas subject to severe erosion that have been disturbed.
Silt- Amounts of silt in catch basins and channels should be reduced by an amount that
would ordinarily be expected since the last maintenance. A reservoir with a remaining
capacity that is several times the amount of debris that could be expected as a result of a
major storm is not eligible for silt removal. If 75 percent of a catch basin remains
available, cleaning is not eligible.
F-64
CATEGORIES OF WORK
Category E: Public Buildings and Equipment
Restoration- Buildings are to be restored to pre-disaster design capacity in accordance
with present codes and standards.
Use and Occupancv-The building must be in use prior to the disaster. If only part
of the building was occupied at the time of the disaster, then replacement will be made
at the reduced size.
Extensive Damages- Repairs are eligible only when the building is structurally sound
and feasible to repair. If it is not, the building should be replaced.
Insurance- Inquire as to insurance presently in force. Insurance coverage pays first.
Deductibles and deprecations are eligible. If repair costs exceed $10,000, a general
hazard Insurance commitment will be required equal to the amount of damages.
Repair costs for flood damages occurring to buildings and/or contents within the I00-
year flood zone will be reduced by the amount of flood insurance coverage or the
maximum amount that would have been available if insured. Each structure is
considered to be an independent project.
Relocation- If the building is totally destroyed by a flood, then relocation from the
flood plain must be studied.
Equipment- Office equipment and furniture should be replaced with used or surplus.
Repair if feasible.
Supplies- Consumable supplies will be replaced to pre-disaster quantities.
Vehicles -Prepare one DSR for each damaged vehicle. Special equipment such as
two-way radios is eligible. Blue Book prices should be used and salvage taken. Check
for comprehensive insurance,
Grounds- A separate DSR is to be made for damage to the grounds around a
building.
Cleaning- For buildings with light damaged, cleaning and painting are eligible.
Worship Facilities- Buildings that are used primarily for worship purposes are not
eligible.
F-65
CATEGORIES OF WORK
Category F: Public Utilities
Electrical- Restore to pre-disaster condition in the most economical manner. Extra
pole structures are sometimes necessary to restore the function when erosion has
destroyed stream banks and ground clearance has to be maintained over long
distances.
Sewer Collapse- Ground subsidence should be obvious. Minimum repair should be
estimated.
TV Inspection- Limited TV inspection is eligible when damage is apparent. Use of TV
inspection to search for problems is not eligible. TV inspection must be approved in
advance by RD/DRM.
Cleaning- Cleaning of sewer lines is eligible only when necessary to restore adequate
functioning of the system in specific reaches.
Revenues- Loss of revenues is not eligible. Added costs or charges for providing
regular utility services are not eligible.
F-66
CATEGORIES OF WORK
Category G: Parks, Recreational, and Other
Damage Estimates- Each specific structure or damaged site within a facility should
have its own DSR. Do not lump together several facilities onto one DSR.
Beaches- To be eligible, a beach must have been improved and regularly maintained
prior to the disaster. Include documentation with DSR. Permanent restoration of the
sand on natural beaches is not eligible.
F-67
PUBLIC ASSISTANCE
Damage Survey Checklist
In order to expedite the damage survey process, complete the checklist below before the
State or Federal inspectors arrive.
Mark the location of each damage site on a suitable map and develop a route of travel to
each site.
Segregate damage and work activities into the seven categories (A-G). (All damage sites
should be identified before the inspectors arrive.)
Ensure that the person designated to accompany the survey team is knowledgeable of
the repairs already made and the location of all other damage sites that need to be repaired.
Have photographs, site sketches, or drawings of each damage site available for the
inspectors (especially where work has already been performed).
Compile a detailed breakdown of labor (including fringe benefits), equipment, and
material costs for each location where work has been completed or is in progress.
Provide Force Account equipment use in a manner compatible with the FEMA
Schedule of Equipment Rates.
Keep damaged equipment and parts for review and inspection by the survey team.
List equipment, materials, or inventory lost as a result of the disaster.
Provide copies of estimates, bids, purchase orders, invoices, inventory records, or other
sustaining evidence to verify loss values or replacement costs.
Prepare descriptions of which sites will be repaired by contract and which will be
repaired by force account. (If contractor's estimate/bid has been received, have it available
for the inspectors.)
If damaged facilities are to be restored in accordance with adopted codes or standards
different from original construction, provide inspectors with copies of appropriate
standards.
Provide inspectors with policy information on insurance coverage and any proceeds
received or anticipated.
Notify the State as soon as possible, but no later than 60 days from the date of the initial
inspection, of any additional damage that has been identified.
Be aware that a statement of non-concurrence must be attached to any DSR in which
the local representative does not agree with the proposed scope of work.
