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Home My WebLink AboutCC Resolution 12229 (Emergency Operations Plan)RESOLUTION 12229 RESOLUTION APPROVING THE 2007 CITY OF SAN RAFAEL EMERGENCY OPERATIONS PLAN WHEREAS, the City of San Rafael is required by Government Code Section 8610, within the California Emergency Services Act, to have an Emergency Operations Plan for mobilization of the City's resources to protect the City's citizens in the event of a disaster; and WHEREAS, the City Council previously adopted the 2004 City of San Rafael Emergency Operations Plan on March 15, 2004, pursuant to Resolution No. 11519; and WHEREAS, there is a need to update the City of San Rafael Emergency Operations Plan to meet State of California Standardized Emergency Management requirements and Federal National Incident Management Standards; and WHEREAS, the updated City of San Rafael Emergency Operations Plan will provide a Management Structure, Concept of Operations and check lists for participants to follow; and WHEREAS, the updated City of San Rafael Emergency Operations Plan has been changed and reorganized to reflect City's and community's needs. NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby: 1. Rescinds Resolution No. 11519, approving the 2004 City of San Rafael Emergency Operations Plan; and 2. Approves the 2007 City of San Rafael Emergency Operations Plan, a copy of which is on file with the City Clerk. I, Jeanne M. Leoncini, Clerk of the City of San Rafael, hereby certify that the foregoing Resolution was duly and regularly introduced and adopted at a regular meeting of the City Council of the City of San Rafael, held on Monday, the 2nd of April, 2007, by the following vote, to wit: AYES: COUNCILMEMBERS: Cohen, Heller, Miller, Phillips and Mayor Boro NOES: COUNCILMEMBERS: None ABSENT: COUNCMMEMBERS: None A. JE M. LEONCINI, City Clerk I i. City of San Rafael Emergency Operations Plan Part 1 Draft (Not for Publication) Review date: 1/25/2007 i 3/27/2007 * EOP Modification Register Change Date Change Posted by (Signature) 1 T 3/27/2007 . nti r.� .ey - 1- a 1�• r� 1 3/27/2007 Emergency Operations Plan Letter of Promulgation LETTER OF PROMULGATION Approval Date: xxxxxxx, 2007 To: Officials, Employees, and Citizens of the City of San Rafael: The preservation of life, property and the environment is an inherent responsibility of local, state, and federal government. The City of San Rafael has prepared this emergency operations plan to ensure the most effective and economical allocation of resources for protection of people and property in time of an emergency. While no plan can completely prevent death and destruction, good plans carried out by knowledgeable and well-trained personnel can and will minimize losses. This plan establishes the emergenoy organization, assigns tasks, specifies policies and general procedures, and provides for coordination of planning efforts of the various emergency staff and service elements utilizing the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). 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. This emergency operations plan is an extension of the State Emergency Plan and the National Response Plan (NRP). It will be reviewed and exercised periodically and revised as necessary to meet changing conditions. The San Rafael City Council gives its full support to this plan and urges all officials, employees and the citizens, individually and collectively, to do their share in the total emergency effort of the City of San Rafael. This letter promulgates the City of San Rafael Emergency Operations Plan, constitutes the adoption of the City of San Rafael Emergency Operations Plan, and the adoption of the Standardized Emergency Management System and the National Incident Management System by the City of San Rafael. This emergency operations plan becomes effective on acceptance by the City Council of the City of San Rafael. Albert J. Boro Mayor City of San Rafael Page Emergency Operations Plan TABLE OF CONTENTS Table of Contents LETTEROF PROMULGATION.............................................................................................. t GLOSSARYOF TERMS....................................................................................................... I v COMMON ACRONYMS AND ABBREVIATIONS........................................................................ IV PART ONE — GENERAL INFORMATION.........................................................................4 Foreword...................................................................................................................... 4 Authorities...................................................................................................................4 Federal..................................................................................................................... 4 State......................................................................................................................... 4 Local......................................................................................................................... 4 The City of San Rafael Emergency Management Organization...................................4 Conceptof Operations...............................................................................................4 General.................................................................................................................... 4 EmergencyPhases................................................................................................. 4 PreparednessPhase................................................................................................4 ResponsePhase...................................................................................................... 4 RecoveryPhase.......................................................................................................4 MitigationPhase.....................................................................................................:.4 Standardized Emergency Management System..........................................................4 Purpose.................................................................................................................... 4 SEMSLevels............................................................................................................ 4 Incident Command System (ICS)............................................................................. 4 MutualAid System.................................................................................................... 4 Multi-Agency/Infer-Agency Coordination.................................................................. 4 HazardSummary .........................................................................................................4 General. .................................................................................................................... 4 MajorIndustries...................................................................................................... 25 Highways, Roads and Rail Lines .................................................... HazardousMaterials............................................................................................... 25 HazardImpacts........................................................................................................ 4 ContinuityOf Government............................................................................................4 Introduction............................................................................................................... 4 Linesof Succession.................................................................................................. 4 Reconstitution of the Governing Body......................................................................4 Page ii Emergency Operations Plan TABLE OF CONTENTS City of San Rafael Governing Body Lines of Succession ......................................... 4 Protectionof Vital Records...........................................................................................4 Public Awareness and Education.................................................................................4 Emergency Operations Plan Management.................................................................. Emergency Operations Plan Modifications............................................................... 4 7 ` Emergency Operations Plan Distribution.................................................................. 4 ro t Training and Exercising...............................................................................................4 z. x Training................................................................................................................... 4 Exercising................................................................................................................. 4 ' y PART TWO — INITIAL RESPONSE OPERATIONS...........................................................4 Conceptof Operations.................................................................................................4 Alerting and Warning Activation Staffing Response Model....................................................................... 37 Activation Authority. • 4 .e Implementation......................................................................................................... 4 FieldResponse............................................................................................................4 Organization............................................................................................................. 4 UnifiedCommand.....................................................................................................4 Coordinated Multi -Agency Response....................................................................... 4 aY IncidentAction Plans................................................................................................ 4 . .................................. ...............................................4 Field Coordination ................... ... Coordination with Department Operations Centers .................................................. 4 Coordination with the Marin County/Operational Area EOC..................................... 4 Coordination with Special Districts, Private, and Volunteer Agencies in Initial ResponseOperations...............................................................................................4 About Field Response Checklists.............................................................................4 PART THREE — EXTENDED RESPONSE OPERATIONS.................................................4 Concept of Operations.................................................................................................4 Department Operations Centers..................................................................................4 Introduction............................................................................................................... 4 Responsibilities........................................................................................................ 4 Emergency Operations Center.....................................................................................4 Introduction............................................................................................................... 4 Primary and Alternate Locations.............................................................................. 4 ActivationPolicy....................................................................................................... 4 EOC Activation Stages and Minimum Staffing Guide Per Stage .............................. 4 ActionPlanning........................................................................................................ 4 Resource Coordination.............................................................................................4 Page iii 's t( R. 3 Emergency Operations Plan TABLE OF CONTENTS P I 1 , E:., i L II gid. P.p.1 i . n 116.1kimi .1 .1C Yi.. 11011 1 Yiia Y:•Wi y nJai.:-x�. EOCCoordination...................................................................................................... 4 Coordination with Field Response Level.............................................................. . 4 Coordination with City Department Operations Center ............................................ 4 Coordination with Marin County Operational Area Member Jurisdictions ................ 4 Coordination with Special Districts...................................................................... 4 Coordination With The Coastal Region Emergency Operations Center ................ 4 Coordination with State and Federal Field Response ............................................... 4 Coordination with Private and Volunteer Agencies ................................................... 4 Damage Assessment and Situation Reporting.............................................................4 General. .................................................................................................................... 4 Damage Assessment............................................................................................... 4 SituationReporting................................................................................................... 4 PublicInformation........................................................................................................4 Coordination............................................................................................................. 4 Priorities................................................................................................................... 4 Emergency Declarations .............................................................................................. 4 Proclamation of a Local Emergency......................................................................... 4 Request for Concurrence of Local Emergency......................................................... 4 Requesting a Governor's Proclamation of a State of Emergency ............................. 4 Transition into Recovery Operations .................... ..... .............. .... 4 EOC ICS Functions ............................................... ........ .......... . I. ...... . 4 Overview............................................................................................................. 4 Agency Representatives and Technical Advisors . ................................................ 4 PART FOUR — RECOVERY OPERATIONS...................................................................77 Concept of Operations..............................................................................................4 Short -Term Recovery ...................................................................................................4 Long -Term Recovery ...................................................................................................4 Recovery Operations Organization........................................................................ 4 Recovery Operations Responsibilities................................................................... 82 Recovery Damage/Safety Assessment.................................................................... 4 Documentation......................................................................... .... .................... 4 After -Action Reporting............................................................................................4 Disaster Assistance.....................................................................................................4 Introduction............................................................................................................... 4 Emergency Declaration Impact on Assistance Programs ......................................... 4 Public Assistance Program Responsib lities............................................................. 4 Individual Assistance Program Responsibilities....................................................... 4 Hazard Mitigation Grant Program Responsibilities................................................... 4 Page iv S, tt ;lj Emergency Operations Plan Index of Figures INDEX OF FIGURES Figure 1. San Rafael EOC organization...........................................................................4 Figure 2. Coordination between SEMS levels...............................................................15 Figure 3. General flow of Mutual Aid requests and resources.........................................4 Figure 4. Flow of Mutual Aid requests through SEMS levels...........................................4 Figure 5. CA OES Administrative Regions......................................................................4 Figure6. Mutual Aid regions............................................................................................4 Figure 7. Governor's Office of Emergency Services, Coastal Region .............................4 Figure 8. Typical ICS field response organization...........................................................4 Figure 9. Emergency Operations Center, 1400 Fifth Street San Rafael ..........................4 Figure 10. Alternate EOC conceptual plan, 111 Morphew St, San Rafael.......................4 Figure 11. Recovery Operations organization.................................................................4 Page v Emergency Operations Plan i, _ ., i i _ . � ..I 0.1 I I Ii 11Y,� II �r1111JIIL .ri u.l �Y�117�IY Itl il�lll tnnn Index of Tables Table 1. City functional responsibilities matrix........................................................ Table 2. City Governing Body lines of succession ................................................ Table 3 San Rafael departmental lines of succession. (Rev. 1/02) .................... Table 4. EOC activation stages, by type of event............................................................4 Table 5. Recommended EOC staffing, by activation stage..............................................4 Table 6. Recovery responsibilities...................................................................................4 Page vi Emergency Operations Plan COMMON ACRONYMS AND ABBREVIATIONS Glossary of Common Terms The source of definitions is the ICS Glossary of Terms, State OES Mutual Aid Guides for Law Enforcement, Law Enforcement Operations, Coroner Operations and the FEMA FAAT document. Term Definition Action Plan The plan prepared in the EOC containing the emergency response objectives of that SEMS level, reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies. Department A location, within the responding department where the Operations Center department controls departmental resources, provides support and, emergency response can be coordinated. The department provides an agency representative to the City Emergency Operations Center. Disaster A sudden and extraordinary misfortune; a calamity which threatens or causes extraordinary loss of life and property. Emergency A condition of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy. Emergency Alert A listing of key city personnel who, when conditions demand, are List (Emergency called to the City's Emergency Operations Center to perform Management assigned duties in their disaster emergency management roles. Team) Emergency Notification List Emergency Operations Center Emergency Response Agency Emergency + Response Personnel Incident A list comprising of a combination of city officials, community contacts, and media outlets, who are to be notified when Disaster conditions are present and emergency information needs to be immediately disseminated. A location from which emergency management can be performed. Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization. Personnel involved with an agency's response to an emergency. A natural or human -caused occurrence or event that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources. Emergency Operations Plan _ .._........ .. _,i :.:�,. Incident Action The plan developed at the field response level that contains Plan objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written. Incident The individual responsible for the command of all functions at t Commander field response level. Incident A nationally -used standardized on -scene emergency Command System management concept. ICS is specifically designed to allow its (ICS) users to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents. ICS enables a unified command structure allowing multiple agencies to interact without being hindered by jurisdictional boundaries. ICS is the field -level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident. Local Government Local agencies as defined in Government Code §8680.2 and special districts as defined in 19 CCR Div. 2, Chapter 6, section 2600 et seq. Master Mutual Aid The California Disaster and Civil Defense Master Mutual Aid Agreement Agreement made and entered into by and among the State of California, its various departments and agencies, and the variou political subdivisions of the State. The agreement provides for support of one jurisdiction by another. Multi -agency or The participation of agencies and disciplines involved at any level inter -agency of the SEMS organization, working together in a coordinated coordination effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents. Mutual Aid Voluntary aid and assistance provided by an agency in the event that a disaster should occur. Performed through the interchang of services and facilities, including, but not limited to- fire, police, medical and health, communication, and transportat on services and facilities. The primary goal of mutual aid is to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction which would arise in the event of a disaster. Mutual aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. Mutual Aid Region A subdivision of the State emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the State, consisting of two or more county Operational Areas. Page viii il 4 M Emergency Operations Plan Term Definition National That consistent set of rules and procedures governing the overall Incident operational control or coordination of emergency operations Management specified in regulations (Presidential Directive 8). It identifies at System (NIMS) each level of the national emergency organization, the direction of field forces and the coordination of joint efforts of government and private agencies. State and Local jurisdictional compliance is required in order to receive federal grant funding. Operational Area An intermediate level of the State emergency services organization, consisting of a county and all political subdivisions within the county area. The Operational Area is a special- purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area may be used by the county and the political subdivisions comprising the Operational Area for the coordination of emergency activities. It may serve as a link in the system of communications and coordination between the state's emergency operating centers and the operating centers of the Operational Area member jurisdictions. The Operational Area augments, but does not replace, any member jurisdiction. Political Any city, city and county, county, district, or other local subdivision governmental agency or public agency authorized by law. Standardized That consistent set of rules and procedures governing the overall Emergency operational control or coordination of emergency operations Management specified in regulations (CCR Title 19, Division 2, §2400 et seq). System (SEMS) It identifies at each level of the statewide emergency organization, the direction of field forces and the coordination of joint efforts of government and private agencies. ICS is the field level component of SEMS. State of The duly proclaimed existence of conditions of disaster or of Emergency extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor's warning of an earthquake or volcanic prediction, or other conditions, other than conditions resulting from a labor controversy or conditions causing a "state of war emergency". These conditions are or will likely be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city and require the combined forces of a mutual aid region or regions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the California Public Utilities Commission. Page ix Emergency Operations Plan I I . � . i I .. 11:. I., i. 010d D. 4;—I a.. ii .I IIMI .i .. ...:.... Yri �_t.....i .x... _..sem. F. -K.. Common Acronyms and Abbreviations Term DA e DOC Department Operations Center DSR Damage Survey Report DSW Disaster Service Worker EAS Emergency Alert System _ EOC Emergency Operations Center EOP Emergency Operations Plan EPI Emergency Public Information FEMA Federal Emergency Management Agency ICS Incident Command System IDE Initial Damage Estimate LE Law Enforcement MCHS Marin County Health Services NIMS National Incident Management System _ OA Operational Area OASIS Operational Area Satellite Information System OES Office of Emergency Services T PA Public Assistance _ PDA Preliminary Damage Assessment PIO Public Information Officer PW Public Works REOC Region Emergency Operations Center (State OES) RIMS Response Information Management System SEMS Standardized Emergency Management System TENS Telephone Emergency Notification System Page x Part One General Information Irk - 'i , Emergency Operations Plan PART ONE — GENERAL INFORMATIOy Foreword GENERAL INFORMATION i1 L 1 ill y 1 6I 11.Yl1IVa Y..I I Ili W,. The City of San Rafael Emergency Operations Plan (EOP) addresses the planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies in or affecting the City. This Plan: establishes the emergency management organization required to respond to and mitigate any significant emergency or disaster affecting the City; identifies the policies, responsibilities and procedures required to protect the health and safety of San Rafael communities, public and private property, and the environmental effects of natural and technological emergencies and disasters; and, establishes the operational concepts and procedures associated with field response to emergencies, the City Emergency Operations Center (EOC) activities, and the recovery process. This Plan establishes the framework for implementation of the California Standardized Emergency Management Systern (SEMS) and the National Incident Management System (NIMS) in the City of San Rafael. The Plan is intended to facilitate multi -agency and multi -jurisdictional coordination in emergency operations, particularly between Uity of San Rafael and local governments, including special districts, the county and state agencies. This document is a concept of operations guide. It is also a planning reference. City departments and local agencies that have roles and responsibilities identified in this Plan are encouraged to develop emergency operations plans, detailed standard operating procedures (SOPs), and emergency response checklists based on the provisions of this Plan. This Plan will be used in conjunction with the State Emergency Plan and the National Response Plan (NRP). This Plan is designed to guide the reader or user through each phase of an emergency: preparedness, response, recovery, and mitigation. It is divided into four parts with supporting annexes. This plan is a living document and should be reviewed quarterly by staff for updates Part One — General Information focuses on the preparedness phase. It is the "basic plan" which describes the structure of the City's emergency management Page 2 {r mer`gency Operations Plan GENERAL INFORMATION organization; its responsibilities and operational concepts for multi -hazard �s emergency preparedness, response, recovery, and mitigation. Part Two — Initial Response Operations is the initial emergency operations guide. It refers to a series of hazard -specific checklists designed to provide field - level responders with the basic considerations and actions necessary for effective emergency response. It also provides field -level responders with the framework to implement SEMS. ts. Part Three — Extended Response Operations addresses extended emergency operations (response). It outlines the operational procedures for City emergency . management staff to conduct extended emergency response operations, usually coordinated at the City EOC. It also addresses the framework to implement SEMS at the EOC and the transition to the recovery phase. �• Part Four — Recovery Operations addresses recovery and mitigation activities. It ! describes the organization to coordinate recovery operations within the City and responsibilities for various aspects of recovery and hazard mitigation. C 7i • . 3i. t rM i s� Page 3 Emergency Operations Plan GENERAL INFORMATION I . 6 1 . . . .1, .11 1, iI ii 4 lJ11 it it . . Ind / 4 10a 12h.0 Ad 1MI 11 Authorities The following laws and regulations provide emergency authorities for conducting and/or supporting emergency operations: Federal State Local • Federal Civil Defense Act of 1950 (Public Law 920, as amended). • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended). • Army Corps of Engineers Flood Fighting (Public Law 84-99). • Homeland Presidential Security Directive (HSPD-5), 2004 • California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of 'J le Government Code). • Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations) and (California Government Code §8607 et. seq.). • Hazardous Materials Area Plan Regulations (Chapter 4 of Division 2, ';tie 19, Article 3, §2720-2728 of the California Code of Regulations ) and (California Health and Safety Code, Division 20, Chapter 6 95, Sectio 25503.5) • California Department of Water Resources Flood Control (California Ulmer Code §128). • California Disaster and Civil Defense Master Mutual Aid Agreement. • Orders and Regulations which may be Selectively Promulgated by the Governor during a STATE OF EMERGENCY. • Orders and Regulations which may be Selectively Promulgated by th(- Governor to take affect upon the Existence of a STATE OF WAR EMERGENCY. • San Rafael City Ord. 1845 § 2 (part), 1973. • Marin County Operational Area Agreement (date) Page 4 'aTk Emergency Operations Plan GENERAL INFORMATION San Rafael Emergency Management Organization City of San Rafael's emergency management organization uses the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). The City is part of the Marin County Operational Area and the Coastal Region of the Governor's Office of Emergency Services (State OES). The City Manager directs the emergency management organization, serving as the Director of Emergency Services. The Director of Emergency Services is responsible for implementing the EOP through the efforts of the City's Office of Emergency Services assigned to the Office of the City Manager. The City emergency organization is depicted in Figure 1 (Page 4). Within the emergency organization, departments and agencies have specified roles and responsibilities for certain functions. A matrix showing these responsibilities is shown in Table 1 (Page 4). Page 5 Emergency Operations Plan GENERAL. INFORMATION 11 :. . .: i -I I I ii_li 1y kliuyL U1.411rS.11 I Wjk_r L. �.i,�. ... .... �....... ia,n...,.,.�...d_._,,,.is. arx,.a'=..i^'�9 Concept of Operations General This EOP addresses the entire spectrum of contingencies, ranging from relative minor incidents to large-scale disasters, such as a major earthquake. Some emergencies will be preceded by a buildup or warning period, providing sufficient time to warn the public and implement mitigation measures designed to reduce loss of life, property damage, and effects on the environment. Other emergencies occur with little or no advance warning, requiring the immediate activation of the EOP and efficient and coordinated mobilization and deployment of resources. All departments and agencies of the City must be prepared to promptly and effectively respond to any foreseeable emergency, taking all appropriate actions, including requesting and providing mutual aid. Emergency Phases Emergency management activities during peacetime and national security emergencies can be broken down into four phases: • Preparedness • Response • Recovery • Mitigation Preparedness Phase The preparedness phase involves activities that are undertaken in advance of an emergency or disaster. These activities develop operational capabilities and effective responses to a disaster. Preparedness activities fall into two basic areas: readiness and capability. Examples Readiness activities shape the framework and create the basis of knowledge necessary to complete a task or mission. Readiness activities might include: implementing hazard mitigation projects; • developing hazard analyses; • developing and maintaining emergency plans and procedures; • conducting general and specialized training; a conducting exercises; o developing mutual aid agreements; and, • Improving emergency public education and warning systems. Page 8 Emergency Operations Plan GENERAL INFORMATION `i SOPS assessment of City resources; ;; . comparison and analysis of anticipated resource requirements and resources; and, • Identification of local sources to meet anticipated resource "shortfall." City departments that have responsibilities in this plan will prepare Standard Operating Procedures (SOPs) detailing personnel assignments, policies, notification rosters, and resource lists. increase its readiness when it receives a warning or observes that an emergency V_` Emergency response personnel should be acquainted with these SOPs and 'F receive periodic training on the policies and procedures contained within the SOPs. • issuance of a credible long-term earthquake prediction; Capability activities involve the procurement of items or tools necessary to complete the task(s) or mission(s). Capability activities might include: • conditions conducive to Wildland fires, such as the combination of high heat, assessment of City resources; ;; . comparison and analysis of anticipated resource requirements and resources; and, • Identification of local sources to meet anticipated resource "shortfall." Increased Readiness Increased readiness activities may include, but are not limited to, the following: • briefing the Director of Emergency Services and other key officials or employees of the City; reviewing and updating the City EOP & SOPs; • increasing public information efforts; 5' Page 9 Response Phase The response phase includes increased readiness, initial response, and extended response activities. The City of San Rafael will initiate actions to increase its readiness when it receives a warning or observes that an emergency situation is imminent or likely to occur. 'F Events that may trigger increased readiness activities include: • issuance of a credible long-term earthquake prediction; • receipt of a flood advisory or other special weather statement; • receipt of a potential dam failure advisory; • conditions conducive to Wildland fires, such as the combination of high heat, strong winds, and low humidity; • an expansive hazardous materials incident; • a forecast of insufficient electrical power supply to meet demand; • a rapidly -deteriorating international situation that could lead to an attack upon the United States; and a Information or circumstances indicating the potential for acts of violence or civil disturbance. Increased Readiness Increased readiness activities may include, but are not limited to, the following: • briefing the Director of Emergency Services and other key officials or employees of the City; reviewing and updating the City EOP & SOPs; • increasing public information efforts; 5' Page 9 Emergency Operations Plan GENERAL INFORMA RON • i i III I I it I I , II i 1.1 I it � IIY�iII YFii'id7.iklY�-'1 >rpC.A9+pli.WYX.�iWT:+jq{re,�Fy yy yil>Qii41YIL�(IIiiJL ii]liyifiw i.i..., c...w• rurS�7-J' accelerating training efforts; • inspecting critical facilities and equipment, including testing warning and communications systems; • recruiting additional staff and Disaster Service Worker volunteers; • conducting drills of emergency response personnel; ■ warning threatened elements of the population; • conducting precautionary evacuations in the potentially impacted area(s); • mobilizing personnel and pre -positioning resources and equipment; and ■ Contacting State and Federal agencies that may be involved in field activities. Initial Response The City of San Rafael initial response activities are primarily performed at the field response level. The main goal is to minimize the effects of the emergency or disaster. Part Two — Initial Response Operations provides a hazard -specific guide to th departments responsible for initial response operations in the City. Examples of initial response activities inCILIJ,: ■ making all necessary notifications, including City depailmei its and personnel the Marin County Operational Area, neighboring jurisdictions, aril ,`-& `,,Jte OES Coastal Region; • disseminating warnings, emergency public information, and instructions to the citizens of the City of San Rafael; • conducting evacuations and/or rescue operations; • caring for displaced persons and treating the injured; • conducting initial damage assessments and surveys; • assessing the need for mutual aid assistance; ■ mitigating the effect of the hazard by restricting movement of traffic and people, and regulating access to affected areas; ■ notifying the news media; and • Developing and implementing Initial Action Plans. Extended Response The City of San Rafael's extended response activities are primarily conducted in the Emergency Operations Center (EOC). Extended emergency operations involve the coordination and management of personnel and resources to mitigate an emergency and facilitate the transition to recovery operations. Part Three — Extended Response Operations provides specific guidance for conducting extended operations, including those functions performed by the EOC staff. Examples of extended response activities include: Page 10 Y W Emergency Operations Plan GENERAL INFORMATION • preparing detailed damage assessments; • operating mass care facilities; • conducting mass casualty operations; • procuring required resources to sustain operations; • documenting situation status; • protecting, controlling, and allocating vital resources; • restoring vital utility services; • tracking resource allocation; • conducting advance planning activities; • documenting expenditures; • developing and implementing Action Plans for extended operations; • disseminating emergency public information, directly and through the news media; • declaring a local emergency; and, • Coordinating with County, State and Federal agencies working within the City. Recovery Phase Recovery involves restoring services to the public and returning the affected area(s) to at least their pre -emergency conditions. Recovery activities may be both short-term and long-term, ranging from restoration of essential utilities such as water and power, to mitigation measures designed to prevent future occurrences of a given threat. i. IS °YY,R Part Four — Recovery Operations describes the roles and responsibilities of each level of government in recovering from a disaster. Examples of recovery activities include: • restoring utilities; • applying for State and Federal assistance programs; _ • conducting hazard mitigation analyses; identifying residual hazards; and Calculating and recovering costs associated with response and recovery. Mitigation Phase Mitigation efforts occur both before and after emergencies or disasters. Post - disaster mitigation is actually part of the recovery process. This includes eliminating or reducing the impact of hazards that exist within the City. Mitigation efforts include: • amending local ordinances and statutes, such as zoning ordinances, building codes, and other enforcement codes; Page 11 Emergency Operations Plan GENERAL INF®RMAMON �+--�+..w-- - ate^' - - _ ... _... . �+f�►+nir_4+210�-�..,. .....�. ,�'�+�Asel G:. e _. _._,..;x.. �..;s::. "�.