F-68
Functional Checklist 4
Health & Safety
Addenda
Addendum 1 - Cleaners & Disinfectants
Addendum 2 - Restoring Flooded Wells & Cisterns
Addendum 3 - Septic Tank Failures
Addendum 4 - Well Volume Estimation
F-69
CLEANERS & DISINFECTANTS
Household cleaners help remove dirt. Disinfectants help stop the growth of disease-causing
microorganisms carried in floodwater.
Powdered or liquid cleaners and disinfectants are more practical and much less expensive than
aerosol products, since large areas will probably need to be cleaned.
Buy cleaners and disinfectants in the largest sizes available to reduce their cost. Farm supply,
hardware, wallpaper, and paint stores often have these products in gallon or pound containers.
All products are not suited for all uses. Before using any cleaner or disinfectant, refer to its label for
specific directions or precautions. Make sure the product will do the job you want it to do.
Many household cleaners and disinfectants are harsh on hands and may burn the eyes. Protect your
hands with waterproof gloves. Avoid contact with eyes. If you splash or spill any product on your
skin, wash it off immediately.
F-70
Cleaners & Disinfectants
Type of Cleaner Uses Precautions Additional Suggestions
All purpose detergents Moderately or heavily soiled
washable colorfast textiles. On
furniture and appliance
surfaces. Painted walls and
woodwork and wallpaper.
Floors, rugs, and carpets.
Do not use on wool, silk, or
fabric containing these fiber
blends.
Rinse well to remove suds.
Enzyme products Helpful on tough stains,
ground-in dirt, and grass stains,
restoring whiteness to fabrics.
The use of chlorine bleach will
inactivate enzymatic action
when both products are used.
Liquid household cleaners.
Powdered household cleaner.
Removes mud, silt, and greasy
deposits from hard surfaces
such as painted walls, floors,
woodwork, and porcelain.
Dilute with water as directed on
container for specific uses.
Household ammonia Hard surfaces: windows, walls,
woodwork, floors, tile, and
porcelain.
Dilute in water. Do not get
into eyes. May irritate skin. Do
not combine with chlorine
bleach.
Tri-sodium phosphate (TSP) Wood walls, woodwork, and
floors.
Powder. Dilute in water. Do
not get into eyes. May irritate
skin. Do not combine with
chlorine bleach.
For mildew removal, combine 8
to 10 tablespoons of TSP and 1
gallon of water.
Customary (available in
janitorial, dairy, and poultry
supply houses)
Laundry-safe for all fibers.
Helpful in removing musty
odors on floors and walls.
May cause some color change. Add at beginning of rinse cycle.
Pine oil disinfectants Laundry-safe for washable
clothing.
Do not use on wool or silk.
Pine odor will linger on these
fabrics.
Add before putting clothes in
machine, or dilute in 1 quart of
water.
Liquid chlorine disinfectants
(bleach)
Use as rinse on carpets and
furniture or in laundry to
disinfect or to control mold.
Follow instructions for use with
colored fabrics.
Do not combine with ammonia.
Follow instructions. Bleach can
ruin many items. Do not use in
rinse water. Do not use on
aluminum or on linoleum.
Add bleach before putting
clothes in washer or dilute with
1 quart of water.
Phenobic disinfectants. Laundry-safe for washables.
Bathrooms, plastic, or ceramic
tile floor.
Do not use on wool or silk. Add in wash or rinse cycle.
F-71
RESTORING FLOODED
Wells & Cisterns
Wells
Wells will probably not be damaged structurally from floods, but they may become contaminated by
silt, raw sewage, oil, and disease organisms found in flood water. If your well has been flooded, the
well and the entire water system should be cleaned and disinfected.
First, remove silt and debris from the well and examine casing, motors, and pumps, piping, electrical
and other system components for damage. Consult a serviceman if the damage is extensive or if you
are unable to determine the extent of damage or unable to perform the necessary repairs.
To Disinfect the Well:
1. Pump the water until it is clear.
2. Scrub and disinfect the pump room and wash all equipment, including piping, pumps, and
pressure tanks with at least a 2% chlorine solution. (Laundry bleach, such as Clorox or Purex, is
usually 5% or more chlorine, so mixing 1 gallon of bleach with 1 1/2 gallons of water will
produce the 2% solution.
3. Remove the well seal or plug at the top of the casing. Shock-chlorinate the well with 3 pints of
5.25% chlorine per 100 gallons of water in the well. Be sure chlorine is the only active
ingredient. You will need to calculate the volume of the water in the well to obtain the correct
amount of chlorine mixture needed. Let stand for at least 4 hours.
4. Disconnect charcoal filters and begin pumping the chlorinated water through the entire water
system. Open one faucet at a time until there is a strong chlorine odor at each faucet. Close the
faucet and leave the chlorine in the piping at least 2 hours, and preferably overnight. (The longer
the chlorine stays in the system, the better the disinfecting.)
5. After the water system has been chlorinated the proper amount of time, pump and flush the
system until the taste and odor of chlorine are no longer present. Use an outside faucet for
flushing the system first to avoid overloading the septic system.
6. Finally, have the water tested for bacteria. Boil or treat all drinking water and cooking water until
the test indicates that the water is safe for all purposes. It may be necessary to re-chlorinate the
well if bacteria are still present. Retest every 1 to 2 weeks until 2 consecutive tests indicate the
water is safe.
F-72
Cisterns
Flooded cisterns should first be pumped dry, using an auxiliary pump. Do not pump water through
the piping system. After pumping dry, wash down the walls, ceiling, and floor with clean water and
pump out the dirty water. Next, check the cistern walls, ceiling and floor for cracks where ground
water could come in.
The cistern interior should be disinfected using a solution of 1 quart of liquid household bleach to 3
gallons of water. The chlorine solution can be applied using a sprayer or scrubbing with a stiff
broom. Pump out the disinfecting solution that collects in the bottom of the cistern.
Also, before using the piping system, it should be decontaminated. Disinfect the piping system
following the same procedure used for wells.
Finally, fill the cistern with water for use and have it tested. The water should have a chlorine taste
for a while, but it should be safe for all purposes. Drinking water should be treated or boiled until
the water is tested and found safe to drink.
F-73
SEPTIC TANK FAILURES
Septic Tank Failures
Many septic tank systems at individual properties have been flooded. Most of these systems
will remain inoperable until floodwaters recede and the ground where the sewage is absorbed
becomes somewhat dry. Some of these systems may be so damaged that repairs will be
required before they will work again.
One big problem with a septic tank that doesn't work is the release of untreated sewage onto
the top of the ground or into stagnant pools left behind by flooding. The pooled sewage
from these tanks can be a significant health hazard. The other big problem is the backup of
sewage into the building, caused by a blockage that results from the damaged tank system or
piping.
Recommendations to the Public
♦ Avoid using the house plumbing system if the septic tank or the lateral field is still under
water.
♦ Do not use the plumbing system if sewage is backing up into the house.
♦ Carefully investigate the cause of sewage backups. Check the septic tank to see if it has
shifted, or if the grease layer in the top of the tank has blocked the inlet or outlet pipes.
Any of the sewage pipes either leading to the septic tanks or the lateral field may have
become broken or filled with silt.
♦ Try to minimize the amount of mud entering the plumbing system. Mud will fill the
septic tank and can cause the lateral field to become clogged.
♦ Individual lagoons that have silted in or have been physically damaged should be
repaired as soon as possible before long-term use is resumed.
♦ Contact your local county sanitation service for assistance with repairs or construction of
new septic tank systems.
F-74
♦ Avoid contact with the sewage from the septic tank systems that aren't working. Raw
sewage is a public health problem and can contain diseases.
FC4 – ADDENDUM 3
F-75
WELL VOLUME ESTIMATION
In order to know how much chlorine to put into your well to shock chlorinate it you must
first have a reasonably accurate estimate of the amount of water that is in the well. There are
several ways to do this. First you can calculate the volume in cubic feet and multiply by 7.48,
or you can use the following chart to determine the volume of water per foot of depth and
multiply by the depth.
An example of how to do this is: the well is 36" (3') in diameter and the depth of water is 40
feet. How much water is in the well?
Solution: From the table, a 3' diameter well has 52.87 gallons per foot of depth. Multiply
this by the depth of water (40'). The well has 2115 gallons of water in it.
52.87 x 40 = 2114.8 gallons
Table 1
Well Diameter in
Inches
Gallons per Foot of
Depth
Well
Diameter in Feet
Gallons per Foot of
Depth
2 0.163 1 5.87
3 0.367 2 23.50
4 0.653 3 52.87
5 1.02 4 94.00
6 1.47 5 146.87
8 2.61 6 287.86
10 4.08 9 475.86
After determining the volume in the well that must be treated, you need to determine the
amount of chlorine that must be added. To do this you need to take the amount of water
and find a source of chlorine. The source of chlorine will determine how much material you
need to put into the well. The following table shows the amounts and the different sources
of chlorine.