� t sa initiating structural retrofitting measures; o assessing tax levies or abatements, ■ emphasizing public education and awareness; encouraging maintenance/upkeep of potentially hazardous areas such s waterways, slopes and Wildland areas. Page 12 Emergency Operations Plan National Incident Manaaement Svstem GENERAL INFORMATION .The National Incident Management System (NIMS) is a comprehensive national approach to incident management, applicable at all jurisdictional levels and across functional disciplines. NIMS provides a consistent nationwide approach for federal, state, tribal entities, local governments, and private and non-governmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. NIMS are the outgrowth of systems developed and implemented by dedicated responders over many years, and its design and approach was developed by those who use these systems. The Incident Command System is the basis and key management system in NIMS. The City of San Rafael fully embraces the concepts and functions of ICS. The Incident Command System will be used in the San Rafael Emergency Operations Center, Department operation Centers and at all field incidents. Standardized Emeraency Manaaement Svstem Purpose The Standardized Emergency Management System (SEMS) is intended to standardize response to emergencies involving multiple jurisdictions or multiple agencies. SEMS is intended to be flexible and adaptable to the needs of all emergency responders in California. SEMS requires emergency response agencies to use basic principles and components of emergency management, including the operational area concept, the Incident Command System, established mutual aid systems, and multi -agency or inter -agency coordination. SEMS Levels There are five designated levels in the SEMS organization: field response, local government, operational area, regional, and State. Each level is activated as �¢ needed. The field response level commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat. The local government level manages and coordinates the overall emergency response and recovery activities within its jurisdiction. The local government level includes cities, counties, and special districts. The Operational Area (OA) level manages and/or coordinates information, resources, and priorities among local governments, and serves as the coordination and communication link between the local government level and the regional level. Page 13 Emergency ® erations Plan GENERAL INFORKA, TION The Operational Area includes all the jurisdictions and special districts within the county's geographical area. The County of Marin is the lead agency for the Marin County Operational Area. The regional level manages and coordinates information and resources among operational areas within the mutual aid region, and between the operational areas and the state level. This level, along with the State level, coordinates overall State agency support for emergency response activities. The State level manages State resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional level and State level, and serves as the coordination and communication link with the Federal disaster response system. Coordination with Other Levels of Government The City of San Rafael has identified the jurisdictions, special districts, volunteer agencies, and private agencies within the County geographical area that may have an emergency response role within the City of San Rafael during an emergency or disasterthat affects the City. Their emergency roles have b— en identified and provisions for coordination with each of them made. The r r t Marin will be the main point of contact for most volunteer and private; +�s. The volunteer and private agencies will be working through the Liaison Officer at the Marin County Operational Area Emergency Operations Center. The Marin County Operational Area Agreement between the County of Marin, The City of San Rafael, and other cities within the County and the special districts defines the roles and responsibilities of each party. The agreement is on file at the Marin County Sheriffs Emergency Services Division, Emergency Operations Center, 3501 Civic Center Drive, San Rafael, Ca Page 14 H� I. • r Emergency Operations Plan GENERAL INFORMATION FIGURE 2. COORDINATION BETWEEN SEMS LEVELS A1R Page 15 f OES COASTAL REGION EOC Il [MARIN OPERATIONAL AREA EOCI City of San Rafael ( OTHER CITIES & SPECIAL 1 ( MARIN COUNTY DEPARTMENTS EOC I DISTRICTS 1 I & ECC FIRE DEPARTMENT ECC 1 POLICE ECC 1 PUBLIC WORKS ECC FIGURE 2. COORDINATION BETWEEN SEMS LEVELS A1R Page 15 Emergenc.. Operations Pian GENERAL INFORMi`- ON Incident Command System (ICS) General The Incident Command System (ICS) is a nationally -used, standardized, on - scene emergency management concept. It is specifically designed to allover its users to adopt an integrated organizational structure equal to the complexit;r and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident. ICS establishes lines of supervisory authorities and formal reporting relationships. There is complete unity of command; each position and pe{,-. ? within the system has a single designated supervisor. Direction and supe ion follows established organizational lines at all times. Functions The five functions of the ICS organization are command, operations, p' logistics, and finance. • Command is responsible for directing, ordering, and/or controlling res( es by virtue of explicit legal, agency, or delegated authority. This function 1 known as Management outside a field response organization. • Operations are responsible for the coordinated tactical response of ad' fi,.., operations directly applicable to or in support of the mission(s) in acc ce with the Incident Action Plan. • Planning is responsible for the collection, evaluation, document on, ise of information about the development of the incident. • Logistics is responsible for providing facilities, services, pe, ;,onnid, equipment, and tracking the status of resources and materials in support of the incident. • Finance is responsible for all financial and cost analysis aspects of the incident, and any administrative aspects not handled by the other functions. Each of these functions is organized into a section. In the field response le el, the Command Staff consists of the Incident Commander, Deputy Incident Commander, Public Information Officer, Safety Officer, and the Liaison Off er. The General Staff includes the h•efs of each section. Page 16 ;.wEmergency Operations Plan GENERAL INFORMATION Principles ICS provides for the following kind of operations: Page 17 a • single jurisdictional/agency involvement; = i.' single jurisdictional responsibility with multiple -agency involvement; and, ,71,1 • Multiple jurisdictional responsibility with multiple -agency involvement. t° The system's organizational structure adapts to any emergency or incident to which emergency response agencies would expect to respond. The system is ;: �' applicable and acceptable to all user agencies. ICS is readily adaptable to new technology. It expands in a rapid and logical manner from an initial response to a r?`€}' major incident and contracts just as rapidly as organizational needs decrease or Y the situation wanes. ICS has basic common components in organization, ,., terminology and procedures. Page 17 a Components = i.' The components of ICS are: common terminology; A • modular organization; unified command structure; ;: �' • consolidated action plans; manageable span -of -control; r?`€}' • pre -designated incident facilities; Y comprehensive resource management; and 'Y integrated communications. Common terminology s Common terminology means the established common titles for organizational functions, resources, and facilities within ICS. Modular organization The ICS organizational structure develops in a modular fashion, based upon the ' type and size of an incident. The organization's staff builds from the top down as the incident grows, with responsibility and performance placed initially with the Incident Commander. It is not necessary to implement levels of the ICS t organization unless they are required. In all incidents there will be five functions: management, operations, planning, logistics and finance. These may be organized and staffed into sections as the incident grows. The Incident Commander may initially perform all five functions. Page 17 a Emergency Operations Pian GENERAL WFORMA TION 7=22 !tFj As the incident grows, each function may be established as a section with several units under each section. ICS's modularity and flexibility of application allows it to rapidly adjust and build the organization for the function it is to perform. Aside from the Incident Commander, there is no required structure or order in which positions are filed The ICS organization can be as small as one person or large enough to handle thousands of emergency responders. Unit>ied command Unified command structure is a unified team effort which allows all agencies with responsibility (either geographical or functional) for the incident to manage the incident by establishing a common set of objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility or accountability. Consolidated action plans Consolidated action plans identify objectives and strategies made by the Incident Commander for the incident based upon the requirements of the affected jurisdiction. In the case of unified command, the incident objectives MLI _x adequately reflect the policy and needs of all the jurisdictional agencies l i consolidated action plans for an incident document the tactical and suppori activities required for the operational period (the period of time for which th- plan is valid). Span -of -control Manageable span -of -control within ICS is a limitation on the number of emergency response personnel who can effectively be supervised or directed by a single supervisor. The type of incident, the nature of the ree-pons or distance, and safety will influence the span -of -control range I lie ordinary pan of -control range is between three and seven personnel. Pre -designated incident facilities ICS identifies the need for pre -designated incident facilities. The requirements of the incident determine the types and locations of facilities to be used. Comprehensive resource management Comprehensive resource mam.geinent is the identification, grouping, assignment and tracking of resources in an efficient manner. This ensures that available Page 18 Emergency Operations Plan GENERAL INFORMATION resources will be used to their best advantage, and that only the needed resources will be requested or sent to the incident scene. Y� Intearated communications E Integrated communications are managed through the use of a common x- communications plan and an incident -based communications center established for the use of tactical and support resources assigned to the incident. , Mutual Aid System The statewide mutual aid system is the foundation of California's emergency planning and response. This system is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a situation. The California Master Mutual Aid Agreement is the basis for the system, as referenced in the California Emergency Services Act. It created a formal process wherein each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever it is needed. Y+i . 4 The State is obligated to provide available resources to assist local jurisdictions in emergencies. To facilitate the coordination and flow of mutual aid, the State has been divided into three administrative regions (Figure 5, Page 4) and six mutual aid regions (Figure 6, Page 4). The City of San Rafael is located within Mutual Aid Region II. The general flow of resource requests within the mutual aid systems is depicted in the diagram in Figure (Page 4). Discipline -specific mutual aid The statewide system includes several discipline -specific mutual aid systems, such as (but not limited to) fire, rescue, law enforcement, coroner, search and rescue, and emergency management. The adoption of SEMS or NIMS does not `} alter existing mutual aid systems. ' S To further facilitate the mutual aid process, particularly during day-to-day r - emergencies involving public safety agencies, Fire and Rescue and Law Enforcement Mutual Aid Coordinators have been selected and function at the Operational Area, regional and State levels. Regional Disaster Medical Health �.... Coordinators have been identified for each mutual aid region to coordinate medical mutual aid during disasters. It is expected that during activation the appropriate Operational Area Mutual Aid Coordinators will be assigned to the Marin County EOC. Page 19 EmeTencOperations Plan GENERAL INFORAG ATION The basic 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 SEMS level. Volunteers Volunteer and private agencies are part of the City's mutual aid system. T' .: American Red Cross and Salvation Army are essential elements of the City's response to meet the care and shelter needs of disaster victims. Red Cross aide will be coordinated through the Marin County Operational Area EOC. Private sector medical and health resources are an essential part of the City's medical response. Volunteer and private agencies mobilize volunteers and other resources through their own systems. San Rafael operates a walk-in Emergency Volunteer Center. If a disaster should occur, a spontaneous volunteer can either visit the center or call on its phone bank. If the need for human resources is imminent and urgent, the volunteer should come to the Center where a receptionist will explain the intake process including the latest disaster updates and provide the volunteer with intake forms to be completed. The volunteer will then be interviewed to assess and determine the person's strengths, interests and/or specialized experience. After completing the interview, the volunteer will be advised of available openings and referred to an agency or relief operation. These agencies are coordinated through th:. -OC Volunteer! ' sources Coordinator and the Volunteer CeiiLer Unit I �r DART The City of San Rafael has an active Civil tiergency Response Team (CERT) program known as Disaster Area R sponse Team (DART) Citizen Volunteers attend 24 hours of emergency skills training. Team members are located throughout the City and will provide first responder services in the event of a disaster. Coordination of requests Incoming mutual aid resources may be received and processed at spverai types of facilities including marshaling arc s, mobilization centers and irn_ Je nt facilities. Staging areas are used for the complete assemblage of personnel and other resources prior to being sent directly to the disaster site. Mobilization centers are off-incid sit locations at which emergency response personnel and equipment are temporarily located pending assignment, release or reassignment. Page 20 •� p �. :Ethergency Operations Plan I #y � f �•, �la r< -F Ailsa•.. GENERAL INFORMATION Incident facilities include incident command posts, staging areas, bases, and camps. Staging areas are temporary locations at or near an incident where personnel and equipment are kept while awaiting tactical assignments. During a proclaimed emergency, the Operational Area will coordinate mutual aid requests between The City of San Rafael, the Marin Operational Area member jurisdictions, and the State OES Coastal Regional Emergency Operations Center (REOC) in Oakland. Requests should specify, at a minimum: • number and type of personnel needed, and/or; • type and amount of equipment needed; • reporting time and location; • authority to whom forces should report; • access routes into the affected area(s); • estimated duration of operations; and • risks and hazards. Figure (Page 4) illustrates the flow of Mutual Aid requests through the different SEMS levels. Mutual Aid Agreements The City of San Rafael is a participant in the following mutual aid agreements: s�t,t • California Master Mutual Aid Agreement; • Region 2 Fire and Rescue Operations Plan; • Region 2 Law Enforcement Mutual Aid Agreement; • Region 2 Public Works Mutual Aid Agreement; • Region 2 Medical Services Mutual Aid Agreement; • Marin County Operational Area Mutual Aid Agreement; Page 21 Emens !Plan GENERA INFORR&ATION Initial Response of Event grows. It severely taxes the Local Agencies. local resources of the first Potential Fire, responders. Lives are threatened, Law, Medical and and time is of the essence, in Public Works. saving lives, property and the environment. This activates mutual aid agreements. Local agencies askFire E„''_ '.> Fire for help from neighboring Law l p_ Z.- ,r � �w jurisdictions with similar services. Medica' Medical i.e. fire, law, medical, public Public y`=*,�v, Public 4 works. Works, Works Mutual Aid request :Assistance Figure 3. General flow of Mutual Aid -requests and resource,--,. The request is made to neighboring jurisdi ion within the Operational Area (0. and immediately dispatched if resources are available. No Regional assistance is required. If resource needs exceed the capability of neighboring jurisdictions. the OA will fill the request from within the OA (if possible). If a mutual aid request for assistance is different than those functions listed above, and no pre-existing mutual a`tl agreements are in place, the OA activates and attempts to fill the mutual aid request. If resource requests needs exceed OA resources, the OA places the resource request into the State OES System through the Coastal REOC. Page 22 Emergency Operations Plan GENERAL INFORMATION 4. Flow of Mutual Aid requests through SEMS levels. State OES Requested Resources Regional OES Level Mutual AtidMm Operational Request Area Level Local Level Mutual Aid (City of Request San Rafael) Mutual Aid Field Level Request Mutual Aid *104wj Request Page 23 Emergency Operations Plan GENERAL INFORM, TION The State is divided into three Administrative Regions as depicted by the map illustration to the right. Coastal Region offices are located in Oakland. Inland Region offices are located in Rancho Cordova. Southern Region offices are located Pasadena. There are six Mutual Aid Regions as depicted by the map on the right. 0ES Administrative Rejul,ons Inland Region C Dastaf Region Figure 6. CA OES Admin Note that for law enforcement mutual aid, Region I am split into two sections Region I contains Los Angeles and Orange Counties; Region IA contains Ventura, Santa Barbara and San Luis Obispo Counties. Each administrative region helps coordinate resource requests in its administrative area. Page 24 SoutheArn Region 3 Regions. Figure 6. Mutuaq Aid regions. Emergency Operations Plan GENERAL INFGRKA TION Hazard Summary General ® The City of San Rafael is located in the San Francisco Bay Area. With o\..er 57,000 residents, it is the most populous city within Marin County. Major portions of the City are composed of unconsolidated soil located on slopes. There are numerous liquefaction zones, and at least three communities are integrated with heavily wooded areas that are typical Wildland fire interface areas. Highways, Roads There is a major state highway that runs through the city. U.S, 101 is the major North/South route. This freeway is heavily traveled during peak rush ho r periods. Response to a major incident occurring during peak commute timr- periods could be significantly delayed. A bridge links the City to its neighbo across the San Francisco Bay. Due to the population in the Bay Area, fairly large numbers of trucks go through the city every day. Statistics indicate 10 percent of all trucks carry hazardous material through the city. Major Industries There are no major industrial manufacturing facilities within the City of Sar Rafael. Hazardous Materials There are no major manufacturers of Hazardous Materials within the City of San Rafael, however a number of business do utilize or store Hazardous rnateri':ls. These companies have complied with CUPA requirements and registered the amounts and use of these materials with County Hazardous Material:, agency. Hazard Impacts The City of San Rafael, with its varying topography, mix of urban ars ° Wildland areas, and considerable permanent population, is subject to a wide , iety of negative impacts from various hazards and threats. There are three broad categories of hazards that threaten us: natural, technological and domestic security threats. o Natural Hazards • Earthquake ® Flood © Wildland fire o Extreme weather/storf, © Landslide Page 26 Page 27 GENERAL INFORMATION Emergency Operations Plan 9 Civil unrest o Terrorism Tsunami Seiche Drought Epidemic Technological Hazards Dam failure Levee failure Hazardous materials Power emergency Bridge failure Transportation emergencies * Mass transit accident 0 Major truck accident ALAr * Airplane crash Shipwreck Page 27 GENERAL INFORMATION Domestic Security Threats 9 Civil unrest o Terrorism Page 27 GENERAL INFORMATION Emergenc ® erations Plan GENERAL INFORMATION (This page left intlQntiona iy blank) Page 28 Emergency. Operations Plan GENERAL INFORMATION Continuity Of Government Introduction A major disaster could result in the death or incapacity of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued government operations. Governments at all levels are responsible for providing continuity of effective leadership and authority, direction of emergency operations, and management of recovery operations. To this end, it is particularly essential that the City continue to function as a government entity. The California Government Code and the Constitution of California provide the authority for State and local governments to reconstitute themselves in the event incumbents are unable to serve. Lines of Succession Section 8638, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code authorizes the appointment of up to three standby officers for each member of the governing body. The standby officers shall have the same authority and powers as the regular officers or department heads. The succession list for the City Council in shown in Table 2 (Page 30). This article also provides for the succession of officers who head departments responsible for maintaining law and order, or for furnishing public services relating to health and safety. The succession list for The City of San Rafael departments is provided in Table (Page 31). Reconstitution of the Governing Body Article 15 outlines procedures to assure continued functioning of political subdivisions in the event the governing bodies, including standby officers, are unavailable to serve. Section 8635 et seq., Article 15, Chapter 7, Division 1, Title 2 of the California Government Code establishes a method for reconstituting the governing body. It authorizes that should all members (including all standbys) be unavailable, temporary officers shall be appointed by the chair of the board of the county in which the political subdivision is located or by the chair of the board of any other county within 150 miles. Section 8642 of Article 15 authorizes 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. Under Article 15, the duties of a governing body during emergencies include ascertaining the damage to the Page 29 Eme enc erations Plan GENERAL INFORMATION jurisdiction and its personnel and property, reconstituting itself, and performing functions in preserving law and order and furnishing local services. Section 23600 of the California Government Code provides that the Board of Supervisors shall designate alternative county seats, which may be located outsi "t county boundaries. Page 30 0 ;A Emergency Operations Plan GENERAL INFORMATION City of San Rafael Governing Body Lines of Succession Pursuant to the California Emergency Services Act, Article 15, Preservation of Local Government, the City Council of the City of San Rafael has appointed" the following named individuals, in order of selection, as standby officers for each member of the City Council. Table 2. City Governing Body lines of succession. Councilperson Standbv Officers Albert J. Boro Mayor 1 2. 3. Paul M. Cohen Councilperson 1. 2. 3. Barbara Heller Councilperson 1. 2. 3. Cyr N. Miller Councilperson 1 2. 3. Gary O. Phillips Councilperson 1.2 3. To maintain timely lines of succession the City Council shall review the status of all standby appointments during the second regular meeting each March, and that they will fill any vacancies. Appointment date: xxxxxxxxxxxx. Page 31 Emergency Operations Plan GENERAL INFORMATION Table 3. San Rafael City Departmental lines of succession (Rev. February 2007) Function/Department Fitie/Position City Manager 1. Jim Schutz, ACM ' 2. Lydia Romero, Asst. to the CM 3. John Montenero, Fire Chief Police Chief 1 1. Jeff Franzini, Police Captain 2. Mike Keller, Police Captain Fire Chief 1. -- - I Ritt Hewitt, Fire Division Chief 2. Jeff Buscher, Fire Battalion Chief 3. Jim Lydon, Fire Battalion Chief 4. Keith Schoentha_ I, Fire Chief City Attorney 1. Gus Guinan Asst. City Attorney 2. Eric Da ,!is. Deputy City Atterney Public Works / Engineering Director 1 Gpns & Maint �panar.r-r 2. l , G � � �, StreeM�.� �.in�'t S�.��. City Clerk 1. Esther e, Asst. City Clerk 2. Rita M, y -r, Admin Asst to City Clerk I Director of Human Resources 1. Leslie Loomis, HR Director 2. Benefits Analyst 3. HR Rep Director of Community Development 1. Linda Jackson, Principal Planar , 2. Bill Meeker, Principal Planner Director of Community Services 1 ill Scharf, Assistant Director 2 arol Jacobs-Courtz, Sr. Supervisor 3 ochelle Grechman-Dibley, Supervisor Director of Economic Development / 1. Stephanie Lovette, ED Coordinator Redevelopment 2 Kaf'e Korzun, ED Coordinator 3. 'atti Brennan, Admin. Assistant Director of Finance 1. Andrew Thompson, Revenue Supervisor 2. Carl Tregner, Accountant 3. Victor Gasser, Business License Examiner Page 32 Emergency Operations Plan GENERAL INFORMATION Library Director 1. Kay Noguchi, Admin Sup Librarian 2. Hollie Stanaland, Children's Sup Librarian 3. Pamela Klein, Adult Svcs Librarian Protection of Vital Records The City Clerk's Office is responsible for the preservation and protection of the City of San Rafael's' vital records. Vital records are defined as those records that are essential to the rights and interests of individuals, governments, corporations and other entities, including vital statistics, land and tax records, license registers, articles of incorporation, and historical information. Vital records also include those records essential for emergency response and recovery operations, including utility system maps, emergency supply and equipment locations, emergency operations plans and procedures, and personnel rosters. These vital records will be essential to the re-establishment of normal city government functions, serving to protect the rights and interests of government. These rights and interests may include the constitutions, charters, statutes, ordinances, legal records, official proceedings and financial records of the City. Each department within the City will identify, maintain, and protect its vital records. Protection includes archival preservation, offsite storage, or maintaining redundant backup copies. The City of San Rafael's vital records are routinely stored at a secure location away from City Hall. Page 33 Emergency Operations Plan GENERAL INFORMAAT70N Public Awareness and Educa on. The public's response to any emergency is based on an understandinq of the nature of the emergency, the potential hazards, the likely response of emc service agencies, and knowledge of what individuals and groups should dc to increase their chances of survival and recovery. Public awareness and education prior to an emergency or disaster will directly affect the City's emergency operations and recovery efforts. The City of San Rafael's Office of the City Manager will provide periodic updates for the citizens of San Rafael on preparedness information from local, County, State and Federal sources. This information will be provided through City Web Sites, the Public Press and community presentations. Further, the city will provide special emphasis on specific hazards on specified months throughout the calendar year, aiding in the disaster preparation and education of the communities within the City of San Rafael. The following list depicts the specific hazards that will be emphasized thr,-ughout the calendar year: April ---------------------- Ear-rhquake Preparedness May ----------------------- Hazard Mitigation August --------- --------- Landslide Awareness September ------------ Flood Preparedness October ----------------- Fire Prevention November ----- —---- --- Winter Storms Preparedness Page 34 Emergency Operations Plan GENERAL INFORMATION Emergency Operations Plan Management Emergency Operations Plan Modifications The City Manager's Office will review and revise the City's Emergency Operations Plan as needed. The Plan may be modified as a result of post - incident analyses and/or post -exercise critiques. It may be modified if responsibilities, procedures, laws, rules, or regulations pertaining to emergency management and operations change. Those agencies having assigned responsibilities under this Plan are obligated to inform the City Manager's Emergency Services Office when changes occur or are imminent. Proposed changes will be submitted, in writing, to the City Manager. Changes will be published and distributed to City departments and the Marin County Operational Area OES. The Emergency Operations Plan will be reviewed, updated, republished, and f ; redistributed as needed. A record of the revisions to this plan will be maintained by the City of San Rafael City Managers Emergency Services Office on the register immediately following the front cover. V t J,. 71 c . Page 35 dti aEmer envy Operations Plan GENERAL /Mr-OPMR..1171CAk Wft Emergency Operations Flan Distrib- -1orn The following departments or agencies have complete copies of the City of `I -3n Rafael's Emergency Operations Plan: Degartment/Agencv No. of Conies Countyof Marin.....................................................................2 City Departments...............................................................12 Belvedere..............................................................................1 CorteMadera........................................................................1 Fairfax...................................................................................1 Greenbrae.............................................................................1 Kentfield................................................................................1 Larkspur................................................................................1 MillValley..............................................................................1 Novato..................................................................................1 Ross......................................................................................1 Tiburon.......................................................... ..................1 SanAnselmo................................................ . .............. 1 Sausalito .......................................... I .......... .............. Governor's Office of Emergency Service=. C!,- -tai Rer;;Io I Golden Gate Transit ............................... Trainlna and ExercisiBnq Training The City of San Rafael will inform City departments and neighboring citir-s of emergency management training opportunitier Individual departments are responsible for maintaining training records. '.icy departments with responsibilities under this Plan must ensure their personnel are prop ly trained to carry out these responsibilities. The City Manager's Emergency Services Office must determine. the ropriate level(s) of SEMS instruction for each member of the City emergency organization, including field personnel. NIMS training guidelines will be followed as required in the NIMS regulations. The determination will be based on individuals' potential assignments during emergency response. The City Manager's Emergency Services Office will ensure that all emergency response personnel can demonstrifF -ind maintain, to the level deemed appropriate, the minimum SEMS peg lormance objectives as contained in the Approved Course of Instruction (ACI) Syllabus referenced in the SEMS regulations. Page 36 Emergency Operations Plan GENERAL INFORMATION Additionally, The City Manager's Emergency Services Office will ensure that these objectives are met through the completion of materials from the ACI and incorporation of the objectives into exercises. In the event State OES asks for training documentation, City departments will provide documentation of training when requested. Exercising Exercises are the best method of training emergency responders. Exercises allow emergency responders to become familiar with the procedures, facilities and systems that they will actually use in emergency situations. The City Manager's Emergency Services Office is responsible for planning, coordinating and conducting emergency exercises for the City. Exercises will be conducted on a regular basis to maintain readiness. Exercises should include as many participants as practical. The City Manager's Emergency Services Office will document exercises by conducting an after action review, and, using the information obtained from the after action review, revise the Emergency Operations Plan. In the event State OES asks for exercise supporting documentation, the City Manager's Emergency Services Office will provide its documentation of recent exercises to State OES as requested. Page 37 lie c,q i t f�' Exercises will be conducted on a regular basis to maintain readiness. Exercises should include as many participants as practical. The City Manager's Emergency Services Office will document exercises by conducting an after action review, and, using the information obtained from the after action review, revise the Emergency Operations Plan. In the event State OES asks for exercise supporting documentation, the City Manager's Emergency Services Office will provide its documentation of recent exercises to State OES as requested. Page 37 Emeqqe!y. Operations Plan GENERAL INFORMAL TION (This page left intentionally blank) Page 38 Part Two Initial Response Operations Part Two Initial Response Operations Em!3enq Operations Plan INITIAL RESPONSE OPERA T011"V S PART Two — INITIAL RESPONSE OPERATIONS This section of the City of San Rafael's Emergency Operations Plan (EOP) designed for field responders' initial response to emergencies, bridging the gap between a routine emergency and a disaster. Experience has shown that fl— outcome of many emergencies can be greatly affected by effective initial response actions. Concept of Operations City agencies, will accomplish initial response operations. During initial response operations, the City of San Rafael's field responders will place emphasis on saving lives, property, and the environment, controlling the situation, and minimizing the effects of the emergency. The Incident Command System (ICS) will be used to manage and control the response operations. The disas*-;/event may be controlled solely by City emergency responders or with other agzncies through the mutual aid system. If the resource- available at the field response level are not sufficient to mitigate the situatic the Incident Commander (!Cl may request that the City Emergency Opemn io ter (l: (_'r) h- -ictivat'd t^ support the field operations. Alerting and Darning Alerting and warning involves the notification of emergency response personnel, as well as notifying the affected public. City of San Rafael's utilizes an Activation Staffing Response Model to alert and activate its emergency response personnel. An Activation and Response Model calculates and estimates th number and type of staff needed to respond to an emergency event, and provides a listing of personnel required to be notified when an event ;ache,.,, or is expected to reach a critical response stage. The Staffing Response Model is centered on the five ICS functions at:-! is expandable as required by the scop of the incident. The list includes personnel who are part of each ICS function in the City EOC, as well as other technical employees of the City. The Police Department has the primary responsibility in alerting and warning the public, with assistance from the Pighlic Information Officer and team as deemed necessary. Alerting and warning 1h, p-ublic may be accomplished through a telephone emergency notification system (TENS), Marin Emergency Alert System (MEANS), special media broadcasts, or simply emergency vehicles driving up and down the streets isir,g Vie public.; address system. Page 40 Emergency Operations Plan INITIAL RESPONSE OPERATIONS Activation Staffing Response Model The Staffing Response Model is to be activated and implemented when an emergency or disaster affects the City and poses a major threat to life, property, and/or the environment. The list will only be implemented when directed by a City employee who has been given authority to activate the Staffing Response Model. Activation Authority The City of San Rafael's Director of Emergency Services (City Manager), the Emergency Services Planning Coordinator, the Police Chief, the Fire Chief or the Incident Commander may activate the Emergency Notification List when a disaster occurs or threatens to occur in the City. Implementation Once activation is requested and properly authorized, the Emergency Alert List will be implemented by Police Dispatch personnel. Notifications and alerts begin with the Emergency Operations Center Director (City Manager). If the City Manager cannot be reached, the named successor(s) will be contacted in order until someone is reached with the authority to assume the Director's role. The dispatcher will provide the City Manager with a complete status of the incident or disaster, identifying damage sustained, current response actions, resource status, etc. Based on the information provided by the dispatcher, the Director of Emergency Services will determine what parts of the Emergency Alert List will be implemented, including what sections of the City EOC staff will be alerted and requested to respond. The dispatchers will also confirm whether the City Manager will personally contact and inform the Mayor and the City Council of the situation in the City. The City Manager may request that the dispatchers notify the City's Elected Officials. The City of San Rafael Emergency Alert List consists of the following parts: • Management Section; • Operations Section; • Planning & Intelligence Section; • Finance & Administration Section; and • Logistics Section. The City Manager's Office maintains and keeps current the Emergency Alert List. The City Managers Emergency Services Office must also ensure that Police and Fire Dispatch have current copies of the Emergency Alert List. Page 41 Emergency Operations Plan INITIAL RESPONSE OPERA °OIL'S Field Resoonse Organization The Incident Command System (ICS) will be used on all incidents within City oi San Rafael. When the City has jurisdiction over a multi -agency incident, City emergency responders will organize the field response using ICS Additionally, the principles of ICS will be used even for those incidents that begin as a single - agency response (i.e., all fire or all law enforcement). Often the single -agency incident expands to a multi -agency incident, which demands the use of ICS. During multi -agency incidents in this City, field responders will use the principles of unified command to the extent possible. In order for ICS to be used at all incidents, the first emergency responder on scene who has single -discipline management responsibility will always take the following basic actions: • establish the Incident Command Post (ICP); ® evaluate the incident; o determine the ICS organizational elements required; request additional resources necessary to mitigate the incident; © delegate authority within the ICS organizational structure, and o develop the Incident Action Plan, incorporating the incident objectives and strategies. By taking these basic actions, the change from a one-person respon3e to a 25 - to 250 -person response involves no change in the management system. The built-in capability for modular development helps shape the organization based on the demands of the incident. A typical ICS organization for the field response level is depicted in Figure 8 (Page 41). Position descriptions for typical ICS field organizatio po siions are listed in the attached appendices. An important aspect of the modularity in ICS at the field response It vel is that there is nothing to prohibit the IC frorn activating one or more units in various sections without first activating the section organizational element. However, it is important to maintain the ICS principle of span -of -control of 3-7, with the optimum staffing model of one supervisor managing five staff members. Page 42 int F - Emergency Operations Plan INITIAL RESPONSE OPERATIONS Incident I Commander Deputy Incident— Commander Operations Planning/ Section Intelligence Section Staging Area — Resources Unit - — Situation Unit Branches Divisions & Groups — Documentation Unit — Demobilization Unit — Technical Specialists Public Information Officer Safety Officer Liaison Officer L Agency Representatives Logistics Finance/ Section Administratio3 Section — Service Branch -Time Unit - Communications Unit - procurement - Medical Unit Unit - Food Unit -Compensation/ Claims Unit — Support Branch - Cost Unit - Supply Unit - Facilities Unit - Ground Support Unit Figure 8. Typical ICS field response organization. Unified Command The unified command concept will be used at all multi -agency incidents within City of San Rafael. Unified command is a procedure that allows all agencies with geographical or functional responsibility to establish together a common set of incident objectives and strategies, and a single Incident Action Plan. In some specific instances such as oil spills, military aircraft incidents and large regional floods, the Incident Commander may be from a state or federal agency. With those possible exceptions, State and Federal agencies with a field response function would be represented in the unified command. Under a unified command, a single Operations Chief will have the responsibility for implementing and managing the operations portion of the Incident Action Plan. Page 43 EMenc, ®parat®ons Plan INITIAL RESPONSE OPERATIONS Coordinated Multil-Agency Response The use of a unified command ensures a coordinated multi -agency response. Unified command procedures assure that agencies retain individual responsibility, authority, and accountability. Unified command is highly flexible. As the incident changes overtime with different disciplines moving into prit - ry roles, the unified command structure and personnel assignments can change to meet the need. The primary features of a unified command incident organization include: a single integrated incident organization; o co -located and shared facilities; o a single planning process and Incident Action Plan; shared planning, logistical, and finance/administration operations; and, ® a coordinated process for ordering resources. Additionally, there are several advantages to using unified command during multi -agency or multi jurisdictional incidents. These advantages include. • a single set of objectives are developed for the entire incident period; • a collective approach is made in developing strategies to achieve incident objectives and goals; • information flow and coordination is improved between all jurisdi-fi-' agencies involved in the incident; • no agency's authority or legal requirements will be compromised or neglected; • each agency is fully aware of the plans, actions, and constraints of all other agencies; and, © the combined efforts of all agencies are optimized as they perform their respective assignments under a single Incident Action Plan. Incident Action Plans The Incident Action Plan is the plan developed at the field response level that contains objectives reflecting the overall incident strategy, specific tactical actions, and supporting information for the next operational period It is important that all incidents have some form of an Incident Action Plan. The plan is developed around a specified duration of time called an operational period. Generally, the length of the operational period is 12 hours. The plan will state the objectives to be achieved and describe the strategy, tactics, resources, and support required to achieve the r: bjectives within the time frame. The plan may be oral or written. Small incidents with only a few assigned resources may have a very simple plan that may not be written. Small incidents do not require elaborate Incident Action Plans. Most simple, short-term, and single agency incidents do not require written Incident Action Plans. As incidents Page 44 r` Emergency Operations Plan INITIAL RESPONSE OPERATIONS :L. There is no single format that fits all situations. Several ICS forms are appropriate for use in Incident Action Plans. Incident Action Plans have four main elements that should be included: • Statement of Objectives - Statement of what is expected to be achieved. Objectives must be measurable. • Organization - Describes what elements of the ICS organization will be in place for the next operational period. • Tactics and Assignments - Describes tactics and control operations, including what resources will be assigned. Resource assignments are often done by division or group. • Supporting Material - Examples could include a map of the incident, a communications plan, medical plan, a traffic plan, weather data, special precautions, or a safety message. r8. 4 Page 45 become larger, or require multi -agency involvement, the action plan should be f: written. Incident Action Plans will vary in content and form depending upon the kind and size of the incident. ICS provides for the use of a systematic planning process, !' ' r and provides forms and formats for developing the Incident Action Plan. The 3. action plan should be written when: F�;M1fr'° two or more jurisdictions are involved; '° • a number of organizational elements have been activated; ';a.. the incident continues into another planning or operational period; and, .; it is required by agency policy. For multi -agency incidents being run under a unified command, the Incident Action Plans should be written. This provides all agencies with a clear set of objectives, actions, and assignments. It also provides the organizational structure and the communications plan required to manage the incident effectively under unified command. There is no single format that fits all situations. Several ICS forms are appropriate for use in Incident Action Plans. Incident Action Plans have four main elements that should be included: • Statement of Objectives - Statement of what is expected to be achieved. Objectives must be measurable. • Organization - Describes what elements of the ICS organization will be in place for the next operational period. • Tactics and Assignments - Describes tactics and control operations, including what resources will be assigned. Resource assignments are often done by division or group. • Supporting Material - Examples could include a map of the incident, a communications plan, medical plan, a traffic plan, weather data, special precautions, or a safety message. r8. 