F-76
Table 2
Type of Carrier Amount to Add
5% chlorine bleach 3 pints per 100 gallons of water
12% - 17% chlorine solution 1 pint per 100 gallons of water
25% - 30% chlorine powder 2/3 pound per 100 gallons of water
65-75% chlorine powder or tablets 1/4 pound per 100 gallons of water
F-77
Functional Checklist 5
Public Works
Addenda
Addendum 1 - Contract for Debris Removal Checklist
F-78
CONTRACT FOR DEBRIS REMOVAL CHECKLIST
The following is a checklist for developing a contract for debris removal between the County
and a contractor:
Agreement Between Parties
Scope of Work
Schedule of Work
Contract Price
Payment Terms
Contractor's Obligation
County's Obligations
Insurance
Signature Block for Contractor and County
Keep track of equipment and manpower hourly rates showing equipment description,
rate per hours, and number available.
F-79
Functional Checklist 6
Building Inspection
Addenda
Addendum 1 - The 50% Rule
Addendum 2 - Participating in Damage Assessment Diagram
F-80
THE 50% RULE
SUBSTANTIAL DAMAGE: Pre-FIRM buildings must be elevated if damaged by any cause for
which repair costs are 50% or more of the value of the building. This is a "hidden cost" that actually
reduces the value of the structure' Most homeowners never know about this until it happens to them.
Damage can occur from flooding. fire, earthquake, wind, or man. This applies to all buildings in a
flood hazard area, regardless if the building has flood insurance.
The costs to repair must be calculated for full repair to "before-damage" condition, even if the owner
elects to do less. The total costs to repair include both structural and finish materials and labor.
SUBSTANTAL IMPROVEMENT: When a Pre-FIRM building is proposed to be remodeled,
renovated, rehabilitated, added to, or in any way improved, the proposed modifications must be
evaluated for "substantial improvement." If the total costs of improvement are 50% or more of the
building value, the building must be elevated, etc., just like "substantial damage." "Total costs" means
all structural costs, as well as all finish materials, built-in appliances, hardware, in addition to profit
and overhead. The substantial improvement rule is a hidden potential cost that the buyer needs to be
aware of.
BUILDING VALUE: Building value equals market value of structure only. Land and exterior
improvements are excluded, e.g., swimming pool, pool enclosure, landscaping, paving, etc. Market
value = assessed value or properly-depreciated appraised building value. The assessed value may be
adjusted upward to reflect the market more accurately, Replacement cost can only be used if properly
depreciated. Certified appraisals must be based on the comparable sales method. The land value
must be deducted and it must be equal to or greater than that established by the County Assessor.
The building value must be fairly depreciated to reflect the age of the building and the deterioration
of building components.
COSTS TO BE INCLUDED: The construction costs to be calculated for both substantial damage
and improvement include both structural and finish labor and materials. This includes lighting
fixtures, built-in appliances, interior moldings, paneling. tiling. wall-to-wall carpet over sub-flooring,
built-in cabinets, etc. The cost to demolish undamaged building components must be established
and included. Overhead and profit are also included, but not the cost of permits. Many of these
costs are not normally calculated for purposes of a building permit, nor are they regulated as part of
the Building Code. But. they must be calculated for compliance with The 50% Rule. (See attached
lists.)
WHEN MAPS ARE REVISED: Substantial Damage and Substantial Improvement can affect
Post-FIRM buildings. too! If the FIRMs are revised, and the flood elevations increase, many Post-
FIRM buildings may be affected. The 50% Rule applies to them now as well! So, check the FIRMS,
find out what flood elevation was in effect when the building was constructed, and what it is today.
F-81
All additions to a Post-FIRM structure must be elevated to or above the current Base Flood
Elevation (BFE), whether they are substantial" or not.
CUMULATIVE COSTS: Substantial Damage and Substantial Improvement are subject to
"cumulative" clauses in many community ordinances. FEMA generally requires that all separate
permits for the same structure within a 1-2 year period are a single improvement and/or repair. This
period runs from the date of final inspection or Certificate of Occupancy,, not from the date the
building permit was issued. Some communities require 5, 10, 50, Years, or the life of the structure.
F-82
PARTICIPATING IN DAMAGE ASSESSMENT
Structure identified for evaluation
Rapid evaluation by evaluator
Post
"Safe For Occupancy"
Post
"Habitable"
Post
"Limited Entry"
Post
"Keep Out"
Post
"Utility Services"
Detailed evaluation by registered engineer
Post
"Habitable"
Questionable
Post
"Keep Out"
If applicable
Safe, but may need
repairs
Post
"Limited Entry"
Unsafe, must be
repaired or removed
Engineering evaluation by
Post
"Habitable"
Post
"Keep Out"
Safe, but may need
repairs
Unsafe, must be
removed or repaired
Apparently Okay Needs Repair Obviously Unsafe
F-83
Functional Checklist 7
Planning & Community Development
Addenda
None
F-84
Functional Checklist 8
Public Information
Addenda
Addendum 1 - Day-to-Day PIO Emergency Information System
Addendum 2 - DOs & DON'Ts in Dealing with the Media
Addendum 3 - Guidelines for Responding to Citizens
Addendum 4 - Goals for the Emergency Information System
F-85
Day-to-Day PIO
EMERGENCY INFORMATION SYSTEM
1. The Joint Information Center should operate 24 hours a day, 7 days a week until the
crisis and recovery are under control and media demands die down considerably.