4 Page 45 Em n.®perations Plan INITIAL RESPONSE OPERATIONS Field Coordination Coordination with Department Operations Centers If an appropriate Department Operations Center (DOC) has been activated the Incident Commander will coordinate with that DOC For example, a Law Enforcement IC would coordinate with the Police Department's DOC; the Public Works IC would coordinate with the Public Works DOC. The DOCs will consolidate the information gained from the various ICs and forward it to the City EOG. If an appropriate DOC is not activated, the IC will coordinate directly with the C' of San Rafael's EOC. For further discussion of DOCs, see Department Operations Centers in Part Three — Extended Response Operations. Coordination with the Marin Coaunty/Operationsil Area EOC The County/OA EOC will be activated upon request of the City, and autorn tical during disaster situations with multiple ncidents are occurring simultane- i y within the County. The County of Marin Emergency Opeiating C%neer is locates; at the Marin County Civic Center at 3501 Civic Center Drive, San Rafael, CF. Incident Commanders and the appropriate Ir'S structures will be established for each incident. Each IC within the City will communicate and report to the City of San Rafael EOC Operations Section until or unless the appropriate DOCs are activated (as discussed above). No Department DOC's will directly contact the County EOC except for the pre-existing Muf I Aid department channels Coordination with Special Districts, Private, and Voiaunteer Agenc ifls • I KV i Response Operations The level of involvement of special districts, public utilities, private organizations, and volunteer agencies will vary considerably depending upon the kind and complexity of incident. In general, sp sial districts or other agen ie- that have a statutory or jurisdictional responsibility over the incident should be represented at the incident. The form of involvement for these districts and agencies may be as part of the unified command or as agency representatives who coordinate with a County Liaison Officer. The emergency response role of special districts will be focused on their normal service functional area of responsibility. A cooperating agency supplies a ance other than direct tactical resources to the incident control effort. AT&T, ific Gas & Electric Company, American Red Cross, Salvation Army, and other private and volunteer agencies could be cooperating agencies depending on the type of incident. Wage 46 . Emergency Operations Plan 1 Y INITIAL RESPONSE OPERATIONS About Field Response Checklists The checklists shown in the appendices are guidelines for field responders and are not intended to substitute for an individual Incident Commander's judgment based upon training, experience, the incident, City and departmental policies, and circumstances. Page 47 I Extended Response Operations Emergency Operations Plan EXTENDED RESPONSE OPERATION PART THREE — EXTENDED RESPONSE OPERATIONS Concept of Operations During a disaster or emergency, the City of San Rafael's Emergency Operations Center (EOC) will support field response operations in mitigating incidents within the City. The primary goals are saving lives, protecting property, and preserving the environment. The City EOC will use the Standardized Emergency Management System (SEMS) functions, principles, and components. It will implement the action planning process to develop an EOC Action Plan, identifying and implementing specific objectives for each operational period. The County of Marin EOC serves as the Marin Operational Area (OA) EOC for coordination and communications between the Marin OA member jurisdictions' EOCs and the State OES Coastal Region. The OA EOC will be activated whenever the County, a city, or cities or special district(s), are impacted by an emergency or disaster. The OA EOC may also be activated at the request or a city, the County or special district to coordinate information and resources. The City of San Rafael EOC will utilize the discipline -specific mutual aid coordinators to coordinate fire, law enforcement, public works, and medical resources. Other resource requests that do not fall into these four disciplines will be coordinated by the requesting branch/section/unit within the Logistics Section. Page 50 `t' r Emergency Operations Plan EXTENDED RESPONSE OPERATIONS �r Department Operations Centers •s , K• Introduction Department Operations Centers (DOCs) coordinate the responses of particular disciplines during an emergency. In effect, they are smaller, more focused EOCs. 7° ~ • Coordinates the dispatch and response of its field units; • Provides for the resource needs of its field responders; • Coordinates communications between the field units, the DOC, and the city EOC; • Provides field status and situation information to the city EOC; • Plans staffing, shift schedules, and equipment allocation; and • Identifies trends, conditions or needs that must be addressed by the city EOC. DOCs will coordinate with the city EOC through the appropriate EOC Operations Section branch. For example, the Public Works DOC will coordinate with the Public Works Branch in the EOC. For a fuller discussion of the coordination process between DOCs and the EOC, see Coordination with City Department Operations Center later in this section. Page 51 Several city departments/agencies can potentially operate DOCs, including the following: • Fire Department • Public Works • Police Department Each department decides independently whether to open its DOC. The operational area EOC may request that a department open its DOC, but cannot direct that it do so. A DOC may be opened even if the city EOC is not activated and will not do so. The criteria for opening the DOCs and procedures for doing so are contained in each department's standard operating procedures. San Rafael City Schools will also operate a District Operations Center at their .,,. Main Office as needed. Responsibilities When activated, a DOC fulfills a number of responsibilities that might otherwise E be borne by the city EOC. Within the department's discipline, the DOC: 7° ~ • Coordinates the dispatch and response of its field units; • Provides for the resource needs of its field responders; • Coordinates communications between the field units, the DOC, and the city EOC; • Provides field status and situation information to the city EOC; • Plans staffing, shift schedules, and equipment allocation; and • Identifies trends, conditions or needs that must be addressed by the city EOC. DOCs will coordinate with the city EOC through the appropriate EOC Operations Section branch. For example, the Public Works DOC will coordinate with the Public Works Branch in the EOC. For a fuller discussion of the coordination process between DOCs and the EOC, see Coordination with City Department Operations Center later in this section. Page 51 Emergency,OperatdonsyPlan „ EXTENDED RESPONSE �OPERA TIONS Emergencv Ooeratdons Center Introduction During a major emergency or disaster, centralized emergency management functions can be performed in the city EOC. The EOC facilitates a coordin Led response by all the departments and agencies that are assigned ernergency management responsibilities. The level of EOC staffing will vary with the specific emergency situation. The city EOC is designed to enable the efficient use of available City staff and volunteers. Primary and Alternate Locations The primary City of San Rafael Emergency Operations Center is located at the City Hall, 1400 Fifth Ave. San Rafael. The alternate City of San Rafael Emergency Operations Center is located at the Public Works Department, 111 Morphew St., San Rafael. Page 52 ' R Plan Emergency Operations " "=�" �EXTENDED RESPONSE OPERATIONS — ` Figure 9. Emergency Operations Center, Council Chamber EOC. Emergency Operations Plan EXTENDED RESPONSE OPERATIONS I - - - - L =- - -r ---. Z -. a,- =-, 7-- j The alternate City EOC is located at the Public Works Department, 111 Morphew St., San Rafael. CA. Figure 10. Alternate EOC conceptual plan. ENO! ME All MUM =Jr Page 54 U ro Emergency Operations Plan EXTENDED RESPONSE OPERATIONS Activation Policy The City of San Rafael's EOC is activated when field response agencies need ' support. Activation may involve partial or full staffing, depending on the support ;x required. If the situation requires a larger scale response than the City of San 4w; Rafael can adequately supply, mutual aide will be requested from Marin County. =_ According to the SEMS Regulations (California Code of Regulations, Title 19, Section 2409 f), the Marin County Operational Area EOC must be activated and SEMS used when the following conditions exist: !1'e A local government within the Operational Area has activated its EOC and requested activation of the OA EOC to support its emergency operations; ,�'};f • Two or more cities within the OA have declared a local emergency; The County and one or more cities have declared a local emergency; A city, or County has requested a Governor's Proclamation of a State of Emergency, as defined in the California Government Code §8558(b); Within the Operational Area: r,'j • the OA is requesting resources from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements such as fire or law enforcement mutual aid, and • the OA has received resource requests from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements such as fire or law enforcement mutual aid. The Six circumstances listed above require an automatic activation of the Operational Area EOC (as mandated by State Law). The activation of the OA EOC must be properly authorized in circumstances other than these. The following City of San Rafael personnel are authorized to request the activation of the Marin County Operational Area EOC: • City Manager (Director of Emergency Services); • Assistant Director of Emergency Services; • The Chief of Police; • The Fire Chief; and • Emergency Services Coordinator EOC Activation Stages and Minimum Staffing Guide Per Stage The City has developed criteria that identify the events/situations that would require an EOC activation. The City has established four stages of activation with a minimum recommended staffing level for each. EOC activation stages are Page 55 EmergOperations Plea EXTENDED RESP®iV �E OPERATIO W shown in Table 4 (Page 55), staffing recommendations are shown in Table (Page 60). Page 56 ..qC ft. � ti:• Emergency Operations Plan EXTENDED RESPONSE OPERATIONS'' Table 3. EOC activation stages, by type of event. Dam Failure Imminent Dam Failure (Dam Warning) Potential Dam Failure (Dam Watch) a Levee Failure Imminent Levee Failure (Levee Warning) Potential Levee Failure (Levee Watch) Flooding Imminent Flooding (Flood Warning) Potential Flooding (Flood Watch) Wildland Urban Interface Fire Potential Wildland Urban Interface Fire (Wildland Urban Interface Fire Watch) Severe Weather Page 57 Activation • _ Inci' Stage 3 fSituation Possible EOC Response Multi -Casualty Incident Earthquake — Major Damage in City or County Earthquake — Moderate Damage in City or County Earthquake - Minor Damage in City or County Earthquake — Major to Moderate Damage in Region 2 Earthquake Advisory from USGS / OES Dam Failure Imminent Dam Failure (Dam Warning) Potential Dam Failure (Dam Watch) a Levee Failure Imminent Levee Failure (Levee Warning) Potential Levee Failure (Levee Watch) Flooding Imminent Flooding (Flood Warning) Potential Flooding (Flood Watch) Wildland Urban Interface Fire Potential Wildland Urban Interface Fire (Wildland Urban Interface Fire Watch) Severe Weather Page 57 Emer envy Operations Plan EXTENDED RESPONSE OPERA iifli.� - _ - - •-'---ter^-:i.'%e- -'A-6�_^"''J' , w `.i- . .... "7�iir'l'T M'. .. �... � Severe Weather Advisory (Severe Weather Warning) - Tsunami Alert for Bay Area Declared Local T Emergency Within the Operational Area Declared County Emergency Declared State of Emergency including Marin County Declared Federal Emergency including Marin County Radiological Material Release Terrorist Act Within the Operational Area Potential Terrorist Act k, T ; k �. ..,, Within the Operational Area �.. (Terrorism Watch) Terrorist Act Within the Region Significant Mutual Aid Requests for Resources Outside M Operational Area �, Disease Outbreak Strategic National Stockpile Request Mass Clinic Operations Event in State or Western CONUS that fir::{ FZ has Potential Impact to the City or County Civil Unrest / Public Protest _ Evacuation of EOC / Relocation to Alternate EOC Page 58 a Page 59 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS Incident / Situation Definitions Multi -Casualty Incident t;�.. An incident involving 6 or more casualties or significant numbers of injured _.►+, victims and injury types that a single local hospital would be overwhelmed. Fire Dispatch has a protocol for this event in the Notification Guide. r{ Earthquake — Major Damage in City or County All transportation is disrupted, buildings have collapsed, and critical infrastructure is unavailable (power, phones, etc...). Levees and other structures on unconsolidated soil have collapsed or are in danger of collapsing. There are 'Y. many deaths and EMS is overwhelmed by the injured. Earthquake — Moderate Damage in City or County Some roads are impassable, significant areas are without power or phones. Many structures on unconsolidated soil have suffered damage. There are some deaths and EMS is overwhelmed by the injured. s: Earthquake — Minor Damage in City or County Transportation is generally unaffected; some areas are without power or phones. Structures have suffered superficial or cosmetic damage. Dispatch centers are overwhelmed with nuisance calls. Earthquake — Major Damage in Region 2 An earthquake meeting our major earthquake definition has occurred somewhere within OES Region 2 Earthquake Advisory from USGS / OES USGS or the Governors Office of Emergency Services has issued an earthquake advisory that includes any portion of Marin County. Levee Failure A levee has failed in the City. Imminent Levee Failure (Levee Warning) A levee is exhibiting a failure precursor (like an uncontrollable boil, leak, overtopping, etc) that engineers consider fatal to the integrity of the levee. The levee will fail in a matter of hours or days and the failure may not be prevented by mitigation efforts underway. Potential Levee Failure (Levee Watch) A levee is exhibiting failure precursors, or is experiencing environmental stressors that engineers believe could lead to failure under certain circumstances. The levee could fail if mitigation efforts underway are not successful or if environmental conditions do not improve. Flooding There is flooding taking place in the city that is life threatening and/or damaging property. . Imminent Flooding (Flood Warning) The National Weather Service has issued a flood warning for portions of the county. Page 59 Ernergency Operations Plea EXTENDED RESPONSE OPERA TIONS Potential Flooding (Flood latch) The National Weather Service has issued a flood watch for portions of the county. Wildland Urban Interface Fire There is a Wildland fire that has entered an urban area and is threatening structures and critical infrastructure. Potential Wildland Urban Interface Fire (Wildland Urban Interface Fire match) There is a Wildland fire that if not contained quickly has the potential for entering an urban area. Severe Weather There is severe weather impacting the city. This could include lightening, high winds, heavy rain, sleet, hail, snow, tornadoes or hot weather. Severe Weather Advisory (Severe Weather !darning) The National Weather Service has a severe weather warning for portions of the county. Tsunami Alert for the Bay Area A Tsunami alert has been broadcast for the Bay Area. Declared Local Emergency Vdithin the Operatiornail Area An agency within the operational ar::a has declared a local emergency Jg affect the city. Declared County Emergency The county government has declare date of emergency for the oherati area. Declared State Emergency Including Marin Coa!ralyhy The Governor has declared a state of mergency that includes port;ons of the operational area. Declared Federal Emergency Including Barin Codanty The President has declared a state of emergency that includes portions of the operational area. Radiological material Release There has been a release of radiation within the operational area. This it pilar to a Hazardous Material incident. Terrorist Act In the Operational Area An act of terrorism has been perpetrated within the operational aria. Potential Terrorist Act In the Operational Area (Terrorism Watch) The Department of Homeland Security or other reliable law enforced . ient agency has issued information indicating an act of terrorism may be planned for somewhere in the County of Marin. Significant Mutual Aid Requests for Resources Outside the Operational Area Significant operational area resources have been dispatched outside the operational area to assist in mutual airf Disease Outbreak (Epidemic, PanderAv-1, An epidemic or pandemic has been identified in the operational area. This could be the result of natural causes or terrorist actions. Page 60 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS Strategic National Stockpile Request The Strategic National Stockpile (SNS) has been requested to respond to an epidemiological, biological or chemical threat in the operational area. Mass Clinic Operations Health Services has activated the Mass Clinic Protocol to treat all or part of the operational area population. Event in State or Western CONUS that has Potential Impact to the City An event has occurred in the CONUS that would be far reaching or specific enough to affect the operational area dramatically (e.g. the grounding of all civilian aircraft by the FAA or DOD, power grid disruption in the western region) Civil Unrest / Public Demonstration There is an illegal or legal act of civil unrest or public demonstration in the operational area that has the potential for creating property damage, denial of rights to the public or is life threatening. The police department has a protocol for this event. Evacuation of EOC / Relocation to Alternate EOC The primary EOC is unavailable and the Emergency Management Team (EMT) must utilize the alternate EOC plan. Page 61 Emergency OP erateons Plan EXTENDED RESPONSE OPERATIONS Table 4. Recommended EOC staffing, by activation stage. Page 62 Activation Stape Position/Title 3 EOC Director N R — R Emergency Services Planning Coordinator I R R R Public Information Officer Ili R R Assistant EOC Director M N R ] R Liaison Officer N R Safety Officer M R I Legal Advisor N R R Security Officer M R R Operations Section Chief N R R Care & Shelter Branch Coordinator H ] R Fire & Rescue Branch Coordinator N R Law Enforcement Branch Coordinator M R Public Works Unit Leader m R Volunteer Unit Leader N R Planning/Intelligence Section Chief, N , R _R i Advanced Planning Unit Leader R i Building Inspection Unit Leader M I R Demobilization Unit Leader _ �Ni i" Documentation Unit Leader I N R Recovery Planning Unit Leader N R Resource Status Unit Leader N R Situation Assessment Branch Coordinator Ng ! R GIS Support Unit Leader _ R R Logistics Section Chief N R Communications Unit Leader ] M R Facilities Unit Leader N R Human Resources Unit Leader gyp, i R Resource Processing Unit Leader r.. I rr Supply & Procurement Unit Leader Transportation Unit Leader Finance/Admin Section Chief tib R R Compensation & Claims Unit Leader N R Cost Accounting Branch Coordinator P R PA Claims & Record -Keeping Unit Leader R Contracts Unit Leader ] 4 R Time Recording Unit Leader_ R I N = Notify of Situation; R = Respond to E 6 Page 62 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS The Planning & Intelligence Section is responsible for facilitating the action planning meeting and completing and distributing the action plan. Action plans are developed for a specified operational period, which may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. The action plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions. Resource Coordination Resource requests will be made through one of the following processes: • Discipline -specific mutual aid systems: Requests for resources that are normally within the inventories of a mutual aid system will go from a local coordinator to the Operational Area Mutual Aid Coordinator (which may or may not be located at the Marin County Operational Area EOC) to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the logistics function at each level. Resource requests from jurisdictions within the OA will be coordinated to determine if the resource is available from other local governments or other sources within the OA. Mutual Aid Coordinators at each level will keep the local governments informed of the status of resource requests and allocations. Mutual Aid Coordinators at each level will also communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area. Page 63 Action Planning Using action plans in the City EOC provides a clear and measurable process for i) identifying objectives and priorities for an event. Action planning is an important -Y E management tool that involves: A process for identifying priorities and objectives for emergency response or recovery efforts; and, Plans that document the priorities, objectives, tasks and personnel assignments needed to achieve the objectives. The action planning process should involve the EOC Director and Section Chiefs, along with other EOC staff as needed. This planning may also involve agency representatives from special districts or even State or Federal agencies. The Planning & Intelligence Section is responsible for facilitating the action planning meeting and completing and distributing the action plan. Action plans are developed for a specified operational period, which may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. The action plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions. Resource Coordination Resource requests will be made through one of the following processes: • Discipline -specific mutual aid systems: Requests for resources that are normally within the inventories of a mutual aid system will go from a local coordinator to the Operational Area Mutual Aid Coordinator (which may or may not be located at the Marin County Operational Area EOC) to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the logistics function at each level. Resource requests from jurisdictions within the OA will be coordinated to determine if the resource is available from other local governments or other sources within the OA. Mutual Aid Coordinators at each level will keep the local governments informed of the status of resource requests and allocations. Mutual Aid Coordinators at each level will also communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area. Page 63 Emergen y Operations Plan EXTENDED RESPONSE OPERA TIONS .i�,.,.+_��.--.-.--�^ Available resources will be allocated to the requesting local government. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs of the City EOC are responsible for ensuring that priorities are followed. Resources that are not available within the Operational Area will be requested by the Operational Area through the regional level, the State's Coastal REOC. Resource requests should be coordinated internally at the Operational Area level before being forwarded to the regional level. Each City EOC Operations Section branch coordinator will relay to the Log stics Section all requests for resources that cannot be satisfied through mutual aid systems. These requests may be placed by individual Incident Commanders (ICs) or by DOCs. For example, a Public Works crew requires a particular type of digging equipment. If the Public Works DOC is in operation, the crew leader would request that the DOC provide the equipment. If the DOC does not have that sort of equipment available, it would contact the Public Works Branch Coord-i;-. i at the City EOC, who would then spearhead the request through the City EOC's Logistics Section. If the Public Works DOC is not in operation, the crew leader would make the request directly to the Public Works Branch Coordinator at the City EOC. The Supply & Procurement Unit Leader in the Logistics Section is responsible for tracking resource requests, in coordination with the various Operations Section branches. Page 64 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS EOC Coordination Coordination with Field Response Level When no Department Operations Centers (DOCs) are activated, the Incident Commander(s) operating in the field will report directly to the Operations Section Chief in the City EOC, via the Police or fire dispatchers or through the EOC radio operators, as appropriate. Alternate means of communications with the EOC could include cell phone, Nextel, wireless PDA, email, electronic text messaging, satellite phone, or ham radio as the situation requires. When the City EOC is directly overseeing Incident Command teams, it is i� operating in a centralized coordination and direction mode. t. - K Coordination with City Department Operations Center i When City departments have activated their DOCs, Incident Commanders will report to the appropriate DOC (for instance, a fire incident IC will report to the Fire DOC). The DOCs will consolidate information from the field and provide it to the appropriate City EOC Operations Section branch coordinator (for instance, the Fire DOC will coordinate with the City EOC Fire & Rescue Branch Coordinator). The appropriate City EOC section/branch/unit will coordinate with their corresponding DOCs to obtain information for advance planning, logistical needs, available personnel and equipment resources, and other information as required. The DOCs will assist the City EOC in supporting field operations. Coordination with Marin County Operational Area Member Jurisdictions Direct communications and coordination will be established between the County and any Operational Area member jurisdictions' activated EOCs. The City of San Rafael will not communicate directly with other cities unless established mutual aide agreements are in place prior to the event. All requests for resources must be placed through the Marin County Operational Area EOC. Additionally, as time permits, communications may be established with other member jurisdictions that have not activated their EOCs. Communications will initially be established by any means available and with whoever is available, regardless of his/her EOC position. Ideally, communications and coordination with the jurisdictional EOCs will occur along functional lines. Page 65 Emergency Operations Ran EXTENDED RESPONSE OPERA T101'04 -c, Coordination with Special Districts The emergency response role of special districts is generally focused on their normal services or functional area of responsibility. During disasters, some typ of special districts will be more extensively involved in the emergency response, by directly coordinating, communicating, and assisting local governments. In Marin County, relationships with special districts and the local governments are complicated by overlapping boundaries. The special districts that serve more than one local government or serve the County unincorporated areas will coordinate and communicate directly with the County/OA EOC. Ideally, a special district or agency involved in the emergency response will have a representative at the City EOC who will work with local government representatives in the EOC if one is available. If a special district is unable to send a representative, then the Liaison Officer in the EOC will be responsible for establishing communications and coordinating with the special district or ags.ncv possibly through the Marin County EOC. Coordination With The Coastal Region Erne ¢ger, ; , Operatlone,, Center All communications from the City of San Ra -O -1 shall be directed to the :VIS County Operational Area EOC. Direct coordination and communications with the State's Coastal Region Emergency Operations Center (REOC) are not authorized. The exception is if the REOC h initiated the contact, and is requesting information only. There is one primary method and one alternate method for the Marin County Operational Ai ea to coordinate with the Coastal EOC: o Primary Method - The Operational Area and the REOC coordinate thrc° Jh various telecommunications systems (described in the communi �ati..,nl annex. The primary conduit is the state system called the Response Information Management System (RIMS) o Alternate Method - The REOC sends a field representative to the I. ,p rational Area EOC. Coordination and communications with the Coastal REOC is the responsibility of the Marin County/OA EOC. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators (who are located in the operational area E( -)C) Page 66 L . Emergency Operations Plan EXTENDED RESPONSE OPERATIONS i a;} Coordination with State and Federal Field Response There are some instances where a State or Federal agency will have a field r, response. State agency field response may involve a flood fight effort, oil spill, hazardous materials accident or other hazard scenarios. Federal field response could result from the same scenarios, or a military aircraft accident, in which the Federal military authorities are the Incident Commander. When a State or Federal agency is involved in field operations, coordination will be established with County OES and then to the city. State or Federal agencies operating in the field may be found in any ICS section, branch, or unit, or as part of a unified command. The incident will determine their location. S- IVA. t7 Coordination with Private and Volunteer Agencies Coordination of response activities with many non-governmental agencies may occur primarily at the City level. However, the Marin County/OA EOC will establish coordination with private and volunteer agencies that have multi - jurisdictional or County -wide response roles. The agencies that play key roles in the response should (but may not) have representatives at the City EOC. Coordination with volunteer and private agencies that do not have EOC representatives may be accomplished through telecommunications, liaison with community councils that represent several agencies, or involvement of agencies in special multi -agency groups on specific issues. Page 67 fmerplLw5EPperations Pian_ EXTENDED RESPONSE OPERATIONS ®armcie Assessment and Situation Revortina General When a disaster occurs, it is necessary to collect and analyze information concerning the nature, severity, and extent of the situation, and to report the information through established channels. This information will be used to assess the extent of the disaster/event and determine the appropriate level of response for the City. Damage Assessment When a disaster occurs, emergency responders will conduct an immediate survey of the city owned facilities, assessing the nature, severity, and extent of the situation. These responders may include the City of San Rafael police and fire departments and Public Works Departments. Information may also be gathered from city engineering or public works departments and from Arrieri;,an Red Cross Damage Assessment Teams. Field responders will accomplish the initial damage assessment by conducting ground surveys (sometimes called a "windshield survey"), which will requires th observation and reporting of damage, casualties, and status of affected a, - — The ground survey should include the inspection of and reporting on facilities essential to public welfare and safety. Field responders will report their observations to the Public Works Dispatch Center. It is imperative that ground surveys be collected and analyzed as quickly and as completely as possible. This initial information may determine whether the City EOC is activated, and whether a local declaration of emergency is appropriate. The Damage Assessment Unit of the City EOC Planning & Intelligence Se(,tion is the central collection and analysis point for all damage assessment data gathered by whatever means following the disaster. Once activated, this Unit will begin to coordinate safety assessments of the damaged facilities and -follow up, as necessary, with the field responders' initial damage assessment. The Damage Assessment Unit will manage and coordinate teams of qualified inspectors who are either local inspectors or inspectors obtained through the mutual aid system or the State's Safety Assessment Program. These teams will include civil and structural engineers who will inspect both public and private property. The Damage Assessment Unit will consolidate damage information and report it to Plans Section Chief. The same information will be needed for inclusion in the Page 68 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS . .- - - - -.. - _ - .,-. _+„-.r1_d- I -1 11 .. Response Information Management System (RIMS) report. RIMS reporting is a responsibility of the Plans Section. Initial Damage Estimate As significant damage becomes apparent, the Planning & Intelligence Section Chief will direct the Damage Assessment Unit to prepare an Initial Damage Estimate (IDE). The IDE includes the location and description of the damages and provides a rough estimate of the associated dollar loss. The IDE will be forwarded to the Marin County REOC when completed. This IDE can be used to justify a Governor's State of Emergency and to request a Presidential Declaration of Emergency or Major Disaster. ^k' Once completed on RIMS, the IDE will be sent to the Marin County EOC. If no damage is observed, the Damage Assessment Unit will submit to Marin County OES a report indicating that there is no observed damage. (Negative Report) Situation Reporting Everyone involved in responding to an emergency or disaster — the field responders, the DOC's, the EOCs — has a critical, ongoing need for information. The City EOC is especially dependent on its ability to gather, process, and distribute disaster -related information. This information is needed to determine the operational problems and immediate needs of the community, as well as informing elected officials, the State and the public about the situation. The Situation Assessment Branch of the City EOCs Planning & Intelligence Section is responsible for consolidating, interpreting, and reporting this status information. However, all EOC sections have a responsibility to gather pertinent information and pass it to the Situation Assessment Branch for processing. Page 69 T Preliminary Damage Assessment ,4 A detailed assessment of damage in public and private facilities, with more '. precise dollar loss estimates, is called a Preliminary Damage Assessment (PDA). The PDA will be compiled by a combination of local, State and possibly Federal inspection teams and is forwarded by Marin County OES to State OES later in the course of the disaster. Detailed damage assessment information will be used to plan for both short and long-range recovery. These recovery issues will be given highest priority as the City emergency organization transitions from response to recovery operations. Situation Reporting Everyone involved in responding to an emergency or disaster — the field responders, the DOC's, the EOCs — has a critical, ongoing need for information. The City EOC is especially dependent on its ability to gather, process, and distribute disaster -related information. This information is needed to determine the operational problems and immediate needs of the community, as well as informing elected officials, the State and the public about the situation. The Situation Assessment Branch of the City EOCs Planning & Intelligence Section is responsible for consolidating, interpreting, and reporting this status information. However, all EOC sections have a responsibility to gather pertinent information and pass it to the Situation Assessment Branch for processing. Page 69 Emergency Operations Man EXTENDED RESPONSE OPERATIONS ..._�_«.._ Irfc>:,v"-� '--:� --- ""-- .•,:.�:i-?�..:.iS..:�is:.:: ..i�wi-F::_.�Y..... .__�"y.. •'�y,�,,....._.., .._-.�-�... .Y.i-...:C:�.._w - . The Situation Assessment Branch must service three constituencies. The f r L consists of the rest of the City EOC and the City's DOC's. The second is the Marin County Operational Area- this constituency is both a provider as well as a consumer of information. The third is th-. State, in the form of the Coastal RBOC. This constituency is mostly a consumer of information, but an important one in that the State uses the provided information to determine the amount and t )f assistance to provide. Collection and Processing The Situation Assessment Branch will attempt to gather as much of the following essential elements of information as possible in order of priority: • Nature of disaster o Extent of affected area o Nature of disaster effects (damage information passed to Damage Assessment Unit) o Ongoing or impending threats o Casualties Extent and nature of response Impact on public services This information can be had from a number of sources: other EOC branches/units, field ICs, DOC's, jurisdictional EOCs, field observers, arriving members of the EOC staff, citizen phone reports, and the news media. In any event, the Situation Assessment Branch will compile and evaluate this information with an eye to timeliness, pertinence and reliability. The Branch must also store the data in such a way that after the disaster is over it will be possible to answer the question, "What did we know and when did we know it?" Dissemination The Situation Assessment Branch will service its two constitue !cies differently as it distributes the situation intelligence it has produced. Within the City EOC, the Situation Assessment Unit has a number of tools available for presenting situation intelligence. The Branch will choose those methods that are the most effective depending on the type of information, while also providing for redundancy in the case of system failures. Among the delivery channels available are. Email Page 70 Emergency Operations Plan • Status boards EXTENDED RESPONSE OPERATIONS • Emergency management information systems (E TEAM, RIMS) • Hardcopy situation reports • Projected status displays • Geographic Information Systems (GIS) products • Briefings Some of these vehicles are described in more detail in the communications annex. It is difficult to adhere to a publication schedule during the heat of a disaster. Situation Assessment will need to use the judgment of its staff and the needs of the EOC to decide how often to distribute its products. Once the initial crisis has passed, the Branch will begin to release its information products on a regular schedule. Situation Assessment will keep the Marin County REOC informed of events on a regular schedule. This begins a short period after the start of the emergency or disaster and continues until well past the end of the initial crisis. A two-hour reporting cycle is a general minimum, although in the first few hours Situation Assessment may be sending situation reports to the Marin County EOC far more frequently. The Situation Assessment Branch has two main vehicles for reporting to the Marin County EOC. The primary means is the Response Information Management System (RIMS), an Internet -based data system. The second, dependant upon an operational telephone system, is simply faxing the RIMS forms (completed) to the Marin County EOC Page 71 Emer �...enc ®peratoons Plan EXTENDED RESPONSE OPEPATBONS Public Information A primary task of the City is to coordinate the public information effort. It is important that the public and the news media be provided with accurate and timely information during an emergency or disaster. This task must be coordinated with the County of Marin's Public Information Officer in the County EOC to prevent conflicting or dated information from being released to the media or the public. During the initial stages (especially when the event affects only the city) response to an emergency or disaster, public information is the responsibility of the IC or his/her designated Public Information Officer (PIO). The field PIO will provide all appropriate information to news media representatives. If multiple PIO's are present at the scene, the IC will choose a Lead PIO, who will coordinate the efforts of the other PIO's and ensure a unified message. When the City EOG is activated, the primary responsibility for public inform»tion shifts to the PIO Branch of the EOC s Management Section. Coordination Field P10's The PIO Branch will coordinate with the various agency field PTO's to ensure a consistent, unified message at all levels of the operational areas response. In general, the field PTO's will be responsible for media relations only for the incident they are supporting. For instance, a field PIO supporting the response to a fire caused by an earthquake will engage the news media and public only regarding the particulars of that fire, not the earthquake. This can include 'etails of the response, measures that members of the public in the immediate a ea should take, and damage and casualties caused by the incident. The City EOC PIO Branch will be responsible for "big picture" media and public relations. This includes matters of City policy, discussions of the overall City response, overall assessments of the larger disaster, measures to be taken by the public at large, and questions regarding the future. This particular information is coordinated with the Marin County EOC PIO Team. City/Special District P/0's The PIO Branch will also coordinate with the PIO's of the OA's member jurisdictions in a manner analogous to that used with the field PIO's. Page 72 yr tj is `t ?{ Emergency Operations Plan EXTENDED RESPONSE OPERATIONS ss 4 State✓Federal P/O's In a large response or during special types of disasters (airplane crashes, �rG 41 radiological events, terrorism), a large number of State or Federal responders may be present in the City or the County. They will bring along their own PIO's. It J is vital that the City EOC PIO's coordinate closely with these agency PIO's in order to forestall possible mixed messages and the confusion they cause. The primary means for achieving this coordination is participation in a Joint Information Center (JIC). The lead State or Federal agency will usually initiate a ' JIC. The PIO Branch must make a concerted effort to fully participate in the JIC F and ensure that County -specific issues are addressed. Since the JIC will likely be housed in a separate (and possibly geographically remote) facility, the PIO Branch will need to carefully coordinate its efforts with those of the JIC. CKs 4 Priorities The PIO Branch will manage all public information activities within the City EOC. It will carry out its activities with a number of priorities in mind, as follows: • Inform the public of threats or hazards, and what measures may be taken to avoid them; r • Provide accurate and timely situation status information to the news media at set times and locations; • Correct bad information circulating in the public and rebut rumors; • Inform the public of available assistance; and, • Provide the EOC staff with feedback from the news media and citizens. The PIO Branch's public outreach must take into account the needs of displaced or special populations. This includes the elderly, the homeless, displaced persons in shelters, populations not proficient in English, and the transient population (visitors and tourists). This will require utilizing a wide variety of strategies for reaching these special populations. Page 73 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS Emerarencv Declarations Proclamation of a Local Emergency If conditions of extreme peril to persons and property exist, City of San Rafael's City Council may pass a resolution declaring that a local emergency exists for the City. Under these same conditions, if the City Council is not in session, the City Manager, in his role as the Director of Emergency Services may make a declaration of a Local Emergency. This declaration must be ratified within seven days by the City Council or it will be determined to be null and void and have no effect. This proclamation will be made within 10 days of the event if the City is to qualify for financial assistance under the California Disaster Assistance Act (CDAA). In addition, the City Council must review the continuing existence of the emergency situation at least every 14 days. They must also terminate the emergency declaration at the earliest possible date that conditions warrant A local emergency may be declared for the City and/or the County Operational Area by the Board of Supervisors or by the County Director of Emergency Services (Chairperson of the Board of Supervisors). The declaration will be subject to ratification by the Board of Supervisors within seven days. If the County of Marin declares a local emergency, the City of San Rafae! is automatically included; however, the City should consider making it own declaration of a local emergency for several reasons. The Proclamation of a Local Emergency: Gives legal immunities to both the City for emergency actions taken by Cisy employees; Enables the City to request state assistance under the CDAA; and, Allows the City Manager to establish curfews, take measures necessar,' to protect and preserve the public health and safety, and exercise r,l! suthcrity granted by local ordinance. The templates for the proclamations of local emergency are available in the appendix. Request for Concurrence of Local imergancy Following the Proclamation of a Local Emergency for City of San Rafael, the City Council may request that the Director of the Governor's Office of Emergency Services concur and provide assist,anre under the CDAA. This Act provides Page 74 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS financial assistance for the permanent restoration of public real property (other ;•., than facilities used solely for recreational purposes) when it is damaged or destroyed by a disaster. To qualify for State concurrence in a local emergency, the local declaration must be made within 10 days of the occurrence. A copy of the declaration, along with i' the IDE, must accompany the request for State concurrence. W Page 75 ni. ' Requesting a Governor's Proclamation of a State of Emergency After the Proclamation of Local Emergency, the City Council, and/or the County Board of Supervisors, having determined that local forces are insufficient, may request that the Governor proclaim a State of Emergency. The request will be forwarded to the Director of the Governor's Office of Emergency Services, with a L'„t, copy of the local emergency declaration and the IDE. r W Page 75 ni. Eme ency Operations Plan EXTENDED RESPONSE OPERATIONS Transition into Recovery Operations As the threat to life, property, and the environment dissipates, the EOC Director will consider deactivating the EOC. The EOC Emergency Services Director wi inform the Section Chiefs that they should deactivate their sections, ensurin each unit/branch/section provides its logs and files to the Documentation Unit. The Documentation Unit will organize these materials so they can be archived and/or utilized for the financial recovery process. The Recovery Unit Leader will coordinate the recovery effort, ensuring that all damaged public facilities and services are restored. In coordination with the Emergency Services Coordinator, the Recovery Unit will prepare the after -action report, submitting it to the State OES Coastal Region within 60 days of the disaster/event. Page 76 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS EOC ICS Functions Overview The five ICS functions in the City EOC are Management, Operations, Planning & Intelligence, Logistics, and Finance & Administration. These functions are the r. basis for structuring the City's EOC organization. The Management section is responsible for overall emergency policy and �f�y1 coordination through the joint efforts of governmental agencies and private ! organizations. �.':' • The Operations section is responsible for coordinating support for local -jurisdictional9overnment's emergency response, coordinating inter s" responses, providing critical information to the Planning & Intelligence section Sf and coordinating city-wide activities through implementation of the City EOC Action Plan. tip, • The Planning & Intelligence section is responsible for collecting, evaluating, and disseminating information, developing the City Action Plan in coordination with other functions, and maintaining documentation. The Logistics section is responsible for providing facilities, services, personnel, equipment, and materials to support the emergency response. • The Finance & Administration section is responsible for financial and other administrative activities. 1: The duties and responsibilities for these sections are depicted in the All Hazards position checklists provided for each EOC position. These checklists are ' currently under development. The City's EOC Organization Chart is depicted in Figure 1 (Page 4). This organizational structure provides the following features: • Liaison representation for volunteer and private agencies: American Red Cross, Salvation Army„ for example; • Liaison (field) representation from State OES; • Operational Area representative from the County of Marin or discipline - specific mutual aid systems: Law Enforcement, Fire and Rescue, Public Works, Emergency Medical, and Coroner; • EOC Safety and Security Officers; and, • Public Information Branch to handle all communication and coordination requirements for the public and the media, including staffing and operating a media center and performing rumor control. Page 77 Emergency Operations Plan EXTENDED RESPONSE OPERATIONS i i a ! .. i :. i1 J. l: I: Y L.:.. N x. 1.. IF...c�...cex.....1.. _r_R:y y` aw%,:...�J-J.r.'_ Al.6" Aa. J&.n:,u».... ......�.... s.__�:_ •., ._.— . Agency Representatives and Technical Advisors City employees or members of volunteer agencies typically hold the positions described in the Incident Command Structure. During a disaster, it possible that staff may not be able to come to the EOC and outside staffing may be requested. Agency representatives will be integrated into the City EOC organization to the greatest extent possible. This means that an agency representative will be assigned to the EOC section/branch/unit most closely associated with his/her agency's function. For example, an FBI agent will be assigned to the Law Enforcement Branch, while a Cal -Trans representative will be assigned to the Public Works Branch. Technical advisors may also come to the EOC during an emergency. These subject -matter experts will also be assigned to the most appropriate EOC section/branch/unit. Agency representatives and technical advisors who cannot be logically assigned to an EOC section/branch/unit will be assigned instead to the Liaison Officer who will be responsible for keeping them involved and informed. Page 78 1�1,k W Recovery Operations Emergency Operations „Plan l,uNRECOVERY OPERATIONS PART FOUR — RECOVERY OPERATIONS Concept of Operations The City will be involved in recovery operations. In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the threads of their pre -disaster lives. Typically, there will be a need for such services as these: assessment of the extent and severity of damages to homes and other property; m restoration of services generally available in communities — water, food, and medical assistance; o repair of damaged homes and property; o restoration of businesses; and, o professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope The City can help individuals, families and businesses recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases: short-term and long- term. Short-term recovery operations will begin during the response phase of the emergency. The major objectives of short-term recovery operations include rapid debris removal and cleanup and the orderly and coordinated restoration of essential services (electricity, water, and sanitary systems). Short-term recovery operations will include all the agencies participating in the City response and some County agencies providing specific services within the city The major objectives of long-term recovery �.perations include o coordinating delivery of social and health services, (Co Health, Fire) • review of potential improvements in land use planning-, (DPW) • improving the City of San Rafael's Emergency Operations Plan; (ES) • re-establishing the local economy to pre -disaster levels; (Redev, Comm Servs) ® recovery of disaster response costs; and Finance, (DPW, Fin, ES) • effectively integrating mitigation strategies into recovery planning and operations. (OES, DPW) Public information during the recovery process will be handled by the City Manager's Public Information Officer, while coordinating with the Operational Page 80 Emergency Operations Plan RECOVERY OPERATIONS rti Area's Public Information Officer (PIO) or Joint Information Center (JIC) if established. r= F ' Short -Term Recovery The goal of short-term recovery is to restore local government to at least a minimal capacity. Short-term recovery includes: • utility restoration; expanded social, medical, and mental health services; �r • re-establishment of City government operations; • clearing and repairing transportation routes; t debris removal; t- cleanup operations; and, • abatement and demolition of hazardous structures. ' The City will coordinate its efforts with service providers to restore utility systems ok and services during recovery operations. Marin County Health Services will ' coordinate and conduct Critical Incident Stress Debriefings for emergency response personnel and victims of the disaster event. The City and Marin will ensure that debris removal arfd cleanup operations are 11 expedited. On the basis of the City's assessments, structures that pose a public safety concern will be demolished. r For federally declared disasters, Tele -registration centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, the City, the County, and other jurisdictions will provide sheltering for disaster victims until housing can be arranged. In an extreme situation the City may determine to open Local Assistance Centers (LACs) to aid in the recovery process. These centers bring together all the providers of all the available forms of assistance to that victims have "one-stop shopping" for disaster assistance. LACs may have a wide variety of local, State and Federal providers under one roof. The LACs can be good counterparts to the FEMA tele -registration centers and can provide victims a gateway to financial, r material and physical recovery. a" Page 81 Emergency Operations Plan RECOVERY OPERATIONS i. t 1 J. ...... . .. . P i . . i . . . �.. A. _ .1.A.. I .-' -- 9gil deur ywY I .1 1I. ;d..i -:L�In il(_I.i fY.:a_ i::.:: r...,. — '�.2..4�:�.Xdk�t+Z-.i'--- .. Lona -Term Recovery The goal of long-term recovery is to restore facilities to at least pre -disaster condition. Long-term recovery includes hazard mitigation activities, restoration reconstruction of public facilities, and disaster response cost recovery. Ear.[, affected jurisdiction will be responsible for their own approach to mitigation, which could include zoning variances, building codes changes, plan reviews, seismic safety elements, and other land use planning techniques. With public safety a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process. All jurisdictions will need to coordinate and employ hazard mitigation actions in all activities in order to ensure a maximum reduction of vulnerability to future disasters. The City will strive to restore essential facilities to at least their pre - disaster condition by retrofitting, repairing or reconstructing them during long- term recovery operations. Individual citizens and private businesses will also seek to access recovery programs. The City's redevelopment agencies will play a vital role in rebuilding commercial areas of the City of San Rafael. Recovery Operations Organization For San Rafael, recovery operations will be managed and directed by the Public Works Director or his/her designee with assistance provided by the Economic Development Director and the Community Development Director. On a regularly scheduled basis, the Office of the City Manager will convene meetings with City department directors, key individuals, and representatives from affected departments. These meetings will be held to make policy decisions collectively. They will also be used to obtain and disseminate information regarding completed and ongoing recovery operations. These meeting will be coordinated through the City Manager. City departments will also be represented and responsible for certain functions throughout the recovery process. A recovery operations organizational chart is depicted in Figure 11 (Page 83). Page 82 Emergency Operations Plan RECOVERI DIRECTOR RECOVERY OPERATIONS Overall Recovery Political Process Recovery Policy Public Outreach I i I OPERATIONS PLANNING / INTEL LOGISTICS DPW Community Dev. DPW Redevelopment ris IIaDe Land Use Gov.. Fcilities Demolition Building Codes Vehicles Construction Redevelopment Supplies/ Hazard Mapping Equipment Building/Safety Housing Utilities Mitigation Permitting/ Inspection Documentation Personnel Communications I FINANCE Finance I Public finance Budgeting Accounting Taxation Claims Process Grant Management Figure 11. Recovery Operations organization. Page 83 Emergency Operations YPlan �y� `, uyrN�LLw 1y4 �yA� ��y µRECOVERY OPERATIONS Recovery Operations Responsibilities Table S. Recovery responsibilities. Function Departments/Agencies Political process management; City Manager's office interdepartmental coordination; policy development; decision making; public information. Land use and zoning variance; permits and controls for new development; revision of building regulations and codes; code enforcement; plan review; building and safety inspections. Restoration of medical facilities and associated services; continue to provide mental health services; perform environmental reviews. Debris removal; demolition; construction; management of and liaison with construction contractors; restoration of utility services. Housing programs; assistance programs for the needy; oversight of care facility property management; low income and special housing needs. Public finance; budgeting, contracting; accounting and claims processing; taxation; insurance settlements. Redevelopment of existing areas; planning of new redevelopment projects; financing new projects. Applications for disaster financial assistance; liaison with assistance providers; onsite recovery support; disaster financial assistance project management. Advice on emergency authorities, actions, and associated liabilities; preparation of legal opinions; preparation of new ordinances and resolutions. Community Development Dept. Marin County Health and Human Services Public Works Dept. Community Development Dept Community Services. Economic Development Finance Dept. Public Works Community Development Dept City redevelopment agencies City ES w/ Public Works City Finance 'ity attorney Government operations and communications; Management Services, IT space acquisition; supplies and equipment, Department of Public Works vehicles; personnel; related support. human Resources Recovery Damage/Safety Assessment The recovery damage/safety assessment is the basis for determining the type and amount of State and/or Federal financial assistance necessary for recovery Page 84 X. Emergency Operations Plan RECOVERY OPERATIONS Under the City EOC's Standard Operating Procedures, an Initial Damage Estimate is developed during the emergency response phase to support a 'irst request for a gubernatorial proclamation and for the State to request a .�presidential declaration. • roads; • water control facilities; • public buildings and related equipment; • public utilities; • facilities under construction; • recreational and park facilities; • educational institutions; and • certain private non-profit facilities. Debris removal and emergency response costs incurred by the city should also be documented for cost recovery purposes under the Federal programs. Page 85 During the recovery phase, this assessment is refined to a more detailed level. `7 This detailed damage/safety assessment will be needed to apply for the various disaster financial assistance programs. A list of mitigation priorities will need to '• be developed by the jurisdictions' departments. j47`•i,i detailed damage for ' The public works department will complete the assessments the city. 4• r Documentation tx:•= Documentation is the key to recovering eligible emergency response and recovery costs. Damage assessment documentation will be critical in zs, establishing the basis for eligibility of disaster assistance programs. • roads; • water control facilities; • public buildings and related equipment; • public utilities; • facilities under construction; • recreational and park facilities; • educational institutions; and • certain private non-profit facilities. Debris removal and emergency response costs incurred by the city should also be documented for cost recovery purposes under the Federal programs. Page 85 Under the California Disaster Assistance Act (CDAA), documentation is required `7 for damage sustained to the following: • public buildings; • levees; • flood control works; ' • irrigation works; • county roads; • city streets; • bridges; and other public works. Under Federal disaster assistance programs, documentation must be obtained regarding damages sustained to: • roads; • water control facilities; • public buildings and related equipment; • public utilities; • facilities under construction; • recreational and park facilities; • educational institutions; and • certain private non-profit facilities. Debris removal and emergency response costs incurred by the city should also be documented for cost recovery purposes under the Federal programs. Page 85 Emergency Operations Plan RECOVERY OPERATIONS . • . .Lfd....l. ui.. .i ..I I. Li 5: d.14 1. I_i ... _ iaC_1l. wi.ii. ._{ -. iS BL. INA 1 .{'if iK dl.. is 0--_ - . ..... i — e .. 1!. 1.1_ jSI'm dlils:.5�2 '—u .- It will be the responsibility of the departments to collect documentation of these damages and submit them to the Recovery Manager for the City of San Rafael. The documenting information should include the location and extent of damage, and estimates of costs for: debris removal, emergency work, and repairing or replacing damaged facilities to a non -vulnerable and mitigated condition. The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be provided under Federal mitigation programs. Documentation is key to recovering expenditures related to emergency response and recovery operations. For each department, documentation must begin at the field response level and continue throughout the entire operation as the disaster unfolds. After -Action Reporting The Standardized Emergency Management System (SEMS) regulations require any city, city and county, or county declaring a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an after - action report to OES within 90 days of the close of the incident period. The after -action report will provide, at a minimum, the following, • response actions taken; • application of SEMS; • suggested modifications to SEMS; • necessary modifications to plans and procedures; • training needs; and, recovery activities to date. The after -action report will serve as a source for documenting the City of San Rafael's emergency response activities and identifying successes and areas of concern. It will also be utilized to develop a work plan for implementing improvements. An after -action report will be a composite document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in regulations. It will include an overview of th c1,)nt, including enclosures, and will also address specific areas of the response, if necessary. It will be coordinated with, but not encompass, hazard mitigation. Hazard mitigation efforts may be included in the "recovery actions to date" portion of the after -action report. Page 86 Emergency Operations Plan RECOVERY OPERATIONS a�, City OES will be responsible for the completion and distribution of the City's after - t1 action report, including sending it to the State OES Coastal Region within the j' required 90 -day period. City OES may coordinate with the Marin County Office of Emergency Services to complete the after -action report. The after -action reports will be written in simple language, well structured, brief and well presented, and geared to the primary audience. Data for the after - action report will be collected from questionnaires, status reports, other documents developed during the disaster response and interviews with emergency responders. Page 67 Emergenc`e Operations Plan RECOVERY OPERATIONS :. rJl�lliu 1! 1-1igl-ill 0,&!_Alk J&6W" 18WI oil ,,py1wcl INLJML r 11 1 i IUM 4. •_�cr_-- .. Disaster Assistance Introduction Some key areas of concern must be adequately addressed when requesting implementation of disaster assistance programs. These areas include the needs of distinct groups, disaster assistance available at each level of declaration, and the level of detail required on each request for disaster assistance. Disaster assistance programs have been developed for the needs of four distinct groups: Individuals o Individuals may receive loans or grants for real and personal property. dental, funeral, medical, transportation, unemployment, sheltering, and rental assistance, depending on the extent of damage. o Businesses (including agricultural interests) Loans for many types of businesses are often made available through the U.S. Small Business Administration (SBA), assisting with physical and economic losses as a result of a disaster or an emergency. The U.S. Department of Agriculture (USDA) sponsors programs agricultural or other rural interests, including assistance for physical and production losses. o Governments Funds and grants are available to government and certain non -prof c organizations to repair, reconstruct, and mitigate the risk of future damage. o Non-profit organizations C Certain qualifying non-profit organizations may qualify for government aid The usual requirement is that the organization provides a government service, such as operating a hospital or library. A State grant program is available to local governments to respond and recover from disasters. Federal grant programs are available to assist governme cs and certain non-profit organizations in responding to and recover from d asters At each level of emergency declaration, various disaster assistance programs become available to the groups mentioned above. Emergency Declaration Impact on Assistance programs Local Emergency Declaration Under local emergency declarations the City of San Rafael may be eligible for assistance under the California Disaster Assistance Act (CDAA) (with the OES Director's concurrence). Page 88 ` State Board of Equalization Presidential Declaration ;� Under a Presidential Declaration of Major Disaster, the County, Operational k:. Areas jurisdictions, special districts, individuals, and businesses may be eligible for the following disaster assistance programs and services: • Cora Brown Fund • Crisis Counseling Program • Disaster Unemployment • Temporary Housing Program • Individual and Family Grant Program • Internal Revenue Service Tax Relief • Public Assistance • Hazard Mitigation • Veteran's Affairs Assistance • Federal financial institutions Public Assistance Program Responsibilities Each jurisdiction and special district bears the responsibility for completion and submittal of the required documents for both State and Federal public assistance programs. Page 89 • Contractor's License Board Emergency Operations Plan RECOVERY OPERATIONS • Department of Insurance �lr , '' ' ` Businesses and individuals may be eligible for local government tax relief, low- ;; - interest loans from the SBA, and relief programs under the USDA. " Department of Veteran's Affairs AX, • Franchise Tax Board Tax Relief X1, State of Emergency Proclamation tt-y Under a State of Emergency Proclamation by the Governor, the County, Operational Area jurisdictions, special districts, individuals, and businesses may be eligible, in addition to the assistance available under a local emergency declaration, for services from the following agencies: ` State Board of Equalization Presidential Declaration ;� Under a Presidential Declaration of Major Disaster, the County, Operational k:. Areas jurisdictions, special districts, individuals, and businesses may be eligible for the following disaster assistance programs and services: • Cora Brown Fund • Crisis Counseling Program • Disaster Unemployment • Temporary Housing Program • Individual and Family Grant Program • Internal Revenue Service Tax Relief • Public Assistance • Hazard Mitigation • Veteran's Affairs Assistance • Federal financial institutions Public Assistance Program Responsibilities Each jurisdiction and special district bears the responsibility for completion and submittal of the required documents for both State and Federal public assistance programs. Page 89 • Contractor's License Board • Department of Aging • Department of Insurance �lr , '' ' ` • Department of Motor Vehicles Department Social Services • of " Department of Veteran's Affairs AX, • Franchise Tax Board Tax Relief ` State Board of Equalization Presidential Declaration ;� Under a Presidential Declaration of Major Disaster, the County, Operational k:. Areas jurisdictions, special districts, individuals, and businesses may be eligible for the following disaster assistance programs and services: • Cora Brown Fund • Crisis Counseling Program • Disaster Unemployment • Temporary Housing Program • Individual and Family Grant Program • Internal Revenue Service Tax Relief • Public Assistance • Hazard Mitigation • Veteran's Affairs Assistance • Federal financial institutions Public Assistance Program Responsibilities Each jurisdiction and special district bears the responsibility for completion and submittal of the required documents for both State and Federal public assistance programs. Page 89 Emerpency Operations Plantl ,I ..11nLl6lli i l 1ij L RECOVERY OPERATIONS The Department of Public Works is the lead agency in requesting and processing the Request for Public Assistance package to the State. The San Rafael Office of Emergency Services will help coordinate the completion of the application process and provide supporting materials to State and Federal representatives. The Federal Public Assistance Program is detailed in the FEMA Public Assistance Guide (FEMA 322). The State of California's Public Assistance Program, the CDAA, is reviewed in Emergency Management in Califomia, published by State OES. Both are discussed in the disaster assistance annex. Individual Assistance Program Responsibilities Individuals are expected, whenever possible, to provide for themselves and be responsible for their own personal recovery. However, many individuals will expect the City to deliver assistance to them well after the disaster. San Rafael will assist individuals in any way possible, including providing them with the FEMA hotline number for individual assistance or operating LACs. A Sequence of Delivery Guide has been developed by FEMA to assist individuals and local governments in determining the flow of individual assistance. It is the objective of the City of San Rafael to provide their citizens with all the necessary information to help them recover from the disaster. The sequence of delivery appears as follows: 1. Individual actions for assistance (family, friends, volunteer organizations, churches, etc.) 2. Recovery/assistance from private insurance carrier 3. FEMA Disaster Housing Assistance 4. SBA Assistance 5. Assistance to Individuals and Household, Program 6. Cora Brown Fund Assistance The Federal Individual Assistance programs are detailed in Title 44 Code of Federal Regulations, Section 206. A brief summary of some individual assistance programs and services is available in the disaster assistance an,iex. Page 90 I m Emergency Operations Plan RECOVERY OPERATIONS Hazard Mitivation Grant Proaram Responsibilities The Hazard Mitigation Grant Program (HMGP) is activated following a presidential disaster declaration. The program's purpose is to fund projects which are cost-effective and which substantially reduce the risk of future damage, hardship, loss, or suffering resulting from a major natural disaster. Grants are available to eligible applicants in the declared areas only. Delivered as either part of a Public Assistance grant or as a stand-alone measure, mitigation projects must be cost-effective and represent a solution to a problem. The HMGP fund is based upon a 7.5% share of the FEMA estimate of all Damage Survey Reports (DSRs) for public assistance work performed, and Individual Assistance costs. The Federal contribution can be up to 75% of the cost of the hazard mitigation project approved for funding, with applicants providing match funding through a combination of either state, local, or private resources. HMGP funds cannot be used as the sole match for other Federally - funded programs. As of November 1, 2004, eligibility for HMGP funds is contingent on the jurisdiction being party to a FEMA -approved Local Hazard Mitigation Plan. Page 91 l:a1f:12C;1:-tic } ()PI -fl •11100 C'/ ti 11,,RS City of San Rafael Emergency Plan (Part 2) Activation Procedures Port 2 A01\ ,ariiun Procedures 1 rIan, ?(irr r TABLE OF CONTENTS Council Chamber EOC Activation.................................................................................... 3 InlormationFlow................................................................................................................ 4 Status Check and Initial Procedures................................................................................... 7 EOC Access and Activation................................................................................................ 8 EOC Telephone and Power Setup....................................................................................... 9 EOCSupply and File Boxes............................................................................................. 10 EOCStatus Boards and Signs................................................................................... 10 EOC Safety and Security Area......................................................................................... 11 EOC Computers, Online Access and Printers................................................................... l I Public Works EOC Activation.......................................................................................... 13 InformationFlow.............................................................................................................. 19 Status Check and Initial Procedures................................................................................. 17 EOC Access and Activation.............................................................................................. 13 EOC Status Boards and Signs................................................................................... 18 EOC Telephone and Power Setup..................................................................................... 19 EOC Computers, Online Access and Printers................................................................... 19 LAC Safety and Security Area......................................................................................... 20 Public Works Facility Utility Control............................................................................... 21 WaterLeak........................................................................................................................ 21 GasLeak........................................................................................................................... 22 ElectricalThreats.............................................................................................................. 23 City Hall Facility Utility Control...................................................................................... 24 WaterLeak........................................................................................................................ 24 GasLeak........................................................................................................................... 25 ElectricalThreats.............................................................................................................. 26 MERARadio Setup......................................................................................................... 27 Network Connection Setup in Council Chambers (EOQ................................................ 28 1';111 2 ACM,iliun P[-0k:C L1reS 2 1 i IvIr; r 'r,i; i il J70-\' C1"N11=1;.S COUNCIL CHAMBER EOC ACTIVATION If the decision is made to activate the EOC, determine the appropriate level of activation. The severity of the incident is often the decisive factor in the level of activation. The activation may be minimal (as in a flood watch), partial (as in a flood warning) or full (as in a severe earthquake). Not all activation steps are fulfilled if the activation is only minimal or partial. Follow these procedures to ensure an effective and expedient transition to EOC operations. An EOC has many functions, not all of which will take place in the main EOC (council chamber). Auxiliary functions may be directed to other locations in City Hall for operating phone banks, policy meetings, staff meetings and specialized work with organizations and the public. The following activation procedures focus mainly on the EOC, as it is a multi -use room. Upon activation, complete the "EOC 1P" and ensure operational readiness. Logistics Command 1 P10 G Part' Acti\atiun froccdures 3 I f.: �D r � I1G0 Second Floor City Hall I 41 1 �.hrtl�rri -'fNl' (� P I;.III;R(;/',,N'(')' OI'1:'/1- l /700_ ('1';1'17 -'RS ■ f t �F� Imo__ OIL Third Floor City Hall L __Ur 4 -I I - tl�i 'i INFORMATION FLOW Information flow, commonly termed communication, is the most critical element during a major disaster. Without an organized method of receiving information into the EOC, operation and policy decisions produce inefficient and possibly negative outcomes. To mitigate the likelihood of information mismanagement, invest time and organize communication channels to best inform key individuals of resource allocations, field operations and policy decisions. The Operations Section is where most information enters the EOC. Information is received through radios, telephones, observations along with any other communication from the field. A number of possible sources provide information Operations Branch Coordinators (Police, Dire and Public Works) use to make urgent life-threatening decisions. Staff members in Operations organize and document incoming information. This information is not verified and is not for other section's use. Part 2 - Activation Procedures 4 /A brull •i! 0f)- jLSano Rafael Runners from the Planning Section collect information from Operations. Runners play a crucial role in information circulation. It is Planning's responsibility to acquire and discern between information (unconfirmed) and intelligence (verified, confirmed and reliable). Once confirmed, Planning reports intelligence on display boards for EOC use. These display boards identify the incident, time of occurrence, location, description, departments involved, status, number of' deaths, number injured, and the status of damage assessments. All other sections, Finance, Recovery, Care and Shelter, Logistics, Represented Agencies and Management, refer to Planning display boards for reliable intelligence. ,,• Sty Reliable intelligence is critical for Logistics to maintain and manage facilities, services, personnel, equipment and materials. Requests for mutual aid, supplies and equipment all go through the Logistics section. It is often the case that Law enforcement and Fire protection will h. automatically request mutual aid through their Dispatch Operation Centers (DOC). Both Fire and Police must inform Logistics of all mutual aid requested. This is crucial. The Logistics Section Chief must immediately establish the best method for receiving all mutual aid requests. Logistical activities begin before a disaster declaration in establishing a management plan, vendor lists and a system for receiving and executing any of a number of requests during an emergency. ' - Procurement policy will differ given the situation. In critical situations, resources are procured 4 from the nearest available source. In non-critical situations, City -owned resources are first utilized, followed by donated goods and services, and finally lease or purchased goods and services. To avoid unnecessary or double purchases, Logistics must clearly communicate with corresponding sections. Document all procurement for future reimbursement. Finance is responsible for acquiring this information. Finance is responsible for time keeping, record keeping and cost accounting during an emergency situation. Finance must record all employee time reports and emergency purchases to receive Federal reimbursements after the emergency response. To effectively execute this task, Finance must have full information access. y Information flows through these separate sections up to Management. Management also receives information through secondary sources- the Public Information Officer and Agency Liaisons. These positions communicate with Operations and outside agencies, often represented in the EOC. Management's primary source for making policy decisions is through action plan meetings. All Section Chiefs participate in action plan meetings, collaborating with each other in the decision making process. During an emergency event, information successfully reaches all sections when groups are working together. EOC staff must collaborate as a team to restore normalcy and protect the community. The EOC communicates with field operations through whatever medium is available. FOC phones, cell phones, department radios or back-up MERA radio units may serve as possible communication channels. Action plan meetings and communication are two interdependent functions in overall EOC success. The EOC mission is therefore to obtain, document and verify all incidents; to prioritize, mitigate and continuously re -apply resources to incidents according to the established priority list (action plan). Planning constantly receives and updates information, anticipating the public's as well as the organization's needs. With the information Planning provides, Logistics supplies the response effort in a cost effective fashion, and eliminates double orders or multiple resource use. fart 2 Actuation Proccdurcti VC) 01,17e MON ( I..V 17, k.5 Care and Shelter provides shelter and social services to displaced and needy residents. All resource requests from Operations, Logistics and Care and Shelter are made through the Finance section. Finance actively controls and tracks how purchases are made and documented. The Recovery section works with the residential and business communities, channeling gathered information to outside agencies capable of fulfilling the community's needs. Recovery's long- term planning assists in the City's return to normal operations. P;ut .2) .Activation Pry MILINI; 4, 0P1'R.-1I/OV ('1;:\11:RS STATUS CHECK AND INITIAL PROCEDURES Whoever initially arrives at City Hall is responsible for the EOC setup. If City Hall is not impacted by the emergency event, proceed to EOC Access and Activation. If an emergency causes structural damage to City Hall, request City Building Inspectors immediately. Licensed building inspectors are required to perform a detailed safety assessment in the event of an earthquake. If unable to contact building inspectors and EOC staff begin to arrive, begin a rapid assessment. 3. Using the rapid evaluation method, scan the building perimeter to determine the amount of structural damage that may have occurred during the emergency event. _ 4. --Use yourbest in surveying the entire perimeter of the building. Note all observations. 5. ]-he building is unsafe if: ■ Building has collapsed, partially collapsed, or moved off its foundation ■ Building or any story is significantly out of plumb • Obvious severe damage to primary structure members, severe racking of walls, or other signs of severe distress present ■ Obvious parapet, chimney, or other falling hazard present ■ Large fissures in ground, massive ground movement, or slope displacement present hazards (e.g., toxic spill, asbestos contamination, gas leak, fallen power line) 6. Check the water, electricity and gas lines feeding into the facility. If the building is safe to enter, check the entire facility for water and gas leaks. If any are identified, turn off corresponding lines (seek Public Works help when available). Directions in Appendix A. 7. Once the initial building assessment is complete, access the City Manager's office and acquire the Council Chamber key (alternative, obtain key from Police or Fire Department dispatch). 8. Continue observing the damage sustained in your area. The level of damage correlates to the likelihood of EOC help arriving. Document concerns resulting from your observation for future discussion with building and fire inspectors. Commence EOC setup when determined safe. P,ir(2 l%cti\ iaion Procedures 7 1 hi ltal t (10-7 Ul'1'Id.1110 VCEN C1-'R EOC ACCESS AND ACTIVATION 1. Request Police (first floor in City Hall) or Fire (C street and Fifth avenue) dispatch to contact Marin County, who using the Telephone Emergency Notification System (TENS), will call out EOC StafJ'A and request personnel respond to the EOC. Alternative, notify City personnel using Emergency Contact Sheet. 