2. There should be two 12-hour shifts and the following teams should be assembled at all
times:
♦ Media Relations Team (on-site and phone interviews, news releases, emergency
broadcasts, and news conferences).
♦ Phone Bank Team (to answer and direct public inquiries).
♦ Publishing Team (community newspaper and hotline phone book).
♦ Office Support Team (call in shift changes, check on families of staff, monitor
health and well-being of staff, operate copy and fax machines, proofread and
produce final drafts for news releases and advisories).
3. PIOs should carefully monitor decisions made by officials, giving advice and warning
about public and media reactions.
4. The Media Relations Team should constantly keep in touch with on-site media to make
sure needs are being met (this includes coffee, tents, electrical outlets, and phones).
5. Regular news conferences should be encouraged. It is up to the Joint Information
Center to insist that these take place with regularity to keep officials talking to the
people.
6. The Phone Book Team must monitor public phone calls for areas of misunderstanding
and panic. These deficiencies should be passed on th the Media Relations Team, which
can respond with news advisories to fill in the blanks for citizens.
7. PIOs should check with their agencies regularly for updates that can be put into news
release form.
8. Publishing staff should regularly huddle with medical, legal, State, County, Local, and
FEMA officials to determine the appropriate information to put in the community
newspaper. They are also in charge of distribution through libraries, fire stations, and so
on.
F-86
DOs and DON’Ts in
DEALING WITH THE MEDIA
Communications and Operations Go Hand-in-Hand!!
DO DON'T
Be accessible Assume "they" are out to get you
Have the latest information Use "No Comment"
Maintain a fact sheet Go "Off The Record"
Try to anticipate questions Speculate
Be genuine Estimate activity
Tell what you are going to do Characterize people
Rehearse (if possible) Give another agency's response
Have a positive message in every answer Place blame
Bridge over to what you want to say Permit rumors to go unchallenged
Always tell the truth Try humor
Give in to instant interviews unless you
are REAL SURE of the facts
Lie
F-87
Guidelines for
RESPONDING TO CITIZENS
BE TOLERANT Recognize that this population is pretty unstable at this point
because of physical dislocation, loss of property, devastation
of their neighborhoods and general emotional trauma. This
is a major loss and people have to go through a process in
dealing with it. Oftentimes, the anger and the outrage are the
only ways they can deal with the tragedy. Expecting that
people will listen to reason is unrealistic. Don't expect to be
able to persuade them. Many of them are holding onto
anything they have. Their involvement and membership in
neighborhood associations, for example, may be the only
"home" they have and the only place they have to channel
their energies, anger, etc. They will probably be firmly
ensconced in their positions and not easily persuaded
otherwise. Trying to expand their understanding of what's
going on may not be well received.
BE SENSITIVE Convey that you are listening, that you care about their
concerns, their situation; that the City cares about their
situation.
Understand and acknowledge the enormity, the magnitude of
their loss. If you cannot empathize, at least have respect for
their situation.
BE CALM Try to step back from any emotions that get stirred up for
you if they are going to get in the way of your ability to listen
and to hear. Slow your own emotional processes down. Do
not display your anger. But it's okay to acknowledge
frustration in wanting to be helpful in an incredibly difficult
situation.
BE APPRECIATIVE Convey that you/we/the City are trying very hard to manage
through a monumental task and to be responsive to people.
F-88
Convey you/we are glad they called/came in/came to the
meeting. Do they have any suggestions that would help us
work better with them?
F-89
Guidelines for
RESPONDING TO CITIZENS
BE
UNDERSTANDING
Try to understand what the other person may be experiencing
by tapping into what you've experienced similarly -- i.e., what
it feels like to be devastated by major loss. You don't need to
say, "I know just how you feel..." that diminishes and
minimizes the other person's experience. But it is important
to make (for yourself) a connection to your own experience if
it's related.
ACCEPT
RESPONSIBILITY
Don't point fingers of blame or pass the buck to others, other
departments, or the head of government. Acknowledge and
accept responsibility to try to resolve an issue or make an
appropriate referral. Acknowledge that we know some things
may have slipped through the cracks. Convey to them that
we genuinely want to know if there are things we can do to
be more responsive and helpful.