2. If City Hall is locked, contact Police Dispatch to gain access to the Council Chambers and the L,ty Manager's office. The storage cabinets in the Council Chambers should be unlocked. If not, use the master cabinet key to unlock all storage cabinets in the facility. Y mom i' mo� FiS f- 3. "Turn on lights by accessing the swite aboard located under the left side ol'the council desk~ lacnig forward. Access tables and chairs in the far left corner of the EOC and arrange according to LOC diagram. 4. Remove the Section bins containing necessary materials to the specific locations. Remove materials and begin workstation setup according to the EOC diagram. Pat( 2 Adil:►thm I'l-OCcclurrS 8 [,Cbruurr' 200- zt. r�: v Rir Jy� 1-.111- 01" ( l 01'l 11,1 110-VC/A '1:.\ 11,'R.S EOC TELEPHONE AND POWER SETUP 1. Remove and position all phones in appropriate area based on section assignments. Each phone has a cable and respective outlet located on either side of the EOC under the Administrative Services and Legal workstations. Identify phone lines and designated outlets. 2. Phones numbers are located on colored Emergency Numbers accompanied with the Emergency Contact Sheet. 3. Connect phones and confirm dial -tone. 4. Once phones are functional, remove power chords and splitters. Each station should have an 8 -outlet splitter to access under work stations. Planning, Logistics and Operations should all have splitters setup and readily available underneath workstations. 5• Confirm power sources. Arrange vinyl tubing over phone lines and power cables, covering wires in high traffic areas. Secure lines. I'urt 2 Actuation Procedures 9 I c•hr1/1111 '(ii1- EOC SUPPLY AND FILM: BOXES Find storage bins for each section. Each section bin is clearly labeled 1. containing appropriate documents and information necessary for executing required work for each discipline in the EOC. 01 1. 2. 3 Note: In the event supplies are not located in City Hall, contact Public Works and request the Primary EOC equipment, stored in the EOC trailer. Place the section bins beneath respective workstations. Section members, upon arrival, will remove materials and begin their section setup process. Remove suitcase radios (MERA) and setup up radios in the rear of the Council Chamber. Refer to Appendix B for directions on MERA radio setup. EOC STATUS BOARDS AND SIGNS Go to the back right corner of the EOC and separate the status and display boards. Remove and hang status boards in assigned locations. The assigned location is identified on the back of the status board. Note: All status boards with holes are hung. The remainder are placed on the easels which are found in the EOC storage cabinets on the left side of the EOC. -M rhe status boards hang on a track system located throughout the EOC. Slide metal hooks at an angle through the grove lining the ceilings. Once through the grove, turn the hook 90 degrees and hang the status boards and signs on the track as shown below. 4 Section ID signs and stands are located in section bins. Place signs on the work station. Part 2 -Activation l'roMIUres 10 F.aIf:RC;l;:1'C'1' t)l'l:Il. l T70:\' Cl,,A I l.'R5 EOC SAFETY AND SECURITY AREA 1. Contact Police and request an officer to act as EOC Security. If not available, adapt accordingly until officer arrives. The main front doors of the EOC are the primary entry and exit point. Place security checkpoints at this location. 2. A list of employees permitted in the EOC is located in the storage cabinet along with sign -in sheets. City employees staffed in the EOC use their issued City ID to access the EOC. If not available, issue a secondary temporary pass (located in section bins) upon employee verification. 3. Identification vests are located in each section bin. Use EOC secondary IDs (also located in section bins) as needed. 9 .F r•M� •.;nSfr2'�rx. As staff arrive to the EOC, security will require identification and direct personnel to respective sections. Once in EOC, put on section vest for easy identification. Security only allows access to essential EOC personnel. Essential personnel refers to those who are assigned to work in the EOC. EOC COMPUTERS, ONLINE ACCESS AND PRINTERS L. The Council Chamber EOC has two dedicated Notebook computers. Individuals assigned to the EOC are directed to bring their issued notebook computers to the EOC. Each section in the EOC is responsible for accessing and connecting EOC laptops to the Council Chamber Network Port. See Appendix C for instructions. 2. IT help may be needed if the main server is offline. 3. Establish network and online connection in the EOC. _ 11,irt 2 Actnatiun Proccdurc,, 11 EOC ACrIVATION COMPLETION 1. Assist incoming staff with their area set-up and familiarization. Post names on the EOC staff chart. 2. Double check each item on this list — make sure everything is working. 3. Once the EOC is activated, go to assigned area/workstation and begin going through position checklists, located in each station Implementation Plan. See also Part 3 — Checklists for all position checklists are also in the Emergency Operations Manual. I'.0 1 ��li� utic,n I'rOCCdUres 12 ■ Ea�ER(if;;b'C�}' OPf:'1�.•I %YUr�' C.'F.:�`Tl:�k.S' PUBLIC WORKS EOC ACTIVATION If the decision is made to activate the EOC, determine the appropriate level of activation. The severity of the incident is often the decisive factor in the level of activation. The activation may be minimal (as in a flood watch), partial (as in a flood warning) or full (as in a severe earthquake). Not all activation steps are fulfilled if the activation is only minimal or partial. Follow these procedures to ensure an effective and expedient transition to EOC operations. An FOC has many functions, not all of which will take place in the main EOC (council chamber). Auxiliary functions may be directed to other locations in City Ilall for operating phone banks, policy meetings, staff meetings and specialized work with organizations and the public. I fie following activation procedures focus mainly on the EOC, as it is a multi -use room. Upon activation, complete the "EOC IP" and ensure operational readiness. EOC Second Floor Fait 2 Activation 1'rocedures 13 f•��hr-tr�rr-i� '(ilii A PmiZ—AuiruionPnxcudurcs 14 2007 Part 2 - Activation Procc(lures I? I 7oA' Cl VINIS 15 F(britarl 200- /;,ti//;h'(, / A('Y U/'/'/1.1110:1" C7. \11,'0 S INFORMATION FLOW Information flow, commonly termed communication, is the most critical element during a major disaster. Without an organized method of receiving information into the EOC, operation and policy decisions produce inefficient and possibly negative outcomes. To mitigate the likelihood of information mismanagement, invest time and organize communication channels to best inform key individuals of resource allocations, field operations and policy decisions. The Operations Section is where most information enters the EOC. Information is received through radios, telephones, observations along with any other communication from the field. A number of possible sources provide information Operations Branch Coordinators (Police, Fire and Public Works) use to make urgent life-threatening decisions. Staff members in Operations organize and document incoming information. This information is not verified and is not for other section's use. Runners from the Planning Section collect information from Operations. Runners play a crucial role in information circulation. It is Planning's responsibility to acquire and discern between inforina ion (unconfirmed) and intelligence (verified, confirmed and reliable). Once confirmed, Planning reports intelligence on display boards for EOC use. These display boards identify the incident, time of occurrence, location, description, departments involved, status, number of deaths, number injured, and the status of damage assessments. All other sections, Finance, Recovery, Care and Shelter, Logistics, Represented Agencies and Management, refer to Planning display boards for reliable intelligence. Reliable intelligence is critical for Logistics to maintain and manage facilities, services, personnel, equipment and materials. Requests for mutual aid, supplies and equipment all go through the Logistics section. It is often the case that Law enforcement and Fire protection will automatically request mutual aid through their Dispatch Operation Centers (DOC). Both Fire and Police must inform Logistics of all mutual aid requested. This is crucial. The Logistics Section Chief must immediately establish the best method for receiving all mutual aid requests. Logistical activities begin before a disaster declaration in establishing a management plan, vendor lists and a system for receiving and executing any of a number of requests during an emergency. Procurement policy will differ given the situation. In critical situations, resources are procured from the nearest available source. In non-critical situations, City -owned resources are first utilized, followed by donated goods and services, and finally lease or purchased goods and services. To avoid unnecessary or double purchases, Logistics must clearly communicate with corresponding sections. Document all procurement for future reimbursement. Finance is responsible for acquiring this information. Finance is responsible for time keeping, record keeping and cost accounting during an emergency situation. Finance must record all employee time reports and emergency purchases to receive Federal reimbursements after the emergency response. To effectively execute this task, Finance must have full information access. Information flows through these separate sections up to Management. Management also receives information through secondary sources- the Public Information Officer and Agency Liaisons. These positions communicate with Operations and outside agencies, often represented in the EOC. Management's primary source for making policy decisions is through action plan meetings. All Section Chiefs participate in action plan meetings, collaborating with each other in the decision making process. Vail 2 Aeti%-ation Procedures 16 11 brnarl- 'Ulf" UPf:ll.1I10V C l,.MkRS During an emergency event, information successfully reaches all sections when groups are working together. EOC staff must collaborate as a team to restore normalcy and protect the community. The EOC communicates with field operations through whatever medium is available. EOC phones, cell phones, department radios or back-up MERA radio units may serve as possible communication channels. Action plan meetings and communication are two interdependent functions in overall EOC success. The EOC mission is therefore to obtain, document and verify all incidents; to prioritize, mitigate and continuously rc-apply resources to incidents according to the established priority list (action plan). Planning constantly receives and updates information, anticipating the public's as well as the organization's needs. With the information Planning provides, Logistics supplies the response effort in a cost effective fashion, and eliminates double orders or multiple resource use. Care and Shelter provides shelter and social services to displaced and needy residents. All resource requests from Operations, Logistics and Care and Shelter are made through the Finance section. Finance actively controls and tracks how purchases are made and documented. The Recovery section works with the residential and business communities, channeling gathered information to outside agencies capable of fulfilling the community's needs. Recovery's long- term planning assists in the City's return to normal operations. STATUS CHECK AND INITIAL PROCEDURES 1. Whoever initially arrives at Public Works Corp Yard is responsible for the EOC setup. If the Corp Yard is not impacted by the emergency event, proceed to EOC Access and Activation. 2. If an emergency causes structural damage to Public Works facility, request City Building Inspectors immediately. Licensed building inspectors are required to perform a detailed safety assessment in the event of an earthquake. If unable to contact building inspectors and EOC staff begin to arrive, begin a rapid assessment. 3. Using the rapid evaluation method, scan the building perimeter to determine the amount of structural damage as a result of emergency event. 4. Use your best judgment in surveying the entire perimeter of the building. Note all observations. 5. The building is unsafe if: ■ Building has collapsed, partially collapsed, or moved off its foundation ■ Building or any story is significantly out of plumb ■ Obvious severe damage to primary structure members, severe racking of walls, or other signs of severe distress present ■ Obvious parapet, chimney, or other (lalling hazard present of Large fissures in ground, massive ground movement, or slope displacement present hazards (e.g., toxic spill, asbestos contamination, gas leak, fallen power line) 6. Check the water, electricity and gas lines feeding into the facility. If the building is safe to enter, check the entire facility for water and gas leaks. If any are identified, turn off corresponding lines (seek Public Works help if available). Directions in Appendix A. fail 2 - Activation Procedures 17 l'cbrnari 20'7 7. Continue observing the damage sustained in your area. The level of damage correlates to the likelihood of EOC help arriving. Document observations for future discussion with building and fire inspectors. When determined safe, commence EOC setup. EOC ACCESS AND ACTIVATION 2. Once the initial building assessment is complete, access the facility either by: • The lock box with key located at Public Works entrance, ■ the Key pad entrance to rear of the facility- Code #1110, • the Intercom located above keypad (contacts any personnel within building), ■ or contact any Public Works personnel. t he second floor is the designated area in the building for emergency operations. To begin station setup, go to the rear of the facility to access the EOC trailer. The trailer padlock is or Public works should have a key to open the trailer. 3. The EOC trailer contains all section bins and equipment necessary for operations. All the phones, computers, projectors and projector screens are located in the second floor offices or in the second floor conference room. Use the second page diagram to orchestrate EOC setup. 4. Begin work station setup as swiftly as possible. To expedite the process, provide any necessary assistance. EOC Status Boards and Signs 1. Status boards serve as an alternative communication tool to computer and projector screen displays. Remove status boards from EOC trailer. 2. Have status boards readily available if electronic displays are incapacitated. Part 2 :1ct1%-ation Procedures 18 - / Cbritur) 'lei! 1. of R('iF.i1'C'}' OPER -1 770N ('l:rV17'/"'S EOC TELEPHONE AND POWER SETUP 1. ' EOC offices and conference rooms have networked phones. 2. Refer to the EOC critical numbers list for the section phone numbers. 3. It is likely during an emergency the building will run on emergency power. Each office is equipped with one (1) outlet functioning on emergency power, marked by a red dot. 4. A power strip, located in each section bin, is available for use. Caution: Do not put unreasonable demand on emergency outlets. Emergency power is limited to only critical equipment. EOC COMPUTERS, ONLINE ACCESS AND PRINTERS 1. Each EOC office is also equipped with a computer. Use city issued login and password to access the network. 2. Acquire IT guidance if the main server is offline. 3. Printers are located on the second floor, across from logistics and finance: Finance f',u l ? Actin ation Procedures 19 Printer and Fax 1 'c hrrarri _100 EOC SAFETY AND SECURITY AREA 1. 2. 3. 4. Contact Police and request an officer to act as FOC Security. If Police personnel are fully committed to the field, adapt accordingly. Management can designate any EOC personnel to work as the safety/ security officer given the Safety/ security officer position checklist. The second floor of public works is restricted to only EOC personnel. Create security checkpoints at access routes to the second floor. A list of employees permitted in the EOC is located in the EOC management section bin, along with sign -in sheets. City employees staffed in the EOC use their issued City ID to access the EOC. If not available, issue a secondary temporary pass (located in section bins) upon employee verification. Identification vests are located in each section bin. Use EOC secondary IDs (also located in section bins) as needed. ray• s'� 9: 8 5. As staff arrive to the EOC, security will require identification and direct personnel Io respective sections. Once in EOC, put on section vest for easy identification. 6. Security only allows access to essential FOC personnel. Essential1yerw»rnel ref'ers to tho x who are assigned to work in the EOC. _ J Part 2 Activation Procedures 20 !•i hrInn ►' 200 1::111-12(;lir1'C'}' 4 J/0,V l •l: PUBLIC WORKS FACILITY UTILITY CONTROL EOC Trailer EOC Second Floor I — '' Lock Box a' — Keys - ty'.i- ' � Seismic I shut-off ----------- D Key Pad Access #IIID IWater / Gas LShut-off" ' Shut -of All, / r Irrigation ' � 5—hut-off– Electric s / 2� • / Emergency Shut-off Generator I I• I I l 1 �� .� WATER LEAK 1. If a water leak is identified in Public Works, proceed to side access gate to the main water feed. 2. To shut off the water flow, turn both water valves clockwise. ('art 2 Aoi�-atiuu I'rok:edures 21 3. 4 I:.L11iR<;I:;N'C'i' UI'1'R-,f Y1 1A,' C'L'N'l'I_'A' Return to Public Works and contact the Marin water district. Document the location of the water leaks in Public Works and the time the water main was shut off. Guide relevant personnel for timely repair. For any reason the irrigation system needs to be shut off, proceed to the irrigation shut- off valve outside the facility. GAS LEAK 1. On your initial Public Works walk through, note any strange smells (distinct, pungent smell threatening the respiratory system) or possible gas leaks. If any are identified, proceed to the side access gate to the main gas feed into the building. 2. West of the rear access gate behind the water and electric shut-off is the main gas feed into the Public Works facility. 3. There is an automatic seismic shut-off valve on the gas between the main gas feed and the facility. This device should shut the gas off in the event of any significant seismic activity. 4. If gas is leaking into facility, take a gas/ water shut-off wrench and shut-off the gas. 5. Document the gas leak locations and time of gas main shut off for records. Part 2 :activation PrOccdures 22 1 chrlia' i '+", 1:111:Rc,l:ti('}'O1'/ 11 1770.;V C 1-,'N7/;R.S ELECTRICAL THREATS 1. In case of an electrical fire or a hazardous electrical situation posing a human threat, access the electrical switches located west of the rear access gate. 2. The switch closest to the ground is the main power switch. Flip the black lever in the ott position. This will shut down all power to Public Works. 3. Document electrical hazard and time of the electric shut-off. fart 2 Activation Procedures 23 F ebruary 20O CITY HALL FACILITY UTILITY CONTROL WATER LEAK 111-a•1/,,I?'(;],'A'(-')" ()1'1:1. I I10.V Second Floor 1. If a water leak is identified in City Hall, proceed to the front of City Hall on Fifth avenue to shut off the main water feed. Head East on Fifth avenue towards C street roughly 30-35 yards from the front of City Hall steps. The main water feed is between the sidewalk and the police parking lot fence 30 yards from City Hall steps. Hart 2 :activation Vrocc(ures 24 1-brtunrr 21)(C f:aff:l2(;L-N(')' O/'FR "17/O,V 2. The water main is a dual feed system. To shut off the water flow, take the red gas/ water shut off wrench (found in ) and turn both valves (when valve is v is shut off). 3. Return to City Hall and contact Q, Document the location of the water leaks in City Hall and the time the water main was shut off. Guide relevant personnel for timely repair. GAs LEAK 1. On your initial City Hall walk through, note any strange smells (distinct, pungent smell threatening the respiratory system) or possible gas leaks. If any are identified, proceed down to Police dispatch on the first floor. 2. Police has the dead bolt key (3909) to open the gas and electrical cage, and the master key (labeled GM) will access the electrical room on the East side of the building. Retrieve the key and proceed East to the Police parking lot. To the left, behind the locked metal gate, is the Gas/ Electric room. 3. To the immediate right is the main gas shut off. There is an automatic seismic shut- off valve on the gas main. This device should shut the gas off in the event of any significant seismic activity. 1',irt 2 Acti�atioii Procedures 25 F't hrrrar l '00_ 4 l "1'IC)N (7.'A 17_RS7 If any leaks were identified, look down to the bottom right corner shut-off valve. Use the wrench on the wall located next to the shut-off to manually shut-off the gas. When valve is perpendicular to pipe, gas is shut off. 5. Document the gas leak locations and time of gas main shut off for records. ELECTRICAL THREATS In case of an electrical fire or a hazardous electrical situation posing a human threat, access the electrical room in the back section of the cage (where gas lines are located) using the master key (labeled GM). , ,��A ,�Jft"&' .. i 2. To the immediate right is the black main electrical lever on wall panel. Flip the black lever in the off position. This will shut down all power to City Hall. Part 2 Actk ation PI-OCCdUreN 26 / iCi ma" . ' hC 1:.111:'RG1:ACY OPER I /10A- ('1;1']TWS MERA RADIO SETUP I . Open the MERA radio unit. A graphical list of zones and corresponding frequency modes are provided on top for the specific units use. 2. To first assemble the radio, remove the antennae and base. Mount the antennae on the base and connect the antennae to the back of the unit. J. Once antennae is assembled, take power chord (for field use, use cigarette adaptor connection for vehicle') and connect to the transformer to nearby outlet. 4. Remove the microphone unit and connect it to the radio in the bottom left corner. To talk on the unit, press down on the right side of the microphone. 5. Refer to the zone and mode diagram to determine the appropriate talk group. Turn the dial (second from the right) to switch through the different modes. Use the arrow buttons above the dial to switch between different zones. ('art 1�ti�atiun I'r()Cc(lures 27 1;afliR(;LA'CY 0/'1 'R- f TION C'l'N7TRS G. Remove headset and plug into the main apparatus. Commence radio use. NETWORK CONNECTION SETUP IN COUNCIL CHAMBERS (EOC) The Council Chamber EOC is equipped with a Wireless Internet Connection (Council Chambers) and a Hardwire Network Connection. Properly Configured Notebook Computers can access the City Network through the Wireless Connection using A "Virtual Private Network Connection" (VPN) 2. THE EOC CONTAINS A BLACK COMPUTER CART WITH NETWORK SWITCH, POWER OUTLET SWITCH, PRINTER, USB STORAGE DRIVES, WIRELESS PROJECTOR AND TWO NOTEBOOK COMPUTERS 3. Power up the Black Cart (Network Switch, printer and power outlet) by plugging the cart power cord to floor outlet. Connect the Network Switch (CAT 5 cable) to the RJ45 City Network connection located at the left corner below the Dais. fart 2 \ctkation 1)roM arcs 28 l "bl-irrrr 'Ilr, 1"'W—;R(;1:NC}'OPFR 11/0N?(11-1-RS Y ` l 4. Connect computers to the switch using a network cable (CAT 5) or via the Wireless connection 1 f " 5. Network Cables are Located in Network Connectins, Kit Box 6. BACK UP NETWORK SWITCH IN THE EVENT THAT THE BLACK COMPUTER CART NETWORK SWITCH FAILS, THERE IS A BACKUP NETWORK SWITCH LOCATED IN THE STORAGE AREA. TO ACTIVATE THE BACK UP NETWORK SWITCH, PLUG THE SWITCH INTO A POWER CONNECTION AND CONNECT THE SWITCH TO THE EOC NETWORK CONNECTION Anv Problems concerning the Network connections Should be referred to Communications Unit Leader in the EOC M ['"irt 2 Actin atiun i1rocalures 29 1 (hrimn 200- City of San Rafael Emergency Plan Part 3 (Position Checklists) n C.( Table of Contents MANAGEMENTSECTION.................................................................................. 8 EOCDIRECTOR................................................................................................ 10 RESPONSIBILITIES.......................................................................................... 10 ACTIONCHECKLIST........................................................................................ 10 ASSISTANT EOC DIRECTOR/LIASON............................................................ 12 RESPONSIBILITIES.......................................................................................... 12 ACTIONCHECKLIST........................................................................................ 12 EOCCOORDINATOR....................................................................................... 14 RESPONSIBILITIES.......................................................................................... 14 ACTIONCHECKLIST........................................................................................ 14 SAFETYOFFICER............................................................................................ 15 RESPONSIBILITIES.......................................................................................... 15 ACTIONCHECKLIST........................................................................................ 15 SECURITYOFFICER........................................................................................ 16 RESPONSIBILITIES..........................................................................................16 PUBLIC INFORMATION OFFICER................................................................... 17 RESPONSIBILITIES.......................................................................................... 17 ACTIONCHECKLIST........................................................................................17 PUBLIC INFORMATION CALL TAKER LEADER ............................................ 19 2 RESPONSIBILITIES.......................................................................................... 19 ACTION CHECKLIST........................................................................................ 19 4.f LEGAL OFFICER ................ 20 RESPONSIBILITIES........................................................................................1. :Y7 ACTIONCHECKLIST 26 RESPONSIBILITIES .................................. COORDINATOR 28 ''.. ADMINISTRATIVE ASSISTANT RESPONSIBILITIES.......................................................................................... 21 OPERATIONSSECTION................................................................................... 22 OPERATIONS SECTION CHIEF....................................................................... 24 FIRE RESCUE/ MEDICAL COORDINATOR..................................................... 26 ACTIONCHECKLIST........................................................................................ 28 LAW ENFORCEMENT COORDINATOR.......................................................... 30 RESPONSIBILITIES.......................................................................................... 30 ACTIONCHECKLIST........................................................................................ 30 PUBLIC WORKS UNIT LEADER...................................................................... 31 RESPONSIBILITIES.......................................................................................... 31 AGENCYREPRESENTATIVES........................................................................ 32 3 26 RESPONSIBILITIES........................................................................................1. ACTIONCHECKLIST 26 ........................................................................................ COORDINATOR 28 PUBLIC WORKS ................................... 28 RESPONSIBILITIES.......................................................................................... ACTIONCHECKLIST........................................................................................ 28 LAW ENFORCEMENT COORDINATOR.......................................................... 30 RESPONSIBILITIES.......................................................................................... 30 ACTIONCHECKLIST........................................................................................ 30 PUBLIC WORKS UNIT LEADER...................................................................... 31 RESPONSIBILITIES.......................................................................................... 31 AGENCYREPRESENTATIVES........................................................................ 32 3 RESPONSIBILITIES.......................................................................................... 32 ACTIONCHECKLIST........................................................................................ 32 CARE & SHELTER COORDINATOR................................................................ 33 RESPONSIBILITIES.......................................................................................... 33 ACTIONCHECKLIST........................................................................................ 33 RECOVERY COORDINATOR........................................................................... 35 VOLUNTEER RESOURCE COORDINATOR.................................................... 36 VOLUNTEER UNIT LEADER............................................................................ 37 RESPONSIBILITIES.......................................................................................... 37 RECOVERY....................................................................................................... 39 PLANNINGSECTION........................................................................................ 42 PLANNING SECTION CHIEF............................................................................ 44 SITUATION ANALYSIS COORDINATOR......................................................... 48 GISSPECIALIST............................................................................................... 50 RESPONSIBILITIES PROVIDE DATABASE AND MAPPING SERVICES.... 50 DAMAGE ASSESSMENT COORDINATOR...................................................... 51 RESPONSIBILITIES.......................................................................................... 51 DAMAGE ASSESSMENT TEAMS.................................................................... 53 DOCUMENTATION/DISPLAY COORDINATOR ............................................... 54 STATUS BOARDS SUPPORT.......................................................................... 56 4 RESPONSIBILITIES.......................................................................................... 56 RUNNER............................................................................................................ 57 RESPONSIBILITIES.......................................................................................... 57 RECORDS MANAGEMENT COORDINATOR .................................................. 58 RESPONSIBILITIES.......................................................................................... 58 DEMOBILIZATION UNIT LEADER (AS REQUIRED) ....................................... 59 EOC ACTION PLAN.......................................................................................... 65 LOGISTICSSECTION....................................................................................... 68 LOGISTICS STAGING MANAGER................................................................... 69 LOGISTICS SECTION CHIEF........................................................................... 70 RESPONSIBILITIES.......................................................................................... 70 ACTION CHECKLIST........................................................................................ 70 RESOURCES COORDINATOR........................................................................ 72 RESPONSIBILITIES.......................................................................................... 72 ACTIONCHECKLIST........................................................................................ 72 RESOURCE UNIT LEADER.............................................................................. 73 CHECK-IN/STATUS RECORDER..................................................................... 74 SUPPLY & PROCUREMENT COORDINATOR ................................................ 75 RESPONSIBILITIES.......................................................................................... 75 ACTIONCHECKLIST........................................................................................ 75 5 LOGISTICS STAGING AREA MANAGER........................................................ 77 ORDERING/RECEIVING/DISTRIBUTION UNIT LEADER ................................ 78 TRANSPORTATION COORDINATOR.............................................................. 79 ACTION CHECKLIST........................................................................................ 79 INFORMATION TECHNOLOGY/ COMM. COORDINATOR ............................. 80 RESPONSIBILITIES.......................................................................................... 80 ACTION CHECKLIST........................................................................................ 80 FACILITIES UNIT LEADER............................................................................... 81 FINANCE SECTION.......................................................................................... 82 FINANCE SECTION CHIEF............................................................................... 83 RESPONSIBILITIES.......................................................................................... 83 ACTIONCHECKLIST........................................................................................ 83 CONTRACTS UNIT LEADER............................................................................ 85 RESPONSIBILITIES.......................................................................................... 85 TIME RECORDING UNIT LEADER................................................................... 86 COMPENSATION & CLAIMS UNIT LEADER ................................................... 87 RESPONSIBILITIES.......................................................................................... 87 ACTIONCHECKLIST........................................................................................ 87 COST/ACCOUNTING UNIT LEADER............................................................... 88 ACTIONCHECKLIST........................................................................................ 88 0 r RECOVERY....................................................................................................... 89 RECOVERY COORDINATOR........................................................................... 90 7 Management Assistant EOC MANAGEMENT Administrative Director/Lialson EOC Director t Assistant City Manager fit EOC Coordinator Safety Officer Emergency Services Coordinator LI Public Information Special Staff Security Officer Officer — Assistant to the City Manager Public intormatlon Hotline Legal Officer City Attorney The Management Section is responsible for the overall coordination and administration of emergency response operations within the jurisdiction. Management includes positions that provide support functions for the Operational area EOC. EOC Director The EOC Director is responsible for the Operational area/City's response to and recovery from any disaster or emergency. The City Manager is the primary EOC Director and may delegate this responsibility to any designated staff (In the City Manager's absence, refer to Part 1 of EOC manual for line of succession). EOC Coordinator The EOC Coordinator serves as a resource to the EOC Director in the administration of the emergency response. In addition, the EOC Coordinator provides guidance to all other EOC staff in performing their responsibilities. Assistant EOC Director/Liaison Officer The Assistant EOC Director serves as a resource to assist the EOC Director in managing the City's response to and recovery from any disaster. The Assistant City Manager will fill this role if the City Council concurs. When an incident has a multi -agency or multi jurisdictional response, the Liaison Officer provides and maintains coordination with outside agency representatives, other operational area jurisdictions, local business and employers, the Region EOC (County), and the State OES. • t dnritri,�iradvc , ts�islant The administrative assistant is dedicated to assisting the EOC Director with clerical support. l� .._. Safety Officer The Safety/Security Officer acts as an advisor to the EOC Director. He or she monitors all aspects of the emergcney organization to ensure the safety and well-being of all personnel involved. The Safety/Security Officer is responsible for correcting unsafe operations and for working with all sections to protect the health & safety of all EOC staff. In addition, the Safety Officer controls access to and ensures the safety of the EOC staff. In accordance, the Safety Officer provides direct mental health support and assures attention to special needs populations. Security Officer i The Security Officer is responsible for the Security inside and outside the Emergency Operations r i43t Center. Public Information Officer (PIO) The Public Information Officer (PIO) acts under the direction of the EOC Director and EOC Coordinator to coordinate public information activities throughout the Operational area. The Public Information Officer ensures that the media and citizens are fully informed on all aspects of the emergency. The PIO also manages information hotlines if established. Public Information Hotline rhe Public Information Hotline provides information regarding the response, available services, and resources. Legal Officer The Legal Officer provides advice to the CAO and the EOC Director in all legal matters relating to the emergency. The Legal Officer assists the Director of Emergency Services and the EOC Director in declaring a local emergency and implementation of emergency powers. ,Vevial Staff Special staff with certain subject matter expertise may be brought in to the EOC to advise and recommend actions as necessary to the EOC Director. This person is not assigned to the EOC and may communicate with the EOC while off site (e.g., Public Health Officer). * Rluc titled positions are activated as needed. 9 EOC DIRECTOR READ TATS ENTIRE POSITION DESCRIPTION BEFORE TAKING ACTION Supervise: Administrative Assistant, EOC Coordinator, Legal Officer, Liaison Officer, Public Information Officer, Safety/Security Officer, Section Chiefs Responsibilities A. Establish the appropriate staffing level for the EOC and continuously monitor organizational effectiveness, ensuring that appropriate modifications occur as required. B. Exercise overall management responsibility for coordination within the City Operational Area; set priorities. C. Ensure that Multi-Agency/Inter-Agency SEMS/NIMS Coordination is accomplished effectively within the EOC. D. Ensure that Action Plans are created and implemented. Action Checklist ❑ Determine appropriate level of activation. ❑ Mobilize appropriate personnel for the initial activation of the EOC. ❑ Obtain briefing from whatever sources are available. ❑ Ensure that the EOC is properly set up and ready for operations. ❑ Ensure that an EOC check-in procedure is implemented. ❑ Ensure that an EOC organization and staffing chart is posted and completed. ❑ Determine which sections are needed, assign Section Chiefs to Operations, Logistics, Planning/Intelligence and Finance/Administration as appropriate and ensure they are staffing their sections as required. ❑ Ensure that sufficient staff is available for a 24-hour schedule, or as required. ❑ Assume the responsibilities of any Section Chief position that has not been delegated. ❑ Determine which Management Section positions are required and ensure they are filled as soon as possible. ♦ EOC Coordinator ♦ Liaison Officers (Agency, Business, Jurisdictional) ♦ Public Information Officer ♦ Safety/Security Officer ♦ Legal Officer Assume the responsibilities for positions not staffed or delegated. ❑ Ensure that telephone and/or radio communications with Operational Area emergency response agencies are established and functioning. ❑ Schedule the initial Action Planning meeting. ❑ Assign Liaison Officer to: ♦ Jurisdictional/agency coordination, 10 EOC DIRECTOR... Continued ♦ Outside agency representation to the EOC. ❑ Monitor EOC staff activities to ensure that all appropriate actions are being taken. ❑ In conjunction with the Public Information Officer, conduct news conferences and review media releases for final approval. ❑ Ensure that the Liaison Officer is providing for and maintaining effective coordination. ❑ Based on current status reports, establish initial strategic objectives for the EOC. ❑ In coordination with Management Staff, prepare management function objectives for the initial Action Planning meeting. ❑ Convene the initial Action Planning meeting. ♦ Ensure that all Section Chiefs, Management Staff, and other key agency representatives are in attendance. ♦ Ensure that appropriate Action Planning procedures are followed. ♦ Ensure the Planning/Intelligence Section facilitates the meeting appropriately. ❑ Once the Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its implementation. ❑ Conduct periodic briefings with the EOC staff to ensure strategic objectives are current and appropriate. ❑ Conduct regular briefings for the City Council. ❑ Formally issue Emergency Proclamation for the City of San Rafael, and coordinate local government proclamations with other Operational Area emergency response agencies, as appropriate. ❑ Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known. ❑ Authorize deactivation of sections, branches, and units when they are no longer required. ❑ Notify the County and State OES/EOC, San Rafael Operational Area emergency response agencies, and other appropriate organizations of the planned deactivation time. ❑ Ensure that any open actions not yet completed will be handled after deactivation. ❑ Ensure that all required forms or reports are completed prior to deactivation. ❑ Be prepared to provide input to the After Action Report. ❑ Deactivate the EOC at the designated time, as appropriate. - LJ Proclaim termination of the emergency and proceed with recovery operations. C.1 Ensure activation and continuation of the Recovery section. ❑ Complete all checkout and closure procedures. ASSISTANT E09 DIRECTORAIASON READ THIS ENTIRE POSITION DESCRIPTION BEFORE TAKING ACTION Report To: Director of Emergency Services Responsibilities A. Assist the EOC Director in the management of the EOC and Disaster events B. Function as the Director of Emergency Services If the Director is unavailable C. Establish and maintain contact with cities, special districts, neighboring counties, State OES as well as represented agencies. 1). Oversee all liaison activities, including coordinating outside agency representatives assigned to the San Rafael EOC, handling requests from other EOCs for San Rafael Operational Area agency representatives, and establishing contacts with local businesses and employers. E. Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed. Ensure that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan is provided to Agency Representatives upon check-in. F. In conjunction with the FOC Coordinator, provide orientations for Vll's and other visitors to the EOC. G. Ensure that deactivation is accomplished when directed by the EOC Director. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Use the Director of Emergency Services Check list if Deputy assumes the position ❑ Assist the Director of Emergency Services as directed ❑ Coordinate activities within City, along with neighboring cities, special districts, other jurisdictions, State, Federal and private industry emergency and support organizations when required. ❑ With the approval of the EOC Director, provide agency representatives from San Rafael 1?0C to other EOCs, as required and requested. Ll Ensure that Agency Representatives: ♦ Have signed into the 1:OC, ♦ Understand their roles, ♦ Know their work locations, ♦ Understand EOC organization and floor plan. ❑ Determine if additional agency representation is required. ❑ Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly. ❑ Maintain a roster of agency representatives located at the EOC. Roster should include the assignment within the F'OC (Section or Interagency Coordination Group). Roster should be distributed internally on a regular basis. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Handle requests from the business community. 12 ❑ Release Agency Representatives who are no longer required in the EOC when authorized by the EOC Director. ❑ Brief* your relief. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, prior to your departure. ❑ Brief Your Relief. ❑ Clean up your work area before you leave. ❑ Be prepared to provide input to the After Action Report. ❑ Leave a forwarding phone number where you can be reached. 13 EDC COORDINATOR READ THIS ENTIRE POSITION DESCRIPTION BEFORE TAKING ACTION i Report To: EOC Director Supervise: Management operations, EOC operations Responsibilities A. Facilitate the overall functioning of the EOC. B. Assist and advise the EOC Director and EOC Staff as needed; provide information and guidance related to EOC functions and ensure compliance with operational area emergency plans and procedures. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Assist the EOC Director in determining appropriate staffing for the EOC. ❑ Assume the responsibilities of Stress Manager and Special Needs Advocate when those positions are not staffed. ❑ Provide assistance and information regarding section staffing to all EOC staff. ❑ Assist the EOC Director and the EOC Staff in developing overall strategic objectives as well as section objectives for the Action Plan. ❑ Advise the EOC Director on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements. ❑ Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan. ❑ Provide overall procedural guidance to EOC Staff as needed. ❑ Provide general advice and guidance to the EOC Director as needed. ❑ Ensure that stress management orientations and debriefings are provided. ❑ Ensure that ongoing procedures are taken to manage stress. ❑ Ensure that attention is given to the special needs of victims, responders and EOC personnel. ❑ Ensure that all communications with Operational Area emergency response agencies have been established and are maintained. ❑ Assist the EOC Director in preparing for and conducting briefings with Management Staff, the City Council, the media, and the general public. ❑ Advise City leadership on the potential need for special meeting of the City Council as related to emergency action on proclamation ratification, appointment of federal Authorized Agents, and ordinances. ❑ Assist the Liaison Officers with coordination of all EOC visits. ❑ Provide assistance with shift change activity. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, prior to your departure. ❑ Brief your relief and clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. Ll 14 SAFETY OFFICER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: EOC Director Responsibilities A. Ensure that all buildings and other facilities used in support of the EOC are secure and in safe operating condition. B. Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner considering the existing situation and conditions. C. Stop or modify all unsafe operations. Notify the EOC Director of actions taken. I). Ensure 24-hour security for the EOC. E. Control personnel access to the EOC in accordance with the EOC Manual. Action Checklist ❑ Check in upon arrival at the San Rafael Operational Area. ❑ Report to the EOC Director. ❑ Evaluate the EOC facility for any unsafe conditions; Make corrections. ❑ Prepare and present safety briefings to the EOC Director and EOC Staff. ❑ If the event that caused activation was an earthquake, provide guidance to the EOC Director and EOC staff regarding actions to be taken in preparation for aftershocks. ❑ Ensure that the EOC facility is free from any environmental threats - e.g., radiation and other toxic exposure, air quality, water contamination, etc. ❑ Look for signs of stressful behavior. Notify the Stress Manager. ❑ Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure. ❑ Determine the current EOC security requirements and arrange for staffing as needed. ❑ Accommodate special needs access to the EOC facilities. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, prior to your departure. ❑ Brief your relief. ❑ Be prepared to provide input to the After Action Report. 15 SECURITY OFFICER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Safety Officer Responsibilities A. The Security Officer is responsible for the Security inside and outside the Emergency Operations Center. B. The Security Officer is responsible to provide safeguards needed to protect personnel and property from loss or damage. ❑ Check in upon arrival at the San Rafael EOC. ❑ Report to the Safety Officer ❑ Screen entry to the EOC to authorized personnel only. ❑ Evaluate the EOC facility for any Security Issues; Make corrections. ❑ Prepare and present Security briefings to the EOC Director and EOC Staff. ❑ Establish contacts with SRFD and SRPD Dispatch as required. ❑ Develop Security Plan for incident facilities. ❑ Adjust Security Plan for personnel and equipment changes and releases. ❑ Coordinate security activities with appropriate incident personnel. ❑ Keep the peace, prevent assaults, and settle disputes through coordination with Agency Representatives and the public. ❑ Prevent theft of all government and personal property. ❑ Document all complaints and suspicious occurrences. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/ Intelligence Section, prior to your departure. ❑ Brief your relief. ❑ Be prepared to provide input to the After Action Report. 16 PUBLIC INFORMATION OFFICER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: EOC Director Supervise: Public Information staff and Emergency Public Information Hotline Responsibilities A. Serve as the coordination point for all media releases for the City of San Rafael. Represent the City of San Rafael and the San Rafael Operational Area as the lead Public Information Officer. B. 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. C. Coordinate media releases with Public Information Officers representing other affected emergency response agencies within the Operational Area. D. Establish and Manage the Emergency Public Information Hotline E. Organize the format for press conferences in conjunction with the EOC Director. F. Maintain a positive relationship with the media representatives. G. Establish a system to manage rumor control. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Determine resource needs such as a computer, phone, plan copies, and other reference documents. ❑ Determine staffing requirements. ❑ Coordinate with the Volunteer Resource Coordinator or Volunteer Unit Leader for staff for the Emergency public information Hotline ❑ Provide the Emergency Information Hotline with direction and information ❑ Assume the responsibilities of the Emergency Public Information Hotline, if that position is not staffed. ❑ When shelters are erected and it is safe for field travel according to City EOC managers, coordinate with the Care and Shelter Section Chief and contact Council Members with instruction in fulfilling their roles as Community Devotees. ❑ Obtain policy guidance and approval from the EOC Director for media releases. ❑ Coordinate with the Public Health Officer for public health and advisories. ❑ Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations. ❑ Interact with other EOC sections, branches, and units to provide and obtain information relative to public information operations. 17 ❑ Coordinate with the Situation Analysis Branch (Planning/Intelligence) and identify method for obtaining and verifying significant information as it is developed. ❑ Implement and maintain an overall information release program. ❑ Develop and publish a media -briefing schedule, to include location, format, preparation, and distribution of handout materials. ❑ Establish a media or joint information center, as required, providing necessary space, materials, telephones, and electrical power. ❑ Maintain up-to-date status boards and other references at the media information center. Provide adequate staff to answer questions from members of the media. ❑ Develop content to post, monitor and maintain releases for the Community. ❑ 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. ❑ Activate the "Current Emergency page" of the City's Internet web site and publicize to the public and the media. Keep information current. ❑ At the request of the EOC Director, prepare media briefings for members of the City Council and provide other assistance as necessary to facilitate their participation in media briefings and press conferences. ❑ Ensure that a rumor control function is established to correct false or erroneous information. ❑ Monitor media broadcasts and develop follow-up news releases to control rumors. ❑ Maintain file copies of all released information. ❑ Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas. ❑ Provide copies of all releases to the EOC Director. ❑ Provide information to the public on road closures and available transportation routes, as obtained from the Road Conditions Unit in the Situation Analysis Branch. ❑ Ensure that announcements, emergency information, and materials are translated and prepared for special populations (non-English speaking, hearing impaired, etc.). ❑ Conduct shift change briefings in detail, ensuring that in -progress activities are identified and follow-up requirements are known. ❑ Ensure that file copies are maintained of all information released. ❑ Prepare final news releases and advise media representatives of points -of -contact for follow- up stories. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section prior to your departure. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Be prepared to provide input to the After Action Report. ❑ Leave a forwarding phone number where you can be reached. 18 PUBLIC INFORMATION CALL TAKER LEADER M1 READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION ''}i Report To: Public Information Officer Responsibilities A. Assistant to the PIO. B. Respond to requests from the public for information. C. Ensure that information is provided about businesses, services and resources that are operational and available. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Coordinate with the EOC Coordinator to ensure that the Emergency Public Information Hotline area has been properly setup in accordance with the EOC Activation procedures. ❑ Establish and maintain logs, which describe call content and call taker actions taken. ❑ Coordinate with the Logistics Section EOC Staffing Specialist to staff the Hotline. ❑ Ensure that call takers have been properly briefed and are aware of how to refer calls for immediate assistance. ❑ Coordinate with the Public Information Officer for an assessment of the situation and to gather information for distribution to the public. ❑ Keep the Public Information Officer informed of all unusual requests for information and of all major critical or unfavorable media comments. ❑ With the direction of the Public Information Officer, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Make sure that all situation and status information is accurate and approved by the PIO prior to release. ❑ Provide information to the public on road closures and available transportation routes. ❑ Provide information to the public on availability of food, shelter, supplies, health services, and other necessary resources. ❑ Provide announcements, emergency information, and materials for special needs populations (non-English speaking, hearing impaired, etc.). ❑ Bricf your relief'. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the PIO to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Clean up your work area before you leave. 19 LEGAL OFFICER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: EOC Director Responsibilities A. Provide legal consul on emergency public actions. B. Monitor activities to assure that decisions are within the legal authority of the City and the Operational Area. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Determine resource needs such as a computer, phone, plan copies, and other reference documents. ❑ Assist the EOC Director in preparing proclamations and orders. ❑ Survey the activities of each EOC section to ensure that they are operating within the limits of their authority and advise the EOC Director on risks. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Work with the PIO to ensure that all communications do not provide false or libelous statements. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, prior to your departure. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Be prepared to provide input to the After Action Report. ❑ Leave a forwarding phone number where you can be reached. 20 tl G,, ADMINISTRATIVE ASSISTANT READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Reports To: EOC Director Responsibilities A. Provide comprehensive administrative support to the EOC Director. B. Document all key meetings involving the EOC Director. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain the EOC Director's activities schedule and calendar. ❑ Take notes and prepare a hard copy on all meetings involving the EOC Director. ❑ Prepare proclamations, memos, letters, and other directives as required by the EOC Director. ❑ Organize a filing system for all documents originated by and for the EOC Director. ❑ Deliver all documents prepared for and by the EOC Director to the Planning Section, Documentation/Display Branch for archiving. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, prior to your departure. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Be prepared to provide input to the After Action Report. ❑ Leave a forwarding phone number where you can be reached. 21 OPERATIONS SECTION dAutomated Mutual Aid Public Works Unit Leader Vol Unit Leader Recovery Planning Automated Mutual Aid The Operations Section is dedicated to all field operations being carried out within the jurisdiction. Operations Section Chief The Operations Section Chief has the management responsibility of all activities directly applicable to the field emergency response in the Operational Area as a whole. The Operations Section Chief participates in the development and execution of the Action Plan. Public Works Coordinator The Public Works Branch surveys all jurisdictional facilities, assessing damage, coordinating repairs, conducts debris removal services and establishes priorities to restore essential services. Submit all mutual aid requests to the logistics section. 22 Public Works Unit Leader Assist the PW Branch Coordinator with all PW operations in the City of San Rafael. Work directly with the Logistics section to process mutual aid requests. Fire & Rescue/ Medical Coordinator The Fire Branch coordinates fire and rescue operations and emergency medical resources within the City jurisdiction; submits requests for mutual aid (DOC & Logistics). Law Enforcement Coordinator The Law Branch coordinates the provision warning information, evacuation procedures, traffic control, and public security and order; assists the Coroner's Office in the discharge of their duties; submits requests for mutual aid (DOC & logistics); coordinates animal welfare and control activities; coordinates the search and rescue teams. Care & Shelter Coordinator The Care & Shelter Coordinator is responsible for, and coordinates with volunteer agencies, the provision of food, potable water, clothing, shelter, animal welfare, emotional support and other basic necessities of citizens. The Care & Shelter Unit provides a central registration and inquiry service to reunite families and respond to outside welfare inquiries. Volunteer Resources Coordinator The Volunteer Resources Coordinator is responsible for the management and coordination of the Volunteer Branches, Volunteer Branch Communications Unit and all Volunteer resources not under the direct control of the Volunteers Unit leader. Volunteers Unit Leader The Volunteers Unit is responsible for coordinating processes used to ensure the most efficient and effective utilization of unaffiliated convergent volunteers and unsolicited donated goods used by governmental agencies during declared disaster situations. The Volunteer Unit works directly with the Emergency Volunteer Center (EVC), who manages all Disaster Service Workers (DSW). The Volunteer Unit will provide volunteer personnel and donated equipment to support city requirements. Recovery Planning Coordinator The Recover Planning Coordinator is responsible for coordinating recovery efforts for business, public infrastructure and the public. Agency Representatives Agency Representatives provide inter -agency coordination between San Rafael and their outside agencies. 23 OPERATIONS SECTION CNIEF READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: EOC Director Supervise: Law Branch Coordinator, Fire/Rescue Branch Coordinator, Medical/Health Branch Coordinator, Public Works Branch Coordinator, Care and Shelter Branch Coordinator Responsibilities A. Ensure that the Operations Section Function is carried out including coordination of response for all operational functions assigned to the City of San Rafael and San Rafael Operational Area EOC. B. Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively. C. Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring its effectiveness and modifying accordingly. D. Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section. E. Ensure that the Planning/Intelligence Section is provided with Status Reports from all Operation Branches. F. Conduct periodic Operations briefings for the EOC Director, as required or requested. G. Prioritize requests and responses throughout the Operational Area. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Quarterly update the Emergency Contact List and Emergency Number Sheet information for the planning section. Provide this information to the Emergency Services Manager. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. ❑ Ensure that sufficient staff is available for a 24-hour schedule, or as required. ❑ Assume the responsibilities of subordinate positions when those positions are not staffed. ❑ Meet with Planning/Intelligence Section Chief; obtain a preliminary situation briefing. ❑ Based on the situation, activate appropriate branches within the section. Designate Branch Coordinators as necessary. Assume the responsibilities of a direct subordinate when the position is not staffed. ❑ Determine the need for Operational Area Mutual Aid. ❑ If Mutual Aid systems are activated, ensure that the appropriate Mutual Aid Coordinator or representative is located in the corresponding branch in Operations. ❑ Ensure that there are adequate communications resources available for the section. ❑ Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section. ❑ Establish communications with the other Operations Sections in the San Rafael Operational Area. 24 OPERATIONS SECTION CHIEF... Continued ❑ 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 to determine appropriate section objectives for the each operational period. ❑ Review responsibilities of branches in section; develop an Operations Plan detailing strategies for carrying out Operations objectives. ❑ Ensure that all section personnel are maintaining their individual position logs. ❑ Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Participate in EOC action planning meetings. ❑ Provide the Planning/Intelligence Section Chief with the Operations Section's objectives prior to each action -planning meeting. ❑ Ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed. ❑ Ensure that the branches coordinate all resource needs through the appropriate Operational Area Mutual Aid Coordinators or the Logistics Section. ❑ Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section (e.g. notification of emergency expenditures and daily time sheets). ❑ Brief Branch Coordinators periodically on any updated information you may have received. ❑ Ensure that the briefing for Section staff upon arrival includes information on the demands and what they might confront during their shift. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, prior to your departure. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Be prepared to provide input to the After Action Report. ❑ Leave a forwarding phone number where you can be reached. 25 FIRE RESCUE/ MEDICAL COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Operations Section Chief Supervise: City Fire Responsibilities A. Coordinate Fire Mutual Aid. B. Coordinate the request of all non -mutual aid resources through the Logistics Section. C. Coordinate fire and rescue operations within the Operational Area. D. Maintain status of all unassigned federal fire & rescue resources in the Operational Area. E. Coordinate and manage the allocation of available disaster medical and health resources to support disaster medical and health operations in the affected area. F. Determine the medical and health impact of the event on the affected population and medical and health infrastructure, and ensure information is provided to the Operations Section Chief, and other appropriate coordinating agencies. G. Evaluate and prioritize medical and health requests from local responders based on criteria established by the Operations Section Chief, and determine appropriate response recommendations. H. Obtain medical and health personnel, supplies and equipment through established mutual aid procedures coordinated by the Regional Disaster Medical Health Coordinator. 1. Coordinate the mobilization and transportation of all resources through the Logistics Section J. Maintain the status of all unassigned medical and health resources within the operational area. K. Complete and maintain branch status reports utilizing RIMS, for major incidents requiring or potentially requiring operational area, state and federal response. L. Maintain contact and coordination with the Public Health Officer. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other files are maintained. ❑ Perform a radio check with your frequencies. Request repair or augmentation from Logistics Section Services Branch. ❑ Assume the responsibilities of units not activated. ❑ Assume the responsibilities of the Public Health Unit, Environmental Health Unit and Mental Health Unit when those positions are not staffed. ❑ Based on the situation, activate Medical Disaster Health Plan. ❑ Determine need to activate units within the branch. o Prepare objectives for the Medical and Health Branch and provide them to the Operations Section Chief prior to action planning meetings ❑ Contact supporting State EMS Authority, State Department of Health Services, and the REOC Medical and Health Branch (when activated). Ll 26 'i ey 5r i_ FIRE RESCUE/ MEDICAL COORDINATOR... Continued ❑ Ensure that Medical and Health Branch and unit position logs and other necessary '.; files are maintained. ❑ Maintain current status on all medical and health operations being conducted within the Operational Area. o Respond to requests for medical and health resources in coordination with Logistics and other SEMS functions. o Provide an initial situation report to the Operations Section Chief. o Review responsibilities of the branch; develop a Fire & Rescue Plan detailing strategies for carrying out the strategic objectives. ❑ Coordinate environmental and public health response operations at the local government and operational area level, including survey and test of potable water and sanitary systems. ❑ Maintain current status of Fire & Rescue missions being conducted in the Operational Area. ❑ Contact all fire departments and districts within the Operational Area for status, special problems and availability to respond. Advise the Operations Section Chief and Planning Section Chief of major problems and general fire & rescue situation. ❑ Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of Fire & Rescue Branch operations periodically or as requested. ❑ Refer all contacts with the media to the Public Information Officer. ❑ Evaluate and process all fire mutual aid requests. ❑ Direct all non -mutual aid resource requests to the Logistics section, prioritize as necessary. ❑ Check with the other Operations Section branches for a briefing on their status. ;i ❑ In conjunction with Planning/Intelligence, determine how current and forecasted weather conditions will affect Fire & Rescue operations. ❑ Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (ex: emergency expenditures and daily time sheets). ❑ Provide your relief with a briefing at shift change; inform him/her of all on going activities, and branch objectives for the next operational period, and any other pertinent information. ❑ Deactivate your position and close out logs as authorized by the Operations Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Operations Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. LI Briel' your relief and clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 27 PUBLIC WORKS COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Operations Section Chief Supervise: Public Works Operations Responsibilities B. Coordinate the survey of all public and private facilities, evaluate their safety, assessing the damage to such facilities and coordinating the repairs of damage to public facilities. C. Survey all utility systems and facilitate the restoration of disrupted services. D. Assist other sections, branches, and units as needed. E. Supervise the DPW Units. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions takcn during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Based on the situation, activate the necessary units within the Public Works Branch: Assume the responsibilities of those units not activated. ❑ Assist with the coordination of mutual aid resources as necessary. ❑ Provide an initial status report to the Operations Section Chief. ❑ Prepare objectives for the Public Works Branch and provide them to the Operations Section Chief prior to action planning meetings. ❑ Maintain current status on all public works activities in the Operational Area. ❑ Check with the other Operations Section branches for a briefing on their status. ❑ Determine and document the status of transportation routes into and within the affected areas. ❑ Coordinate debris removal services as required. ❑ Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of the Public Works Branch operations periodically during the operational period or as requested. ❑ Work with the Planning Runners to ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed and submitted on RIMS. ❑ Advise the Planning/Intelligence Section of road, building and bridge closures. ❑ Refer all contacts with the media to the Public Information Officer. ❑ Evaluate and process all Public Works related mutual aid requests. ❑ Ensure that mutual aid requests for engineers specify exactly the type needed. ❑ Direct all non -mutual aid resource requests to the Logistics Section. Advise on priority as necessary. ❑ Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (ex: emergency expenditures and daily time sheets). 28 PUBLIC WORKS COORDINATOR... Continued ❑ Arrange for feeding and sheltering of mutual aid public works personnel as necessary with the Logistics Section. ❑ Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information. ❑ Deactivate your assigned position and close out logs when authorized by the Operations Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Operations Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the Atter Action Report. } ❑ Briel'yourrelief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. LAW ENFORCEMENT COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report 'ro: Operations Section Chief Supervise: Police Department Responsibilities A. Coordinate Law Enforcement Mutual Aid. B. Coordinate movement and evacuation operations during a disaster in operational area. C. Coordinate law enforcement and traffic control operations. D. Support the Coroner's response. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs are maintained and other files are maintained. ❑ Perform a radio check with your frequencies. Request repair/augmentation from Logistics. ❑ Assume the responsibilities of unit leaders when those positions are not staffed. o Provide an initial situation report to the Operations Section Chief. o Review responsibilities of the branch; develop a Law Plan detailing strategies for carrying out the strategic objectives. o Maintain status on Law Enforcement operations conducted within the Operational Area. o Contact CHP and other local Law agencies for status, special problems and availability to respond. Request agency representatives through the Operations Section Chief. ❑ Evaluate and process all law mutual aid requests. ❑ Direct all non -mutual aid resource requests to the Logistics Section, prioritize as necessary. o Provide the Operations Section Chief and the Planning/Intelligence Section Chief with an overall summary of Law Enforcement Branch operations periodically or as requested. o Ensure the community evacuation plan enables those with mobility impairments, vision impairments, hearing impairments, cognitive disabilities, mental illness, or other disabilities to safely self -evacuate or be evacuated by others. o The evacuation plan should address accessible transportation needs for persons with disabilities. o lnfimn field units of location of shelters, field treatment sites and other pertinent facilities. o Coordinate animal control & welfare to the Humane Society. o Refer all contacts by the media to the Public Information Officer. ❑ Check with the other Operations Section branches for a briefing on their status. o Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (ex: emergency expenditures and daily time sheets). ❑ Deactivate your position and close out logs as authorized by the Operations Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Operations Section Chief to the Planning/ Intelligence Section, as appropriate, prior to your departure. ❑ Brief your relief. ❑ Clean up your work area and provide a contact number for you before you leave. ❑ Be prepared to provide input to the After Action Report. 30 PUBLIC WORKS UNIT LEADER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report'To: Public Works Branch Coordinator Responsibilities Coordinate public works operations in the Department of Public Works service area. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Report to the Public Works Branch Coordinator. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Check the status, availability and deployment of public works staff and equipment. ❑ Coordinate a physical check of County roads for damage and/or problems. ❑ Report roads status to the Planning/Intelligerice Section. ❑ Refer all contacts with the media to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Public Works Branch Coordinator. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Public Works Branch Coordinator to the Planning/intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 31 AGENCY REPRESENTATIVES READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Liaison Officer Responsibilities A. Agency Representatives should be able to fully represent their agencies, within established policy limits, acting as a liaison between their agencies and the City's Operational Area. B. Agency Representatives may facilitate requests to or from their agencies, but normally do not directly act on or process resource requests. C. Agency Representatives are responsible for obtaining situation and status information and response activities from their agencies for the Operational Area EOC. Action Checklist ❑ Check in upon arrival at the FOC. C] Initially, report to the Liaison Officer for clarification any issues regarding your authority and assignment, including the functions of others in the EOC organization. Then report to assigned branch/unit. ❑ Establish communications with your home agency; notify the Logistics Section Communications Branch and the Liaison Officer of any communications problems. ❑ Unpack any materials you may have brought with you and set up your assigned station, request through the Liaison Officer and/or Logistics to obtain necessary materials and equipment. ❑ Obtain an EOC organization chart, floor plan, and telephone list from the Liaison Officer. ❑ Contact the EOC sections or branches that are appropriate to your responsibility; advise them of your presence and assigned work location in the EOC. ❑ Facilitate requests to or from your Agency for support or information that your agency can provide. ❑ Keep current on the general status of resources and activity associated with your agency. ❑ Provide appropriate situation information to the Planning/Intelligence Section. ❑ Represent your agency at planning meetings, as appropriate, providing update briefings about your agency's activities and priorities. ❑ Keep your agency executives informed and ensure that you can provide agency policy guidance and clarification for the EOC Director as required. ❑ On a regular basis, inform your agency of the EOC priorities and actions that may be of interest. ❑ Refer all contacts with the media to the Public Information Officer. ❑ Maintain logs and files associated with your position. ❑ When the Operations Section Chief approves deactivation, contact your agency and advise them of the expected time of deactivation and points of contact for the completion of ongoing actions or new requirements. ❑ Ensure that you complete all final reports, close out your activity log, and transfer any ongoing missions and/or actions to the Liaison Officer or other appropriate individual. ❑ Ensure copies of all documentation generated during the operation are submitted to the Planning/Intelligence Section. Brief your relief and clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 32 CARE a SHELTER COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Operations Section Chief Responsibilities A. Coordinate with government agencies and volunteer organizations to ensure food, potable water, clothing, shelter and other basic necessities are provided for the citizens within Operational Area affected by a disaster/event. B. Coordinate welfare inquiry and victim registration with the American Red Cross Homeward Bound. C. Supervise the Care & Shelter Branch. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Quarterly update the Emergency Contact List and Emergency Number Sheet information for the planning Coordinator. Provide this information to the Emergency Services Manager. ❑ Provide the Operations Sections Chief with an overall summary of Care & Shelter Branch Operations periodically during the operations period or as requested. ❑ Periodically, update care and shelter related information to the Public Information Officer. ❑ Refer all contacts with the media to the Public Information Officer. ❑ Coordinate with the Liaison Officer to request necessary Agency Representatives. ❑ Prepare objectives for the Care & Shelter Branch and provide them to the Operations section Chief prior to action planning meetings. ❑ Utilize the Marin Housing Continuum for the coordination of resources and information flow to and from Community Based Organizations (UBOs). ❑ Check with the other branches for a briefing on their status. ❑ Determine shelter requirements based upon information provided from other Operations Section branches and the Planning/Intelligence Branch. ❑ Coordinate and oversee the American Red Cross in designating, opening, staffing and managing congregate care shelters to the extent possible. ❑ Ensure that each activated shelter meets the requirements as described under the Americans with Disabilities Act. In City shelters must designate a back-up generator made available to persons whose disabilities require access to electricity and refrigeration (life-sustaining medical devices, motorized wheel chairs,etc). 33 CARE & SHELTER COORDINATOR ...Continued Ensure that at least one shelter location is equipped to intake persons who use service animals. The procedures will not unnecessarily separate persons who use service animals from others but may take into account the potential presence iii. who, for safety or health reasons, should not he in contact with ceiiain typos ol' animals. iv. Shelters may be owned by other public entities subject to title II or by public accommodations subject to title III and, as such, are obligated to provide program access or remove barriers to accessibility under the ADA. V. City Shelters should have accessible parking, exterior routes, entrances, interior routes to the shelter area, and toilet rooms serving the shelter area. ❑ Coordinate with the Marin Housing Continuum to establish communications with other volunteer agencies to provide other necessities. ❑ Request support from the Logistics Coordinator in providing resources for shelters and other mass care facilities. ❑ Consider support requirements for the care of unattended children, seniors and others with special needs. ❑ Assist in the evacuation of persons in special needs facilities. ❑ Ensure coordination with mental health and environmental health for services. ❑ Coordinate with the Transportation Branch fir transport to and from shelters and mass care facilities. ❑ Arrange for relocation of shelters and mass care facilities endangered by hazardous conditions. ❑ Support the Humane Society in conducting animal welfare activities. ❑ Report all statistical information to the Planning/Intelligence Coordinator (number injured, displaced persons, shelter sites, types of shelters, number of people shelter, other mass care facilities and numbers of people accommodated). ❑ In coordination with the American Red Cross and Homeward Bound, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends. ❑ Coordinate the transition from operating shelters for displaced persons to separate family/individual housing. ❑ Deactivate your assigned position and close out logs when authorized by the Operations Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Operations Section Chief to the Planning/Intelligence Coordinator, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 34 RECOVERY COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Responsibilities A. Ensure the collection and maintenance of documentation of all disaster information if reimbursement from FEMA and/or the Governor's Office of Emergency Services is necessary. Provide periodic briefings for the EOC Director and General Staff addressing Recovery Planning issues. B. Operate the Recovery information public hotline. Communicate all residential and business concerns to appropriate agencies who will provide the necessary assistance. C. Supervise all recovery operations until the EOC is deactivated. 1). Develop the long-term recovery plan, including identification of agencies likely to be involved. I:. Establish recovery -working groups. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Monitor current situation. ❑ Work with Documentation/Display Branch to collect documents for the Recovery Unit. ❑ Meet with Documentation Unit Leader, review EOC position logs, journals, all reports, action plans to determine additional cost recovery items that may have been overlooked. ❑ Contact and assist operational area jurisdictions with recovery issues. ❑ Consider ADA needs and provide equivalent opportunities for ADA accessible post - emergency temporary housing. CJ Review action -planning objectives submitted by each section for the forthcoming operational period. In conjunction with the general staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominantly to Recovery operations. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Planning/Intelligence Section Chief to the Documentation/Display Branch, as appropriate, prior to your departure. ❑ Brief your relief. ❑ Organize and prepare records for final audit. ❑ Assist the EOC Coordinator and Planning/Intelligence Section with preparation of the After Action Report. 35 Volunteer Resource Coordinator READ THIS ENTIRE POSITION CII ECKLIST BEFORE TAKING ACTION Report To: Operations Section Chief Responsibilities A. Coordinates Volunteer Resources in the City of San Rafael B. Manages the Volunteer Unit Leader, Volunteer Branch Unit Leaders and Volunteer Communications Unit C. Provide the Operations Section Chief with Information from Volunteer Field Operations D. Provide Volunteer Personnel for the Volunteer Communication Unit, Emergency Telephone Hotline and field assignments as directed by the Operations Section Chief ❑ Check in upon arrival with the Operations Section Chief ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shill. Ensure that unit logs are maintained and other lilts are maintained. ❑ Provide Volunteer Personnel to the Volunteer Communications Unit and Finergeney Telephone Hotline ❑ Establish conununications with the Volunteer Branches. Provide the Operations Section Chief with the information received from Field Volunteers and Volunteer Branches ❑ Coordinate with the Resources Unit and Volunteer Unit Leader for Volunteer Assignments ❑ Assign Volunteers to Field Assignments ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Personnel Branch Coordinator to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Leave a forwarding phone number where you can be reached. 36 VOLUNTEER UNIT LEADER READ THIS EN'T'IRE POSITION CIiECKLIST BEFORE TAKING ACTION Report 'To: Volunteer Resource Coordinator Responsibilities A. Operate the San Rafael Emergency Volunteer Center (EVC) by providing intake and referral services for convergent volunteers. B. Assist with the coordination of volunteer services for local jurisdictions. C. As directed, ensure that government agencies are complying with the Disaster Service Worker Volunteer Program (DSVWP). Action Checklist ❑ Check in upon arrival with Volunteer Resource Coordinator. ❑ Set up the EVC at the designated location, Canoles Hall at the First Presbyterian Church at 1510 Fifth Avenue. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shi ft. U Report all relevant activities in the EVC with the EOC. ❑ Communicate available resources to the EOC to ensure volunteer personnel placement is maximized according to staffing demand. U Ensure volunteer efforts support the Op Area and local jurisdiction plans. ❑ Determine whether to activate a phone bank, walk-in center or both. ❑ Inform EOC for support with alternative space, generator power, RACES radio communications, telephone communications or other logistical support. ❑ Establish a plan for regular communication during all phases of the phone bank/walk-in center operation, including start-up and demobilization. ❑ Ensure that they maintain adequate records on volunteer intakes and referrals. ❑ Ensure credentialing of volunteers as required (i.e. verification of special licenses and/or credentials.) ❑ Coordinate with the Public Information Officer for public release of volunteer intake center locations and/or registration phone numbers. ❑ The EVC Implementation plan, located at Canoles Hall at the First Presbyterian Church 1510 on Fifth Avenue, is the guiding document instructing the appropriate intake and operation of registered and convergent volunteers. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Assure that local jurisdictions have established procedures with San Rafael Nexus for requesting and processing convergent volunteers. ❑ Determine if time and resources allow for the registration of volunteers. If so, ensure that government volunteers are in compliance with the Disaster Service Worker Volunteer Program. 37 Each volunteer must be properly registered by completing the standardized registration form and taking the Oath of Loyalty under the direction of an authorized provider from the jurisdiction where he/she is assisting. ♦ Each volunteer must receive training in safety and skills needed to perform the tasks of their registered classification. ♦ Volunteers must be supervised by the person shown on their registration or by a person designated by that supervisor. ❑ Check in regularly with Personnel Branch Coordinator and Volunteer Resource Coordinator to determine the need for volunteers. Ensure that proper records are maintained at the volunteer reception centers. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Personnel Branch Coordinator to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Leave a forwarding phone number where you can be reached. 38 RECOVERY While the nature and initiation of recovery operations will vary by the type and extent of the disaster, the following should be considered in establishing a Recovery Plan: DISASTER ASSISTANCE CENTER While the Federal Emergency Management Agency (FEMA) normally opens a Disaster Assistance Center whenever a major disaster has occurred, the City should be prepared to initiate such a center with local resources and expertise, either in advance of or in cooperation with FEMA. The intent should be to provide a "one-stop" center where disaster victims can go, not only to apply for financial assistance, but to also obtain information on social services and the re -building process. The Disaster Assistance Center should include Federal, State, County, City, Utility and other Public Service Agencies. Consideration should be given to including the following agencies: Federal Agencies: Federal Emeraencv Management Agencv (FEMA) — clearinghouse for disaster services. Internal Rcvenue Service (IRS) — guidance for obtaining tax relief for disaster casualty losses. U.S. Postal Service information on where mail can be obtained or forwarded. U.S. Small Business Administration — low interest business loans. U.S. Social Security Administration — delivery of checks and applications for disability and survivor benefits. Veterans Administration — guidance in obtaining death benefits, pensions and insurance settlements. U.S. Department of Agriculture, Soil Conservation Service (SCS) — soil conservation information on erosion protection and reseeding. State Agencies: Department of Motor Vehicles (DMV) — pro -rated refunds on registration fees for disabled vehicles, temporary driver's licenses, registration and vehicle title. Denartment of Insurance - information on insurance requirements, claims and problems with settlements. Emplovment Devclonment Department — unemployment assistance. Department of Housing and Communitv Develonment (CALDAP) — low interest loans to homeowners and rental property owners for repair or reconstruction of real property. Contractor's Licensing Board — assistance finding or hiring contractors. 39 County Agencies: County Assessor — requests to reassess property and tax deferments. Mental I Icalth —. Health and Human Services — information on welfare assistance and food stamps; trauma debriefing and long-term care planning. Housina Authority — housing referrals and rental assistance. Humane Society — lost and found pets, temporary boarding. Citv Agencies: Building & Safety Division — plan retrieval and permit assistance. Planning Division — permit assistance and design review. Public Works Land Development Division - permit assistance, geotechnical assessments, right-of-way issues and infrastructure replacement Fire Prevention Division — permit assistance and vegetation management. Police Department — infonnation on missing persons and property security and escorts into restricted areas. Finance Division — infonnation on business licenses, and licensing for contractors. Economic Development — business and housing assistance. Public Service Agencies: American Red Cross — shelter, food, and health and mental health services. Salvation Army -- food, clothing, transportation and housing assistance. Board of Realtors — rental listings. Marin Builder's Association — assistance finding contractors. Utilities: Pacific Gas & Electric — assistance with closing accounts and establishing new service. Marin Municipal Water District (MMWD) - assistance with closing accounts and establishing new service. Pacific Bell - assistance with closing accounts and establishing new service. San Rafael Sanitary District - assistance with closing accounts and establishing new service. Las Gallinas Valley Sanitary District - assistance with closing accounts and establishing new service. Cable Providers - assistance with closing accounts and establishing new service. Marin Sanitary — recycling and debris removal services. 40 REBUILDING POLICY GROUPS In situations where significant decision-making will be necessary for rebuilding to occur, < < consider establishment of policy groups composed of City staff and appointed experts. Policy Groups would make recommendations for action by the City Council and City Manager. Possible areas for Policy Groups include: ■ Clean Up — Focus on site cleanup on public and private properties, tree removal, hazardous materials removal, vehicle removal, dump sites, etc. ■ Public Safety — Focus on securing the damaged area, access control, and public health issues. ■ Erosion Control — Identification of immediate and long-term projects to stabilize soils. ■ Rebuilding — Focus on public improvements, zoning issues (standards, expedited permit processes, design criteria), building code requirements, geotechnical and seismic safety issues. ■ Communications — Responsible for public information and public relations. 41 PLANNING SECTION DevelopmentPLAN NI NG/INTELLIGENCE Section Chief Community Director Damage Assessment.• • SITUATION Records DISPLAY COORDINATOR COORDINATOR Coordinator Damage Assessment Kec Yds GIS Specialistt Status Board I Teams IT/DPW Management Support Support ADVANCED i Runners PLANNING TECHNICAL SPECIALIST Demobilization The Planning section gathers, analyzes and verifies information from a variety of sources; displays summary information, highlighting critical situations or damage locations and statistical summaries; makes forecasts of future situations or needs; coordinates and summarizes assessment of damage to public and private buildings and infrastructure; holds and facilitates Action Planning Meetings with the EOC Director and other Section Chiefs; prepares Situation Reports and Action Plans; retains EOC records and make copies of required documents, and prepares for Demobilization. Planning Section Chief The Planning/Intelligence Section Chief has the management responsibility for all planning activities relating to response, demobilization and recovery operations. The Planning and Intelligence Section Chief assists the EOC Director in the development of the Incident Action Plan. Situation Analysis Coordinator 42 4�u Responsible for analyzing information, identifying critical situations and damage locations, making forecasts, assisting at Action Planning Meetings, preparing Situation Analyses, Action Plans. Damage Assessment Coordinator Directs and prioritizes the efforts of support staff in assessing and recording damage to public and private structures and infrastructure. Summarizes damage information. Damage Assessment Teams Provides field assessment of structural damage to buildings and infrastructure. Documentation/Display Coordinator Maintains accurate, up-to-date files of logs, reports, plans and other related information. Maintains display boards highlighting important information and statistical summaries. Records Management Coordinator Creates and maintains an orderly system for archiving all EOC documents. Reproduces documents as needed. Runners Assists in information circulation, serving as the direct medium of information exchange and verification between Operations, Logistics and the Documentation/Display Unit. Recordr Mane�_gement S111.)port Copies and files EOC documents. ,Tato% Board Support Updates display boards, logs, etc Aclranced /'lanning Provides advanced planning for large incidents Technical Specialists Technical assistants to the Plans Sections Demobilization Unit Leader Plans and Manages the Demobilization Process Blite positions are filled as needed 43 PLANNING SECTION CHIEF READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: EOC Director Supervise: Situation Analysis Unit, Documentation/Display Unit, Damage Assessment Unit, Records Management Unit, Demobilization Unit and "I'echnical Specialists. Responsibilities A. Unsure that the responsibilities of the Planning/Intelligence Section are carried out, to include: ♦ Collecting, verifying, analyzing, and displaying situation information and statistical summaries; ♦ Highlighting critical situations and areas of damage and making forecasts; ♦ Facilitating action planning meetings and preparing action plans; ♦ Preparing and submitting RIMS reports (Situation Status and Action Plans); ♦ Providing technical support services to the EOC operation; ♦ Documenting and maintaining files on all EOC activities; s Providing an orderly demobilization of each activated EOC position; • Conducting Recovery Planning activities. B. Istablish the appropriate level of staffing for the Planning/Intelligence Section. C. Fxercise overall responsibility for the coordination ol' unit activities within the section. D. Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section. E. Manage the RIMS (Response Information Management System). Action Checklist Pre-Emergencv ❑ Update call-up and alternate contact lists quarterly. ❑ Maintain and replace supplies within EOC bin. ❑ Quarterly update the Emergency Contact List and Emergency Number Sheet information for the planning section. Provide this information to the Emergency Services Manager. ❑ Update checklists and display boards based on feedback from disaster drills. ❑ Conduct periodic training on Planning/Intelligence Section responsibilities. Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. 44 PLANNING SECTION CHIEF... continued ❑ Establish and maintain a Position Log (in EOC materials bin), which chronologically describes your major actions taken during your shift. Ensure that all section position logs and other necessary files are maintained. ❑ Activate units within the section as needed (Situation Analysis, Damage Assessment, Documentation/Display, Records Management). ❑ Ensure that sufficient staff is available for a 24-hour schedule, or as required. Initiate staff call-up procedures. LJ Assumc the responsibilities ofdirect subordinate positions when they are not activated. ❑ Fstablish contact with the Planning/Intelligence Section Chief at the Operational Area EOC (see phone list........) and coordinate Situation Reports with their Planning/Intelligence Section. ❑ Meet with Section Chiefs and Situation Analysis Coordinator to obtain and review any significant incident reports. Operational Phase ❑ Ensure that Runners are transmitting Message Forms between Operations and Logistics Sections and to the Documentation/Display Unit. ❑ Ensure that the Documentation/Display Unit maintains all status boards and other displays with current, validated information and that posted information is neat and legible and summarizes important incidents and areas of damage. ❑ Keep the EOC Director informed of significant events. ❑ Ensure that Damage Assessment teams are formed (typically consisting ol'a building inspector or engineer and an assistant to log information), and provided direction on priority inspection/visual survey locations. Identify how communications should occur. ❑ Ensure that the Situation Analysis Coordinator prepares a Situation Report prior to the holding of the Action Planning Meeting, summarizing the status of the event and response. ❑ Schedule and facilitate periodic EOC Action Planning Meetings with the EOC Director, Section Chiefs and the Situation Analysis Coordinator. See Appendix X for How to Run an Action Planning Meeting. ❑ Ensure that the Situation Analysis Coordinator prepares and distributes an EOC Action Plan following the Action Planning Meeting. ❑ Ensure that initial RIMS Event/Major Incident Report, periodic RIMS Situation Reports and periodic RIMS Action Plans are submitted to the County in a timely fashion, then produced and distributed upon completion to all EOC Sections. ❑ Ensure that the Public Information Officer has immediate and unlimited access to all reports and displays. Ll Ensure that the Initial Damage Estimate is completed and submitted in a timely fashion. LJ 45 PLANNING SECTION CHIEF... continued ❑ Conduct periodic briefings with section staff and work to reach consensus among staff on section tasks for forthcoming operational periods. Ensure that the section tasks, as defined in the current EOC Action Plan, are being addressed. ❑ (insure that the Records Management Unit provides reproduction services, submits RIMS documents, and maintains files on all documents related to the event. ❑ Adopt a proactive attitude — thinking ahead and anticipating situations and problems before they occur. ❑ Arrange for shift changes for all positions. ❑ Ensure the briefing of Section staff prior to shift changes includes information on the event status and what they might confront during their shift. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted to the Records Management Unit prior to your departure. ❑ Brief your replacement. Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. ❑ Begin preparation of a Demobilization Plan when appropriate. ❑ Begin building assessments and posting for occupancy when appropriate. Earthquake Supplement ❑ Quickly initiate field damage assessment of critical structures and facilities. ❑ Review Levee Inundation Map (Appendix X) and evaluate reports of flooding or levee failure Post-EmerQencv Phase ❑ Establish a permit center to assist in reconstruction efforts. ❑ Assist in planning for temporary housing, if necessary. 46 Conductine the Action Plannine Meetine Groundrules 1. Pagers and cell phones OFF 47 2. No unnecessary "side discussions" 3. Participants must be brief, stay focused and take notes. Meeting Agenda 1. Briefly highlight the Situation Report on the status of the event and major incidents. 2. Review and update progress on completion of previous Overall Objectives and Section Objectives. 3. Call on Section Chiefs to present their Section Objectives. 4. Determine Overall EOC Objectives. 5. Determine the next Operational Period. Who Should 1. EOC Director Attend? 2. Section Chiefs 3. Unit Coordinators and key Branch leads 4. PIO Who Facilitates? The EOC Director or Planning/Intelligence Section Chief Duration No more than 30 minutes! Frequency Meeting should be scheduled 2 hours prior to the end of the Operational Period. 47 SITUATION ANALYSIS COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Planning/intelligence Section Chief Responsibilities A. Oversee the collection, organization, and analysis of disaster situation information. B. Ensure that information collected from all sources is validated prior to posting on status boards or entering into RIMS. C. Prepare Situation Reports for dissemination to EOC staff and the Regional EOC. D. Prepare Action Plans for each operational period and disseminate to EOC staff and the Regional EOC. E. Ensure that all maps, status boards, and other displays contain current and accurate information. F. Collect and request information from the GIS resources as appropriate. Action Checklist Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Assume the responsibilities of the Documentation/Display Coordinator and Damage Assessment Coordinator when these positions are not staffed. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. Operational Phase ❑ Gather and analyze information on the nature, severity and extent of the disaster. Check with the following sources (refer to appendix X): ■ Documentation/Display Unit and display boards ■ Operations and Logistics Section staff ■ Regional I?OC Planning/Intelligence Section Chief ■ US Weather Service, US Geological Survey ■ Red Cross ■ Radio Amateur Civil Emergency Services (RACES) ham radio operators ■ Utility agency representatives ■ Damage Assessment field units ■ Television or radio reports ❑ Review RIMS reports submitted by other jurisdictions and operational areas for status information. Direct updates to the Planning/intelligence Section Chief. ❑ Prepare a Situation Report in advance of the EOC Action Planning Meeting. ❑ Print and distribute copies to the EOC Director, Section Chiefs and Public Information Officer prior to the Action Planning Meeting. 48 SITUATION ANALYSIS COORDINATOR... continued ❑ In advance of the Action Planning Meeting, request that each Section Leader consider and provide Section Objectives for the next operational period (the upcoming operational period should be defined by the EOC Director). See Appendix X for sample Section Objectives. The Section Objectives should be collected and entered into the RIMS Action Plan [HOW TO ENTER RIMS DOCUMENTS] and available at the Action Planning Meeting. ❑ Prepare for the Action Planning Meeting by assuring that the meeting room is set up with appropriate equipment and materials (easels, markers, and copies of Situation Reports and the Draft Action Plan). ❑ Participate in the Action Planning Meeting as directed by the Planning/Intelligence Section Chief, recording objectives and direction from the meeting. See Appendix X for How to Run an Action Planning Meeting. ❑ Complete the RIMS Action Plan after the Action Planning Meeting. [RIMS ENTRY AND DISTRIBUTION.] ❑ Meet with the Public Information Officer to determine the best method for providing them with up-to-date information. Ensure that all media contacts are referred to the Public Information Officer. ❑ When appropriate, develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 24 to 72 hour time frame. ❑ Deactivate your assigned position and close out logs when authorized by the Planning/Intelligence Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Planning/Intelligence Section Chief to the Documentation/Display Branch, as appropriate prior to your departure. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. I?arthouake Supplement ❑ Determine the condition of mass care facilities and designated shelters. U Determine the condition of emergency response facilities and vehicles in affected areas. ❑ Review Levee Inundation Map (Appendix X) and evaluate reports of flooding or levee failure. Post-Emergencv Phase ❑ Be prepared to provide input for the After Action Report. 49 GIS SPECIALIST READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Situation Unit Responsibilities Provide database and mapping services. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. • Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Perform tasks necessary to create maps and overlays, including impact projections, as requested. ❑ Print requested maps and databases. ❑ Review Operations Sections and Situation Analysis status information for updates and make necessary changes to databases and maps. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Technical Specialist Unit Leader. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Technical Specialist Unit Leader to the Planning Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the Alter Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 50 DAMAGE ASSESSMENT COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Planning/Intelligence Section Chief Supervise: Field Damage Assessment Units Responsibilities F. Coordinate the survey of all public and private facilities, evaluate their safety, assessing the damage to such facilities and coordinating the repairs of damage to public facilities. G. Survey all utility systems and facilitate the restoration of disrupted services. H. Assist other sections, and units as needed. I. Supervise the Field Damage Assessment and City DPW Units. Action Checklist Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Assume the responsibilities of subordinate units when these positions are not staffed. Operational Phase ❑ Based on the situation, assemble and direct the activities of damage assessment teams. Attempt to pair a damage assessment evaluator (a building inspector, engineer, architect, etc.) with an assistant (a planner, code enforcement officer, etc.). Maintain radio communication with field units. ❑ Consult with Operations Section staff or the Situation Status Coordinator to understand areas of damage and prioritizations for windshield surveys or field inspections. ❑ Review and utilize the Critical Buildings list in Appendix X as needed to prioritize inspections. Determine potential shelter locations from the Care and Shelter Unit for prioritized building inspections. ❑ Coordinate inspection of public works facilities (bridges, pump stations, etc.) with the Public Works Branch. LJ Determine and document the status of transportation routes into and within the affected areas. Provide information to Documentation/Display Unit for display boards and to the Situation Status Coordinator for the Situation Status Report. ❑ Coordinate with other cities, American Red Cross, utility service providers, media and other sources for additional damage/safety assessment information. ❑ Ensure that damage and safety assessments are being carried out for both public and private facilities; request mutual aid as required. For list of volunteer engineers/architects to contact, see Appendix X. 51 DAMAGE ASSESSMENT COORDINATOR... continued ✓ Collect the type and estimated value of the damage (# structures damaged, replacement costs). Provide information to Documentation/Display Unit for display boards and to the Situation Status Coordinator for the Situation Status Report. ❑ Prepare and submit Initial Damage Estimate (IDE) report information to the Situation Analysis Branch Coordinator and enter into RIMS. ❑ Prepare objectives for the Damage Assessment Unit and provide them to the Situation Status Coordinator prior to action planning meetings. ❑ Develop a database of property damage. ❑ Arrange for shill change for Damage Assessment Teams. ❑ 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. ❑ Deactivate your assigned position and close out logs when authorized by the Planning & Intelligence Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through to the Records Management , as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. Failhuuake Sunnlcment ❑ Determine the condition of mass care facilities and designated shelters. ❑ Determine the condition of emergency response facilities in al'lectcd areas. ❑ Determine road closures and utility outages. ❑ If, after a reasonable amount of time, you have not received any reports from a particular area or major facility, send a Damage Assessment Team there. Post -Emergency Phase o Develop procedures for posting of buildings for occupancy and issuing permits for reconstruction. c Be prepared to provide input for the After Action Report. 52 DAMAGE ASSESSMENT TEAMS READ TRIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Damage Assessment Coordinator Responsibilities A. Collect initial damage/safety assessment information through field inspections. B. Provide detailed damage/safety assessment information, with associated loss damage estimates. C. Maintain detailed records on damaged areas and structures. Action Checklist Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. Operational Phase ❑ Find emergency inspection materials in the trunk of Building Inspection and Code Enforcement vehicles. Kits include flashlights, forms, etc. ❑ As directed by the Damage Assessment Coordinator, perform automobile windshield surveys or more detailed structural inspections to determine the extent of damage. Report back to Damage Assessment Coordinator. Maintain detailed records on damaged areas and structures on logs provided in the emergency inspection materials. ❑ As directed by the Damage Assessment Coordinator, inspect structures and post for occupancy. ❑ Deactivate your assigned position and close out logs when authorized by the Damage Assessment Coordinator. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted to the Documentation/Display Branch, as appropriate, prior to your departure. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 53 DOCUMENTATION/DISPLAY COORDINATOR DEAD THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Plan ning/Intelligence Section Chief Supervise: Documentation/Display Unit Responsibilities A. Review incoming intelligence, updating the Major Incidents display board with major events. 13. Tabulate data and update display boards with statistical summaries (damaged/destroyed buildings, injuries and deaths), areas of damage, infrastructure and utility failures, public shelters, etc. These display boards serve as the primary EOC updated information source. C. Perform data input for RIMS, coordinating with the Situation Status and Damage Assessment Coordinators. D. Distribute the EOC Situation Reports, EOC Action Plan, and other documents, as required. E. Maintain a permanent electronic archive of all required and supplemental RIMS reports and Action Plans associated with the event or disaster. F. Assist the EOC Coordinator in the preparation and distribution of the After Action Report. Action Checklist Activation Phase ❑ Check in upon arrival at the GOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Assume the responsibilities of subordinate units when these positions are not staffed. Oaerational Phase ❑ Ensure adequate staff is assigned to maintain all maps, status boards, and other displays. ❑ Ensure that Document/Display Unit staff review copies of all Message Forms, distilling important events, localized areas of damage, and statistical information (building/facility damage, injury, loss of life, etc.). Update the Major Incidents and other display boards. ❑ Check the accuracy of information before posting, to the extent possible. ❑ Supervise data input and submission for all RIMS information, coordinating with the Situation Status and Damage Assessment Coordinators. ❑ Record all information on display boards for future use in the Recovery process. Retention may be by digital file saving (with backup storage), transcription or digital photographs. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Ensure that all information and records are in order and readily retrievable prior to your shift change or the deactivation of your position. ❑ Deactivate your assigned position and close out logs when authorized by the Planning/Intelligence Section Chief. 54 DOCUMENTATION/DISPLAY COORDINATOR... continued U Bricl*your relief. LJ Clean up your work area before you leave. ❑ Be prepared to provide input to the After Action Report. ❑ Leave a forwarding phone number where you can be reached. Post-Emereencv Phase ❑ Be prepared to provide input and documents for the After Action Report. 55 STATUS BOARDS SUPPORT READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Documentation/Display Coordinator Responsibilities Maintain all status boards and displays not dedicated to a specific branch or unit. Action Checklist Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shill. Ensure that unit logs and other necessary tiles are maintained. ❑ Assume the responsibilities of subordinate units when these positions are not staffed. Oaerational Phase ❑ Review copies of all Message Forms, distilling important events, localized areas of damage, and statistical information (building/facility damage, injury, loss of life, etc.). Update the Major Incidents and other display boards. ❑ Check the accuracy of information before posting, to the extent possible. ❑ Make sure that all information postings are neat and legible. ❑ Check on status of previously posted information to ensure that it is current. Make changes or delete as needed. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Documentation/Display Branch Coordinator. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 56 RUNNER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Documentation/Display Coordinator Responsibilities Information circulation within the EOC, collecting Message Forms from Operations and Logistics Sections, and distributing copies to appropriate sections, including Documentation/Display and Records Management. Action Checklist Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. Operational Phase ❑ Collect Message Forms from Operations and Logistics Sections. Distribute Message Form and copies to appropriate sections, including Documentation/Display and Records Management Sections. ❑ Communicate with designated individuals in the Operations Section for acquiring situational, resource, incident and any other information. ❑ Confirm information as much as possible prior to relaying to Planning. ❑ Deactivate your assigned position and close out logs when authorized by section leader. ❑ Complete all required forms, reports, and other documentation. ❑ Brief your relief. 57 RECORDS MANAGEMENT COORDINAT®N READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Planning Section Chief Responsibilities A. Create and maintain an orderly system for archiving all documents. B. Collect, organize and file all completed event or disaster related forms, to include: all EOC Position Logs, RIMS reports, EOC Action Plans, and any other related information. C. Provide document reproduction services, as requested. Action Checklist Activation Phase ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Assume the responsibilities of subordinate units when these positions are not staffed. Operational Phase ❑ Consult with the Finance Section for file organization recommendations. Establish a system for organizing and filing. Determine resources needed to develop an archiving system. . ❑ Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official records. ❑ Periodically collect and file logs, reports, forms and other documents no longer needed at activated positions or when a position is demobilized. ❑ Ensure that Situation Reports and Action Plans are reproduced and distributed to EOC staff. ❑ Copy and retain all RIMS reports. ❑ Meet with the FOC Recovery Section to determine what 1',0(' materials and documents arc necessary to provide accurate records for recovery purposes. ❑ Pull documents, as requested, for review. Maintain a log of items removed and returned. Re- file. ❑ Deactivate your assigned position and close out logs when authorized by the Planning/Intelligence Section Chief. ❑ Complete all required forms, reports, and other documentation. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. Post-Emergencv Phase ❑ Be prepared to provide input and documents for the After Action Report. 58 DEMOBILIZATION UNIT LEADER [As required] READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report to: Planning Section Chief Responsibilities A. Develop the Demobilization Plan AWIN C118CMIs1 ❑ Check in to the Plans Section Chief upon arrival at the EOC. C] Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained.. ❑ Review incident resource records to determine the likely size and extent of demobilization effort. ❑ Based on above analysis, add additional personnel, workspace and supplies as needed. ❑ Coordinate demobilization with Agency Representatives. ❑ Monitor ongoing Operations Section resource needs. ❑ Identify surplus resources and probable release time. ❑ Develop incident checkout function for all units. Evaluate logistics and transportation capabilities to support demobilization. ❑ Establish communications with off -incident facilities, as necessary. ❑ Develop an Incident Demobilization Plan detailing specific responsibilities and release priorities and procedures. ❑ Prepare appropriate directories (e.g., maps, instructions, etc.) for inclusion in the ✓ demobilization plan. ❑ Distribute demobilization plan (on and off-site). ❑ Ensure that all Sections/Units understand their specific demobilization responsibilities. ❑ Pull documents, as requested, for review. Maintain a log of items removed and returned. Re- file. ❑ Deactivate your assigned position and close out logs when authorized by the Planning/Intelligence Section Chief. ❑ Complete all required forms, reports, and other documentation. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. Past-I?mcm,ency Phase ❑ Be prepared to provide input and documents for the After Action Report. 59 PLANNING PROCESS The checklist below provides basic steps appropriate for use in almost any incident situation. However, not all incidents require written plans and the need for written plans and attachments are based on incident requirements and the decision of the Incident Commander. The Planning Checklist is to be used with the Operational Planning Worksheet (ICS Form 215-GNV). For more detailed instructions, see Planning Section Chief Position Manual (ICS 221-1). The Operations Section Chief should have a draft Operational Planning Worksheet (ICS Form 215-G/W) and the Safety Officer should have a draft Incident Safety Analysis (ICS Form 215-AG/AW) completed prior to the planning meeting. Incident Objectives and strategy should be established before the planning meeting. For this purpose it may be necessary to hold a strategy meeting prior to the planning meeting. The Planning Process works best when the incident is divided into logical geographical and/or functional units. The tactics and resources are then determined for each of the planning units and then the planning units are combined into divisions/groups utilizing span -of -control guidelines. The ICS Form 215-G/W (Operational Planning Worksheet -Generic and Wildland) and the ICS Form 215-AG/AW (Incident Safety Analysis — Generic and Wildland) are used to support the incident's planning process. They provide the Incident Commander, Command and General Staff with the means to identify Division or Group assignments, develop specific tactics, identify available and needed resources, and address safety considerations. During this process, safety issues identified must be mitigated or new tactics developed which adequately address safety concerns. CHECKLIST PRIMARY RESPONSIBILITY 1. Briefing on situation and resource status ................................................... PSC 2. Set/review incident objectives........................................................................IC 3. Plot control lines, establish Branch and Division boundaries, identify Group assignments.......................................................................OSC 4. Specify tactics for each Division/Group.................................................. ..OSC 5. Specify safety mitigation measures for identified hazards in Divisions/Groups................................................................................... .. SOF 6. Specify resources needed by Division/Group.................................. OSC, PSC 7. Specify Operations facilities and reporting locations — Ploton map..............................................................................OSC, PSC, LSC 8. Develop resource and personnel order ................................ .....................LSC 9. Consider Communications, Medical, and Traffic Plan requirements..................................................................................... PSC, LSC 10. Finalize, approve and implement Incident Action Plan................PSC, IC, OSC m IC = Incident Commander PSC = Planning Section Chief OSC = Operations Section Chief LSC = Logistics Section Chief SOF = Safety Officer 61 Planning Section Planning Cycle Guide 1200 2400 1100 0100 2300 1300 PREPARE INCIDENT ACTION PLAN 1000 2200 FIELD OBSERVERS OUTiOFF PLANNING MEETINGS Command 8 Gen. Staff Agency Rep R JL,SU _,Comm UL. 0900 _ _ FireBehaviorAna"t PLANNING 2100 Prepare for Planning Meeting 0800 2000 PLANNING Shrft Change Feld Finalize )servers Reports I WON 209 FINALIZE LA P. A� F T F �'9 A Prepare for Operations Briefing 0200 1400 BRIEFING COMMAND 8 Gen. Staff Operations a erfiead 0700 0500 1900 1700 0600 1800 Example Based on 12 -Hour Operational Period 8-11 PLANNING 62 0300 150 0400 1600 THE ACTION PLANNING MEETING Purpose of the EOC Action Plan A. Establishes Direction and Priorities for EOC operations in the form of Overall Objectives and Section Objectives. B. Establishes the Operational Period (the time frame for completion of the Section Objectives). C. Provides for Communication, Accountability and reduces Redundancy. D. Provides valuable documentation for After Action Reports. EOC Action Planning Responsibilities EOC Director: Ensures that EOC Action Planning is accomplished. Leads the Action Planning Meeting. Planning/Intelligence Section Chief: Is responsible for facilitating the EOC Action Planning Meeting by providing a Situation Report, reviewing Section Objectives and facilitating the creation of Overall EOC Objectives Situation Analysis Coordinator: In advance of the Action Planning Meeting, prepares the Situation Report, prompts Section Chiefs to establish Section Objectives and records those objectives in the Action Plan format. Provides copies of these documents and assures adequate meeting facilities for the Action Planning Meeting. After the Action Planning Meeting, prepares the RIMS Action Plan. Section Chiefs: In advance of the Action Planning Meeting, provide Section Objectives for the coming operational period to the Situation Analysis Coordinator. Attend and participate in the Action Planning Meeting. Conducting the Initial Planning Meeting 1. When the EOC has been fully activated, conduct the Initial Planning Meeting. 2. The meeting should be hrigf— no more than 10 minutes. 3. Meeting Outcomes should include: ■ Update on EOC staffing and mobilization. ■ Determination of Overall EOC Objectives for the interim period. ■ Time and location for the first Action Planning Meeting Preparing for the Action Planning Meeting Prior to the Action Planning Meeting, the Situation Analysis Coordinator should: 1. Complete preparation of a Situation Status Report, submit on RIMS and obtain copies of the Report for distribution at the Action Planning Meeting. 63 2. Request that each Section Chief provide Section Objectives for the coming operational period. These Section Objectives should be entered into the RIMS Action Plan prior to the Action Planning Meeting and copies provided for distribution at the meeting. 3. Prepare a location and necessary facilities (easel, chart paper, markers, tape, etc.) for conducting the Action Planning Meeting. Conducting the Action Planning Meeting Ground rules 4. Pagers and cell phones OFF 64 5. No unnecessary "side discussions" 6. Participants must be brief, stay focused and take notes. Meeting Agenda 6. Briefly highlight the Situation Report on the status of the event and major incidents. 7. Review and update progress on completion of previous Overall Objectives and Section Objectives. 8. Call on Section Chiefs to present their Section Objectives. 9. Determine Overall EOC Objectives. 10. Determine the next Operational Period. Who Should 5. EOC Director Attend? 6. Section Chiefs 7. Unit Coordinators and key Branch leads 8. PIO Who Facilitates? I The EOC Director or Planning/Intelligence Section Chief Duration I No more than 30 minutes! Frequency Meeting should be scheduled 2 hours prior to the end of the Operational Period 64 J E O C ACTION PLAN Jurisdiction: City of San Rafael Current Operational Period: Event Name: FROM -Date TO: Date Date Time Time Time SITUATION SUMMARY MAJOR INCIDENTS/ EVENTS IN PROGRESS: TYPE OF INCIDENT SUPPORT REQUESTED (Y/N) LOCATION OVERALL OBJECTIVES PUBLIC INFORMATION MESSAGE ATTACHMENTS Ll PREPARED BY (Planning Section Chief): Approved by (EOC Director): 65 EOE+ SECTION TASKS Jurisdiction: City of San Rafael For Operational Pernod: Event Name: FROM:Date TO: Date Date Time Time Time Assigned To: MANAGEMENT SECTION OBJECTIVES OPERATIONS SECTION OBJECTIVES Assigned To: PLANNING SECTION OBJECTIVES Assigned To LOGISTICS SECTION OBJECTIVES Assigned To; FINANCE SECTION OBJECTIVES Assigned To: CARE & SHELTER OBJECTIVES Assigned To: i A..... .- -- RECOVERY SECTION OBJECTIVES Assigned To: .. This page was not used 67 LOGISTICS SECTION Resources di Coordinator Resources Unit Leader Transportation Coordinator U?GIOTICS SECTION S9ctlon Chlef PW Admin SuperAor Facilities Unit Leader Information Technology/ Communications Coordinator The Logistics Section is the resource support arm for emergency response operations. Logistics Section Chief The Logistics Section Chief oversees all of the resource and support functions of the Logistics Section. Resources Coordinator Provide trained and volunteer personnel resources as requested in support of the EOC and field operations. Resources Unit Leader The Resources Unit Leader is responsible for maintaining the status of all assigned resources (primary and support) at an incident. This is achieved by overseeing the check-in of all resources, maintaining a status -keeping system indicating current location and status of all resources, and maintenance of a master list of all resources, e g , key supervisory personnel, primary and support resources, etc. .: Supply & Procurement Coordinator I I LogisticsI Staging { Ordering & Procurement Unit J Leader Information Technology/ Communications Coordinator The Logistics Section is the resource support arm for emergency response operations. Logistics Section Chief The Logistics Section Chief oversees all of the resource and support functions of the Logistics Section. Resources Coordinator Provide trained and volunteer personnel resources as requested in support of the EOC and field operations. Resources Unit Leader The Resources Unit Leader is responsible for maintaining the status of all assigned resources (primary and support) at an incident. This is achieved by overseeing the check-in of all resources, maintaining a status -keeping system indicating current location and status of all resources, and maintenance of a master list of all resources, e g , key supervisory personnel, primary and support resources, etc. .: Supply & Procurement Coordinator The Supply Unit Leader is primarily responsible for ordering, receiving, inventory, storage and distribution of supplies for the incident; establishing and maintaining the staging area(s), while managing all activities within the staging area(s); and servicing non -expendable supplies, materials and equipment (except mutual aid resources). Also works with other units in Logistics to collect and maintain centralized accounting of the status of all resources ordered or used in this incident. Logistics Staging Manager The Logistics Staging Area Manager is responsible for managing all activities within a Staging Area. Ordering/Receiving/Dist Unit Leader This unit is responsible for ordering and delivery of food and water and other supplies to impacted areas and the emergency management organization. In the EOC, feeding responsibilities include: ordering meals; identification of serving locations; coffee preparation; ensuring drinking water is available; and general maintenance of food service areas. Transportation Coordinator Coordinates the allocation of transportation resources required to move people, equipment and essential supplies. Coordinates the maintenance of all City owned equipment and agencies assisting the City. In conjunction with other units, designs traffic flow patterns and designated routes. Information Technology/ Communication Coordinator The IT/ Communication unit is responsible for the setup, maintenance and operation of all EOC communications and IT related matters. Tasks include addressing network and online connections; maintaining phone and radio operations; working with Planning's display/ documentation unit setting up projector display. Communication devices include MERA radios, Ham Radios, Cellular phones, satellite phones, pagers and computers. Facilities Unit Leader The Facilities Unit Leader is primarily responsible for the Facility Maintenance Services of City Buildings and the EOC. n• LOGISTICS SECTION CHIEF READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION J Report To: IiOC Director Supervise: Supply & Procurement Coordinator, Communications Coordinator, Transportation Branch Coordinator, Facilities Unit Leader, and Resources Coordinator Respensihilifles A. Ensure the logistics function is carried out in support of the San Rafael Operational Area EOC. This function includes providing communication services, and resource tracking; acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required. B. 