TAKE CARE OF
YOURSELF
You will need all your resources, stamina, energy, emotional
center. Pay attention to your own needs.
LEARN FROM
THIS
EXPERIENCE
To the extent you can, take notes about what you observe. It
will be very helpful when we debrief to have your comments
about situations and issues that needed to be handled more
effectively.
ACKNOWLEDGE
OTHERS
Be supportive of your co-workers who may need assistance
or just a "listening ear". Maintain perspective about the crisis.
It's okay also to find humor and laughter in the midst of
confusion and chaos. Take the work seriously but don't take
yourself too seriously.
F-90
Goals of the
EMERGENCY INFORMATION SYSTEM
Provide reporters with enough confirmed information to avoid rumor reporting that can
instill fear and panic.
Free up elected and appointed officials from media demands so they can make crucial
decisions.
Provide the public with one contact base for all departments, governments, medical
facilities, and public utilities.
Answer media calls and requests on special hotlines.
PIOs can act as spokespeople to reporters who stake out government offices where
decisions are being made.
Set up news conferences, prepare executives, and notify the media.
Write news releases, advisories, statements, and speeches.
Publish a community newsletter with survival and technical information the public will
need to recover.
Publish a "Need Help?" hotline phone book for the public and media.
Take calls from the public and refer them to the agency that can provide help.
Write and execute emergency broadcast messages.
Provide background information to reporters (gathered and compiled prior to crises).
Provide rumor and damage control.
F-91
Functional Checklist 9
Unmet Needs Management
Addenda
Addendum 1 – Unmet Needs Committee Process Flowchart
F-92
Unmet Needs Committee
Process Flowchart
No
No
No
Disaster Victim
Needs met by insurance or
other service agencies?
Needs met by FEMA?
Local Committee processes and screens
Needs met by local
Regional Task Force State Agency Referral
Needs met at regional
Referred to State Level
Coordination of Local, Regional, & State Resources to meet needs
Needs
Met
Yes
Yes
Yes
Yes
No
City of Dublin Emergency Operations Plan
G-1
Continuity of Government
G-2
Appendix G- Continuity of Government
A major disaster could include death or injury of key officials, 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. Law and order must be preserved, and government
services maintained. Applicable portions of the California Government Code and the Constitution of
the State of California provide authority for the continuity and preservation of local government.
Continuity of leadership and government authority is important with respect to emergency services,
direction of emergency response operations, and management of recovery operations. To this end, it
is essential that the City of Dublin continue to function as a government entity.
Under California’s concept of mutual aid, local officials remain in control of their jurisdiction’s
emergency operations while additional resources may be provided by others upon request. A key
aspect of this control is to the ability to communicate official requests, situation reports, and other
emergency information throughout any disaster situation.
To ensure continuity of government, seven elements must be addressed by government at all levels:
1. Succession of Officers
2. Seat of Government
3. Emergency Powers and Authority
4. Emergency Plans
5. Primary and Alternate Emergency Operations Center(s)
6. Preservation of Vital Records
7. Protection of Critical Infrastructure
Succession of Officers Heading Departments
Section 8637, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code permits
the political subdivision to provide for the succession of officers who head departments having duties
in the maintenance of law and order or in the furnishing of public services relating to health and safety.
Standby Officers
Section 8639, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code permits
the governing body to appoint up to three standby officers for each member of the governing body
and up to three standby officers for the political subdivision’s chief executive. The standby officers
shall have the same authority and powers as the regular officers.
Reconstituting the Governing Body with Temporary Officers
Section 8644, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code established
a method for reconstituting the governing body. It authorizes that, should all members of the
governing body, including all standby members, be unavailable, temporary officers shall be appointed
by the chair of the board of the County or, if unavailable by the chair of the board of any county within
150 miles of the political subdivision beginning with the nearest and most populated county, or if
unavailable, by the Mayor of any city within 150 miles beginning with the nearest and most populated
city.
G-3
Meeting of Government Body During an Emergency
Section 8642, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code directs
local governing bodies to convene as soon as possible whenever a state of emergency or local
emergency exists and at a place not necessarily within the political subdivision.
Duties of Governing Body During an Emergency
Section 8643, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code provides
that the duties of the governing body during emergencies shall include ascertaining the damage to the
political subdivision and its personnel and property, reconstituting itself and the political subdivision,
and performing functions in preserving law and order and furnishing local services.
Lines of Succession
Function/Department Name/Title
City Manager 1. Linda Smith, City Manager
2. Colleen Tribby, Assistant City Manager
3. John Stefanski, Assistant to the City Manager
Police Chief 1. Garrett Holmes, Police Chief
2. Nate Schmidt, Police Captain
3. Matt Farruggia, Police Lieutenant
Fire Chief 1. William McDonald, Fire Chief
2. Bonnie Terra, Deputy Fire Chief
3. Eric Moore, Deputy Fire Chief
City Attorney 1. John Bakker, City Attorney
2. Rachel Hundley, Deputy City Attorney
Community Development Director 1. Jeff Baker, Director
2. Kristie Wheeler, Assistant Director
3. Gregory Shreeve, Building Official
Public Works Director 1. Andrew Russell, Director
2. Laurie Sucgang, City Engineer
3. Michael Boitnott, CIP Project Manager
City Clerk 1. Marsha Moore, City Clerk
2. Danielle Diaz, Administrative Technician
Parks & Community Services
Director
1. La Shawn Butler, Director
2. Bridget Amaya, Deputy Director
3. Shaun Chilkotowsky, Heritage and Cultural
Arts Manager
Administrative Services Director 1. Lisa Hisatomi, Director
2. Jay Baska, Assistant Director
3. Tim Eisler, Information Systems Manager
G-4
Seat of Government
In general, the seat of City government is the place where the City Council meets and conducts official
business. For the City of Dublin, that place is:
PRIMARY LOCATION
Dublin Civic Center
100 Civic Plaza
Dublin, CA
ALTERNATE LOCATION
Shannon Community Center
11600 Shannon Avenue
Dublin, CA
The Mayor or any other member of the City Council may designate alternate or temporary seats of
City government if necessary. The seat of City government may be the EOC, or its alternate location,
during an extreme emergency.
Emergency Powers and Authority
Emergency powers are granted to City leadership by the California Emergency Services Act. Authority
to take extraordinary measures during emergencies derives from City emergency ordinances and
emergency orders that are authorized by the California Emergency Services Act.
Emergency Plans
The basis for a coordinated, effective response to a disaster is the emergency plan. Generally, the
objectives of the emergency plan are to:
• Foster a jurisdiction-wide systematic approach to planning.
• Support a capability for prompt, coordinated response to large-scale disasters or
threats simultaneously at all levels of government.
• Provide a basis for assured continuity of government.
• Promote uniformity in principles, policies, and concepts of operations and
compatibility of organizations and systems to facilitate coordinated response.
This Plan, and other plans incorporated by reference, include these objectives and define the
relationship between them and response management. If emergency response is defined as a series of
decisions by emergency managers, the emergency plan can be viewed as the framework for decision
making. It structures the options from which a decision maker may choose. In other words, a plan is
composed of decisions made during “normal” times to help guide decisions during a disaster.
The emergency plan is linked to the response phase in two important ways. First, during the planning
process, the major agent-generated and response-generated demands are identified and strategies are
developed for meeting them. The plan itself documents the strategies. Then, in the response phase,
the strategies are evaluated and implemented. The second connection between planning and response
G-5
management is preparedness exercises. Such activities should be mandated in the Emergency
Operations Plan and viewed as part of the emergency planning process.
Emergency Operations Center(s)
As a place, the EOC differs greatly from one organization to another, but the functions are much less
variable. The EOC is responsible not only for assembling and directing local government response,
but also for communicating with all other levels of government, with the private sector, and the public
(both the public at large and the public at risk).
According to SEMS, the EOC is structured to fulfill an organization standard that includes the
functions of management, finance & administration, logistics, operations, and planning & intelligence.
Although each of the SEMS functions are necessary, coordination, communications, and intelligence
are critical.
Communications issues are important to the City of Dublin’s emergency response capability. These
issues include channel capacity, the importance of multiple channels, and the planning for a viable
emergency communications system.
The location of the City of Dublin’s EOC is normally located in the Dublin Public Safety Complex. In
case of a major disaster, this location may be moved at the discretion of the Emergency Manager.
Other rooms in the Public Safety Complex may be identified as meeting rooms for Section, Branch
and Unit Members, as required by the nature of the event.
Alternate Emergency Operations Centers
Alternate emergency operations centers for the City of Dublin are listed by priority:
PRIMARY LOCATION
Dublin Public Safety Complex
6361 Clark Avenue
Dublin, CA
ALTERNATE LOCATION
Dublin Fire Station #17
6200 Madigan Rd
Dublin, CA
G-6
Preservation of Vital Records
The preservation of vital records is of high importance to the City of Dublin. The City has an
established Records Management Program that is tasked to manage City records efficiently and
economically by:
• Reducing the amount of unnecessary records being stored.
• Creating a City-wide Records Retention Program.
• Setting up standards and procedures for storing records.
• Administering salvage paper programs.
• Maintaining historical records of the City.
The preservation of vital records is critical to the City’s recovery from a catastrophic event. In addition
to the information retrieval requirements of response, each response function has a record-keeping
component. Although the principal focus of vital records preservation is to support recovery through
reimbursement for disaster-related costs, vital records also have a broader, more important function.
Vital records describe a reasonably complete compilation of damage, death, physical and mental
trauma, and allocation of public and private resources, making it possible to learn from the disaster
experience.
Vital records for the City of Dublin are maintained in several locations. A non-inclusive list includes
the following:
Types of Records Stored
Birth, Death and Marriage Certificates Alameda County
Property tax Alameda County
Real property Fireproof File – City Clerk’s Office*
Historical archives File Room – City Clerk*
Licenses and permits City Hall – Various Departments
City-employed personnel and
contractors
File Room – City Clerk*
Plans & Drawings City Hall – Various Departments*
Police and Police-related Records
Police Personnel Files
Police Department
* also maintained on Laserfiche
G-7
Protection of Critical Infrastructure
During a disaster, public and private facilities will play varying roles in terms of importance. Their
importance may be based on their day-to-day role and their expansion during an emergency, or upon
unique circumstances common to the requirements of an emergency response.
Definitions of Critical Infrastructures
The critical infrastructure addressed in this annex are as follows:
Telecommunications
The primary networks and systems that support the transmission and exchange of electronic
communications and information among and between end-users (such as networked computers).
Electrical Power
The generation stations, transmission and distribution networks that create and supply electricity to
end-users so that they achieve and maintain nominal functionality, including the transportation and
storage of fuel essential to that system.
Gas and Oil Production, Storage, Transportation
The holding facilities for natural gas, crude and refined petroleum, and petroleum-based fuels, the
refining and processing facilities for these fuels and the pipelines, trucks, and rail systems that transport
these commodities from their source to systems that are dependent on gas and oil in one of their useful
forms.
Banking and Finance
The retail and commercial organizations, investment institutions, and associated operational
organizations, governmental operations, and support entities that are involved in all manner of
monetary transactions, including storage for savings purposes, investment for income purposes,
exchange for payment purposes, and disbursement for loan purposes.
Transportation
The aviation, rail, highway, and aquatic vehicles, conduits, and support systems by which people and
goods are moved from a point of origin to a destination in order to support and complete matters of
commerce, government operations, and personal affairs.
Water Supply
The sources of water, reservoirs and holding facilities, aqueducts and other transport systems, the
filtration and cleaning systems, the pipelines, the cooling systems and other delivery mechanisms that
provide domestic and industrial applications, including systems for dealing with wastewater and
firefighting.
Public Safety
The medical, police, fire, and rescue systems and personnel that are called upon when responding to a
public health, safety, or other unusual incident where speed and efficiency are necessary.
Continuity of Government
Those operations and services of government at federal, state, county, and local levels critical to the
function of the City’s systems such as public health, safety and welfare.
G-8
Alpha-designator (Consequence Index) System
The City has developed an alpha-designator system in order to determine the importance of critical
facilities. The system will assist public safety in assessing the importance of a critical facility. It will
also provide a uniform system for prioritizing incidents collateral to a major catastrophic event.
Alpha-
Designator
Description of Impact
A Potential loss of life is 1-100
B Potential loss of life is 100+
C Significant physical injury to persons in the immediate area
D Significant physical injury to persons in the general area
E Adverse effect on public safety
F Adverse effect on public health
G Significant property damage (in excess of 10 homes or businesses)
H Loss of critical communications or technology support systems
I Major impact on transportation of goods, services, and/or people
J Disruption of public services to a major segment of the population
K Disruption of ability to provide card and shelter in the immediate
area
L Requires immediate evacuation
Critical Category Groupings
In addition to the alpha-designator, facilities will be grouped into one of three categories that describe
their criticality to the City of Dublin’s viability:
Category One
Damage to facilities or occupants will have a significant and immediate impact on the City of Dublin’s
ability to effectively respond to or recover from a catastrophic event. These facilities have been
identified by a public safety or public health agency as critical to public safety or health.
Category Two
Includes facilities that, if damaged or destroyed, will have a significant impact within 24 hours upon
the City’s continuity of operations in business or the public interest. It generally should be an operation
that is normally un-interruptible in nature. Alternatively, it could have regional, statewide, or national
impact that could severely impact economic, governmental, or industrial operations.
Category Three
Includes facilities that, if damaged or destroyed, can cause significant impact within 72 hours to the
continuity of operations in business or other public interest.