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. C. Ensure section tasks are accomplished as per EOC Action Plans. D. Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated FOCs within the Operational Area. I;. Keep the EOC Director informed of all significant issues relating to the Logistics Section. Acilen Cheeldist ❑ Check in upon arrival at the EOC. ❑ Report to EOC Director. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that all section position logs and other necessary files are maintained. ❑ Quarterly update the Emergency Contact List and Emergency Number Sheet information for the Locistics section. Provide this information to the Emergency Services Manager. ❑ Ensure that the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories. ❑ Based on the situation, activate Branches/Units within the Section as needed and designate Branch and Unit Leaders for each element: ❑ Iinsure that sufficient staff is available for a 24-hour schedule, or as required. ❑ Assume the responsibilities of subordinate branches and units when these positions are not staffed. ❑ Establish communications with Logistics Sections in activated EOGs within the operational area. ❑ Ensure that all resource requests are prioritized and validated. This should be done prior to acting on the request. ❑ Meet with the EOC Director and General Staff and identify immediate resource needs 70 71 = ❑ Meet with the Finance/Administration Section Chief and establish purchasing authority and procedures for the Logistics Section. ❑ Provide the Planning/Intelligence Section Chief with the Logistics Section's objectives prior to cacti action planning meeting. ❑ Provide periodic Section Status Reports to the EOC Director. ==+. ❑ Attend and participate in EOC Action Planning meetings. ❑ Mobilize sufficient Section staffing for 24-hour operations, if needed. '-' ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Ensure that the Supply Branch coordinates closely with the Payable Unit in the Finance/Administration Section, and that all required documents and procedures are completed and followed. ❑ Ensure that transportation requirements, in support of response operations, are met. ❑ Ensure that all requests for facilities and facility support are addressed. ❑ Ensure that all operational area resources are tracked and accounted for, excluding resources . ordered through mutual aid. ❑ Ensure that the briefing for Section staff upon arrival includes information on the demands and what they might confront during their shift. ❑ Provide section staff with information updates as required. ❑ Maintain Unit/Activity Log (ICS Form 214). ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 71 RESOURCES COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Logistics Section Chief Supervise: Resource Unit Responsihilities A. Develop and provide personnel resources as requested in support of the EOC and Field Operations B. Maintain Status of Resources Assigned in the City C. Maintain communications source for all City employees to get updated information. D. Ensure that the EOC organization chart is maintained. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Assume the responsibilities of subordinate positions when those positions are not activated. ❑ Ensure that each member of the EOC staff is listed on the EOC organization chart. ❑ Process all incoming requests for personnel support. Identify the number of personnel, special qualifications or training, where they are needed, and the person or unit they should report to upon arrival. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. ❑ To minimize redundancy, coordinate all requests for personnel resources from the field level, or other sources, through the EOC Operations Section prior to actin, on the request. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Establish communications with the EVC and Volunteer Resources Coordinator and other organizations that can provide personnel resources. ❑ Maintain a status board or other resource to keep track of incoming personnel resources. ❑ Keep the Logistics Section Chief informed of significant issues affecting the Resources Unit. E. Maintain Unit/Activity Log (ICS Form 214). ❑ Deactivate your assigned position and close out logs when authorized by the Logistics Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 72 RESOURCE UNIT LEADER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report to: Resource Coordinator Responsibilities A. The Resources Unit Leader is responsible for maintaining the status of all assigned resources (primary and support) at an incident. This is achieved by overseeing the check-in of all resources, maintaining a status -keeping system indicating current location and status of all resources, and maintenance of a master list of all resources, e.g., key supervisory personnel, primary and support resources, etc. Supervise: Check In/Status Recorder Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Assume the responsibilities of subordinate positions when those positions are not activated. ❑ Ensure that each member of the EOC staff is listed on the EOC organization chart. ❑ Establish check-in function at incident locations. ❑ Maintain and post the current status and location of all resources. ❑ Maintain master roster of all resources checked in at the incident. ❑ Maintain Unit/Activity Log (ICS Form 214). U A Check-in/Status Recorder reports to the Resources Unit Leader and assists with the accounting of all incident -assigned resources ❑ Prepare and maintain the Command Post display (to include organization chart and resource allocation and deployment ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Plaruung/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 73 CHECK-ON/STATUS RECORDER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report to: Resource Unit Leader Responsibilities A. The Check-in Status Recorder checks in resources arriving in the city. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Obtain required work materials, including Check-in Lists (ICS Form 211), Resource Status Cards (ICS Form 219), and status display boards. ❑ Post signs so that arriving resources can easily find incident check-in location(s). ❑ Record check-in information on Check-in Lists (ICS Form 211). ❑ Transmit check-in infonnation to Resources Unit on regular prearranged schedule or as needed ❑ Forward completed Check-in Lists (ICS For n 211) to the Resources Unit. ❑ Receive, record, and maintain resource status information on Resource Status Cards (ICS Form 219) for incident assigned Single Resources, Strike Teams, Task Forces, and Overhead personnel. ❑ Maintain files of Check-in Lists (ICS Form 211). Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 74 SUPPLY a PROCUREMENT COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Logistic Section Chief Supervise: Ordering & Procurement Unit Responsibilities A. Oversee the procurement and allocation of supplies and material not normally provided through mutual aid channels. B. Coordinate procurement actions with the Finance/Administration Section. C. Coordinate delivery of supplies and material as required. D. Manage the donated goods program. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Assume the responsibilities of the Ordering & Procurement Unit when that position is not staffed. ❑ Determine requested types of supplies and material available in the operational area. ❑ As resource requests are received in the Logistics Section, enter the request and track the progress of the request until filled. ❑ Establish a list with assistance from the Operations Section of resources expected at the staging area. ❑ Develop a staging area layout. ❑ Determine support needed to assist with equipment movement, feeding, sheltering, sanitation and security. ❑ Coordinate check-in procedures and locations with the Resource Unit Leader ❑ Post areas for easy identification by the arriving resources and to facilitate traffic flow/control. ❑ Request maintenance service for staged equipment. ❑ Report staging area status and equipment/resources on hand to the Operations Section Chief, as requested. ❑ Determine the need for temporary assignment of space or facilities for Logistics service and Support. ❑ Track requests by providing at a minimum, the following: ♦ date & time of the request; ♦ requesting party; ♦ items requested in detail; ♦ when and where needed; ♦ priority designation; 75 ♦ time the request was processed and ♦ estimated time of arrival or delivery to the requesting party; ♦ time delivered and who received it. ❑ Determine spending limits with the Payable Unit in Finance/Administration. Obtain a list of pre -designated emergency purchase orders as required. ❑ Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and material. Verify that the request has not already been filled by another source. ❑ Maintain a status board or other reference depicting supply actions in progress and their current status. ❑ Determine if the needed item can be provided from another jurisdiction or organization within 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 exceeding the purchase order limit must be approved by the Finance Section before the order can be completed. ❑ If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance/Administration Section for development of necessary agreements. ❑ Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pick up and delivery through the Transportation Branch. ❑ In coordination with the Personnel Branch, provide food and lodging for EOC staff and volunteers. Assist the field level with food services at locations as requested. ❑ Establish system for the reception, storage, distribution and disposal of donated goods. ❑ Keep the Logistics Section Chief informed of significant issues affecting the Supply Branch. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Logistics Section Chief. ❑ Maintain Unit/Activity Log (ICS Form 214). ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. Brief your relief. ❑ Be prepared to provide input to the After Action Report. ❑ Clean up your work area and provide a contact number for you before you leave. 76 LOGISTICS STAGING AREA MANAGER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Supply & Procurement Unit Leader Responsibilities: The Logistics Staging Area Manager is responsible for managing all activities within a Staging Area. ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Proceed to Staging Area. ❑ Establish Staging Area layout. ❑ Determine any support needs for equipment, feeding, sanitation and security. ❑ Establish check-in function as appropriate. ❑ Post areas for identification and traffic control. ❑ Request maintenance service for equipment at Staging Area as appropriate. ❑ Respond to request for resource assignments. (Note: This may be direct from Operations Section or via the Incident Communications Center). ❑ Obtain and issue receipts for radio equipment and other supplies distributed and received at Staging Area. ❑ Determine required resource levels from the Supply & Procurement Unit Leader /Operations Section Chief. ❑ Advise the Supply & Procurement Unit Leader /Operations Section Chief when reserve levels reach minimums. ❑ Maintain and provide status to Resources Unit of all resources in Staging Area. ❑ Maintain Staging Area in orderly condition. ❑ [Insure that all media contacts are referred to the Public Information 011icer. U Deactivate your assigned position and close Out logs when authorized by the Supply & Procurement Unit header. L] Maintain Unit/Activity Log (ICS Form 214). ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. Brief your relief. ❑ Be prepared to provide input to the After Action Report. ❑ Clean up your work area and provide a contact number for you before you leave. 77 Ordering/Receiving/Distribution UNIT QEADER DEAD THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Supply &Procurement Coordinator Responsibilities: Obtain and deliver the goods to impacted areas. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Report to the Supply & Procurement Coordinator. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Obtain and deliver food and water and supplies and equipment to EOC staff, field workers, shelter sites and the general public as required. ❑ Coordinate with Environmental Health to ensure the safety of food and water. ❑ Provide well-balanced meals for the EOC staff, shelters and field workers. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Maintain Unit/Activity Log (ICS Form 214). ❑ Deactivate your assigned position and close out logs when authorized by the Supply Branch Coordinator. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your replacement should be submitted through the Supply Branch Coordinator to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 78 ' TRANSPORTATION READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Logistic Section Chief Supervise: Transportation Unit Responsibilities: Obtain and coordinate the allocation of resources required to move people, equipment and essential supplies. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Determine resource needs such as a computer, phone, plan copies, and other reference documents. ❑ Assume the responsibilities of the Transit Unit Leader when that position is not staffed. ❑ Routinely coordinate with the Situation Analysis Unit to determine the status of transportation routes in and around the operational area. ❑ Routinely coordinate with the Public Works Branch Coordinator to determine progress of route recovery operations. ❑ Establish contact with local transportation agencies and schools to establish availability of equipment and personnel resources for use in evacuations and other operations as needed. ❑ Keep the Logistics Section Chief informed of significant issues affecting the Transportation Branch. LJ Ensure that all media contacts are referred to the Public Information Officer. ❑ Maintain Unit/Activity Log (ICS Form 214). ❑ Deactivate your assigned position and close out logs when authorized by the Logistics Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 79 Information %cho N"/ Comm.980NOINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAILING ACTION Report To: Logistic Section Chief Supervise: Information and communication software in EOC Itasponsililitlos Setup, maintain and operate all EOC communications and IT city related matters. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Provide assistance with communication and computer setup in all sections of the EOC. Expedite the activation process. ❑ Coordinate with all EOC sections regarding the placement and operating procedures for use of all communication systems. ❑ Ensure communication links are activated with EOC and Police and Fire DOCS. ❑ Continually monitor the operational effectiveness of EOC communication systems. Provide additional equipment as required. ❑ Ensure communications are activated with all City of San Ral-lel owned facilities ❑ Unsure that technical personnel are available for communications equipment maintenance and repair. ❑ Collaborate with the Display/ Documentation Unit on operating projectors. ❑ Refer all contacts with the media to the Public Information Officer. ❑ Maintain Unit/Activity Log (ICS Form 214). ❑ Deactivate your assigned position and close out logs when authorized by the Logistics Section Chief. 7 Sim Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. Be prepared to provide input to the After Action Report. Brief your relief. Clean up your work area before you leave. Leave a forwarding phone number where you can be reached. Facilities Unit leader READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report to: Logistics Section Chief Supervise: Maintenance Staff Responsibilities A. Ensure the EOC and City Facilities are operational Action Check -list ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that unit logs and other necessary files are maintained. ❑ Request required maintenance support personnel and assign duties. ❑ Obtain supplies, tools, and equipment. ❑ Supervise/perform assigned work activities ❑ Provide facility maintenance services ❑ Assist in the Set Up of the EOC ❑ Ensure that all facilities are maintained in a safe condition. ❑ Maintain lights, other electrical equipment and plumbing ❑ Disassemble temporary facilities when no longer required. ❑ Restore area to pre -incident condition. ❑ Maintain Unit/Activity Log (ICS Form 214). ❑ Deactivate your assigned position and close out logs when authorized by the Logistics Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Logistics Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 81 FINANCE SECTION r ' rsr + • :i r `-`moi �.: Wsj The Finance/Administration Section is responsible for managing all financial aspects of the emergency response. Finance Positions Finance Section Chief The Finance/Administration Section Chief is responsible for the continuity and maintenance of financial operations and records, claims and cost analysis of the incident. Contracts Unit Leader The Contracts Unit negotiates and coordinates vendor contracts and purchase requests that exceed established purchase order limits. Time Recording Unit Leader The Time Recording Unit maintains records of all on -duty personnel, including volunteers. Compensation/Claims Unit Leader The Compensation and Claims Unit accepts as the official agent for the City/Town, all damage and injury claims. This unit manages claims and conducts related investigations. Cost/Accounting Unit The Cost Unit Leader is responsible for collecting all cost data, performing cost effectiveness analyses, and providing cost estimates and cost saving recommendations for the incident. 82 FINANCE SECTION CHIEF READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: EOC Director Supervise: Contracts Unit, Cost/Account Unit, Time Recording Unit, Compensation/Claims Unit Responsibilities B. Ensure that all financial records are maintained throughout the event or disaster. C. Ensure that all on -duty time is recorded for each person staffing the EOC. D. Ensure that the payroll continues for all City employees. E. Establish purchase order limits for the Contracts function in Logistics. F. Ensure that workers' compensation claims, resulting from the response to the event or disaster by City employees, are processed within a reasonable time. G. Ensure that all events related travel and expense claims are processed within a reasonable time. If. Provide administrative support to the EOC Sections as required, in coordination with the Personnel Unit. 1. Activate units within the Finance/Administration Section as required; monitor section activities continuously and modify the organization as needed. J. Ensure that all recovery documentation is accurately maintained. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. Ensure that all section position logs and other necessary files are maintained. ❑ Quarterly update the Emergency Contact List and Emergency Number Sheet information for the planning section. Provide this information to the Emergency Services Manager. ❑ Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place. ❑ Activate a disaster accounting system that includes an exclusive cost code for disaster response. ❑ Based on the situation, activate units within the Section as needed and designate Unit Leaders for each element: ❑ Ensure that sufficient staff is available for a 24-hour schedule, or as required. ❑ Provide the Planning/Intelligence Section Chief with the Finance Section's objectives prior to each action -planning meeting. ❑ Ensure there is coordination with all activated EOCs within the Operational Area for the purpose of gathering and consolidating response cost estimates and other related information. ❑ Meet with all Unit Leaders and ensure that responsibilities are clearly understood. ❑ Notify the EOC Director of Finance/Administration Section location and activities. 83 FINANCE SECTION CHIEF... Continued ❑ 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 Logistics Section. ❑ Ensure that displays associated with the Finance/Administrative Section are current and that information is posted in a legible and concise manner. ❑ Participate in all Action Planning meetings. ❑ Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan. ❑ Ensure that costs are computed for use ofequipment and facilities owned, rented, donated or obtained through mutual aid. ❑ Obtain information from the Resources Status Unit regarding equipment use times. ❑ Review current and potential costs and examine cash-flow analysis. Identify potential issues. ❑ Keep the EOC Director, General Staff, and key City Agency leaders aware of the current fiscal situation and other related matters, on an on-going basis. ❑ Ensure that. the Time Recording Unit tracks, codes and records all staff time and travel/expense claims. ❑ In coordination with the Logistics Section, ensure that the Payables Unit processes purchase orders and develops contracts in a timely manner. ❑ Ensure that the Compensation & Claims Unit processes all workers' compensation claims resulting from the disaster, in a reasonable time frame, given the nature of the situation. ❑ Ensure that the Finance/Administration Section provides administrative support to other EOC Sections as required. ❑ Ensure that each section is documenting cost recovery information from the onset of the event or disaster; collect required cost recovery documentation daily, at the end of each shift. ❑ As appropriate, complete and submit a Notice of Interest (NOI) to FEMA. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Ensure that all recovery documentation is accurately maintained. ❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the EOC Director to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 84 CONTRACTS UNIT LEADER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Finance Section Chief Responsibilities ❑ Establish vendor contracts, not previously addressed by existing approved vendor lists. ❑ Coordinate with Supply Branch on all matters involving the need to exceed established purchase order limits. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Manage the City emergency purchasing procedures. ❑ Prepare and sign contracts as needed; obtain approval from the Finance/Administration Section Chief, per City policy and procedures. 0 Ensure that all contracts identify the scope of work and specific site locations. ❑ Negotiate rental rates not already established, or purchase price with vendors as required. ❑ Verify costs in the pre -established vendor contracts and/or agreements. ❑ Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during disasters. ❑ Complete final processing and send documents to Auditor/Controller for payment. ❑ 1111sure that the Supply Branch processes purchase orders and develops contracts in a timely manner. L1 Keep the F inance/Administration Section Chief informed of all significant issues involving the Payables Unit. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Finance Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Finance Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 85 TIME RE6DR®ING WIT LERDEN READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Finance Section Chief Responsibilities A. Code record, and report all on -duty time for City personnel working during the event or disaster (including overtime). B. Ensure that personnel time records, travel expense claims, and other related firms are prepared and submitted to City Auditor. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Initiate, gather, and update time reports from all City personnel, to include volunteers; ensure that time records are accurate, prepared, and coded in compliance with City policy. ❑ Record all EOC and field personnel assigned to the event. D Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly, coded and signed. ❑ Keep the Finance/Administration Section Chief infonned of significant issues affecting the Time Recording Unit. D Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Finance Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Finance Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 86 I COMPENSATION 8 CLAIMS UNIT LEADER READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Report To: Finance Section Chief Responsibilities A. Oversee the investigation of injuries and property/equipment damage claims involving the City and arising out of the event or disaster. B. Complete all forms required under Worker's Compensation. C. Maintain a record of injuries and illnesses associated with the event or disaster, including results of investigations. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log that describes your actions taken during your shift. ❑ Maintain a chronological log of injuries and illnesses, and property damage reported during the event or disaster. ❑ Investigate all injury and damage claims immediately. ❑ Prepare appropriate forms for all injury claims within the required time frame, consistent with City Policy and Procedures. ❑ Coordinate with the Safety Officer regarding the mitigation of hazards. ❑ Keep the Finance/Administration Section Chief informed of significant issues affecting the Compensation and Claims Unit. ❑ Forward all unresolved equipment or property damage claims to Risk Management. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Finance Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Finance Section Chief to the Planning/Intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the After Action Report. ❑ Bricf your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. 87 COST/ACCOUNTING UNIT LEADED READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Reports to: Finance Section Chief Responsibilities ❑ Responsible for the collection of all cost data for the incident or event. ❑ Responsible for the development of cost analyses, cost estimates and cost saving recommendations Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log that describes your actions taken during your shift. (ics 214) ❑ Coordinate with Finance Section Chief on cost reporting procedures. ❑ Collect and record all cost data. ❑ Develop incident cost summaries. ❑ Prepare resources -use cost estimates for the Planning Section. ❑ Make cost-saving recommendations to the Finance/Administration Section Chief. ❑ Complete all records prior to demobilization. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Deactivate your assigned position and close out logs when authorized by the Finance Section Chief. ❑ Complete all required forms, reports, and other documentation. All documents not needed by your relief should be submitted through the Finance Section Chief to the Planning/intelligence Section, as appropriate, prior to your departure. ❑ Be prepared to provide input to the Atter Action Report. ❑ Brief your relief. ❑ Clean up your work area before you leave. ❑ Leave a forwarding phone number where you can be reached. :: RECOVERY Recovery is responsible for restoring services and systems to a state of normalcy. Recovery activities are likely to be in the long-term, servicing displaced families and aide the business sector with resuming operations. Recovery Coordinator Recovery Planning initiates and carries out the collection and maintenance of all related information for recovery of costs from federal, state and other jurisdictions. The Planning unit maintains business continuity as well as directs displaced families to agencies capable of providing long-term housing. :• RECOVERY COORDINATOR READ THIS ENTIRE POSITION CHECKLIST BEFORE TAKING ACTION Responsibilities F. Ensure the collection and maintenance of documentation of all disaster information if reimbursement from FEMA and/or the Governor's Office of Emergency Services is necessary. Provide periodic briefings for the EOC Director and General Staff addressing Recovery Planning issues. G. Operate the Recovery information public hotline. Communicate all residential and business concerns to appropriate agencies who will provide the necessary assistance. H. Supervise all recovery operations until the EOC is deactivated. I. Develop the long-term recovery plan, including identification of agencies likely to be involved. J. Establish recovery -working groups. Action Checklist ❑ Check in upon arrival at the EOC. ❑ Set up your workstation and review your position responsibilities. ❑ Establish and maintain a position log, which chronologically describes your actions taken during your shift. ❑ Monitor current situation. ❑ Work with Documentation/Display Branch to collect documents for the Recovery Unit. ❑ Meet with Documentation Unit Leader, review EOC position logs, journals, all reports, action plans to determine additional cost recovery items that may have been overlooked. ❑ Contact and assist operational area jurisdictions with recovery issues. ❑ Consider ADA needs and provide equivalent opportunities for ADA accessible post - emergency temporary housing. ❑ Review action -planning objectives submitted by each section for the forthcoming operational period. In conjunction with the general staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominantly to Recovery operations. ❑ Ensure that all media contacts are referred to the Public Information Officer. ❑ Complete all required firms, reports, and other documentation. All documents not needed by your relief should be submitted through the Planning/Intelligence Section Chief to the Documentation/Display Branch, as appropriate, prior to your departure. ❑ Brief your relief. ❑ Organize and prepare records for final audit. ❑ Assist the EOC Coordinator and Planning/Intelligence Section with preparation of the After Action Report. all 3/27/2007 D F City of San Rafael EMERGENCY OPERATIONS CENTER HANDBOOK Table of Contents Tableof Contents.................................................................................................................................................................1 PREFACE............................................................................................................................................................................2 Emergency Operations Center CONCEPT OF OPERATIONS......................................................................................... 3 EOCMANAGEMENT.................................................................................................................................................. 3 EOC LOCATIONS AND DESCRIPTION................................................................................................................... 3 ALTERNATE EOC LOCATION AND DESCRIPTION ............................................................................................. 3 EOCLOCATIONS........................................................................................................................................................ 3 EOCAC77VATION POLICY..................................................................................................................................... WIIENTO AC TIVATF.................................................................................................................................. . .. ............ I W110CAN ACTIVA'IT:.............................................................................................................................................. 3 HOWTO ACTIVATE................................................................................................................................................ 3 EOCActivation Checklist............................................................................................................................................ 3 EOC Equipment and Supplies Checklist....................................................................................................................... 3 EOCCloseout Checklist................................................................................................................................................ 3 EOC Layout, 1400 Fifth .9ve (City Council Chamber)................................................................................................... 3 EOCTelephone and Power Setup......................................................................................................................................3 TELEPHONE................................................................................................................................................ .......... 3 EOCSupply and File Boxes....................................................................................................................................... 3 EOCStatus Boards and Signs..................................................................................................................................... 3 Network Connection Setup in Council Chambers(EOC)................................................................................................3 MERARadio Setup............................................................................................................................................................ 3 EOCSTATUS BOARDS AND SIGNS................................................................................................................................. 3 EOCTELEPHONE AND POWER SETUP.................................................................................................................................3 GasLeak...............................................................................................................................................................................3 ElectricalThreats................................................................................................................................................................3 GasLeak...............................................................................................................................................................................3 ElectricalThreats.................................................................................................................................................................3 EOCSTATUS BOARDS / FORMS.................................................................................................................................... 3 STATUSBOARDS.................................................................................................................................................. 3 FORMS........................................................................................................................................................................ 3 LOGS.................................................................................................................................................................................... 3 Type/Size of Resource: .......................................... I ............................................................................................................. 3 EOCACTION PLANS....................................................................................................................................................... 3 WRITTEN INCIDENT ACTION PLANS................................................................................................................... 3 SUMMARY OF ACTIVITIES BY SECTION............................................................................................................. 3 ACTIONPLANNING MEETING................................................................................................................................ 3 EOCACTION PLAN..........................................................................................................................................................3 EOCSECTION TASKS..................................................................................................................................................... 3 PROCLAMATIONS& RESOLUTIONS.........................................................................................................................3 - 1 - Proclamation By Director. .................................................................................................. Error! Bookmark not defined. Resolution of Declaration by City Council.........................................................................Error! Bookmark not defined. Resolution Ratifying Director's Declaration.................................................................................................................... 3 ResolutionDeclaring Termination.................................................................................................................................... 3 -2- Preface This manual supplements the City of San Rafael Emergency Operations Plan (EOP) and is designed to direct the use of the City's Emergency Operations Center. This manual is a living document that is continuously revised as the EOC organization, mission, or technology changes. A copy of this manual is maintained at the EOC, the alternate EOC, and by all EOC Section Chiefs. Emergency Operations Center CONCEPT OF OPERATIONS Day-to-day operations are conducted from departments that are widely dispersed throughout the City. An EOC is a location from which centralized emergency management can be performed during a major emergency or disaster. This facilitates a coordinated response by the Director of Emergency Services, Emergency Management Staff and representatives from organizations who are assigned emergency management responsibilities. The level of EOC staffing will vary with the specific emergency situation. An EOC provides a central location of authority and information, and allows for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the City of San Rafael EOC: • Managing and coordinating emergency operations. • Receiving and disseminating warning information. • Developing emergency policies, procedures and action plans. • Collecting intelligence from, and disseminating information to, the various EOC representatives. • Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required. • Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations. • Continuing analysis and evaluation of all data pertaining to emergency operations. • Controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency. • Maintaining contact and coordination with County of Marin OES, other local government EOCs. • Providing emergency information and instructions to the public, making official releases to the news media and the scheduling of press conferences as necessary. -3- EOC MANAGEMENT Management of the EOC and alternate EOC facilities is the responsibility of Emergency Services Coordinator. This responsibility includes all facility functions, support systems and operational readiness issues. Organization of the EOC and staff is SEMS/NIMS based. The City Manager will serve as the EOC. The Director of Emergency Services has the primary responsibility for ensuring that the City Council is kept apprised of the situation and will bring all major policy issues to the Council for review and decision. The EOC staff is made up of designated City Employees and other supporting agencies that could include: San Rafael City Schools, PG&E, American Red Cross, and Salvation Army. The Staffing pattern is SEMS -based and operational periods are determined during the initial stages of an event. ,yrs•: EOC LOCATIONS AND DESCRIPTION 4.� ' The primary EOC is located at Cit Hall See EOC Location Ma functions as the Cit Council Chambers p Y Y ( P). Y and, in emergency conditions, is converted into a full operating EOC (Operations/Planning/Logistics/Finance Sections). Other areas in the facility serve dual purposes. v: ALTERNATE EOC LOCATION AND DESCRIPTION Ykti �If— ,nfo Fnr ic InnntAti at the 111 MnrnhPw St. San Rafael. The operational capabilities of the alternate EOC are similar to those of the primary EOC. -4- EOC LOCATIONS San Rafael, California, United States -5- EOC Location Ho y d Park ' kinn'SS o��+h� �pi� JL't5a'tlrf:i �it �� _- S/ 4Ur SJ R4Gh4/ti BA? '�l,� 'rJ, •• _;, o5?7d so SeA ��. di J MJ 4 St �,� '2:` �, i • ... / .. ',.r. b NfounitySe vkes 8 18 Bst :' � _ ids '.{F�`'C,A• `a;S,:`• ` +Ross St _ U .-.. - " = l: P • xzw .',�:`�' Bakvlf§W .;; !V) ,, z.Y. `••`.,�,.'�B/J 1, i ti� .'`` '�1t'' ?: r p Ross'pTo r S _ .,.'• ,� oo = _ �� c{JQ�U�3' ; �. :-'$ Atana's�D6ay ar,-1) .>�,P`�', I, 1.82 mi I S j areeob` �`Jl Pork r �/� j EOC Poblk'f7i 111 Morphew st� . Creekslde Ma g Hasa :4l Gammas . \ - - 7.4 San Quentin i' Piper Park Circ/e' „r 1 Corte Madera �01n 5 _ Om1 05 1 15 -5- EOC ACTIVATION POLICY Emergency response coordination may be conducted from the EOC or from other locations depending on the situation. The EOC may be partially or fully staffed to meet the demands of the situation. WHEN TO ACTIVATE • When the City needs to proclaim a local emergency. • A significant earthquake causing damage in the City or neighboring jurisdictions. • An impending or declared "State of War Emergency". o Terrorist threats. • An emergency situation that has occurred or might occur of such magnitude that it requires a large commitment of resources. Examples include a major hazardous materials incident, civil disturbance, aircraft disaster, wild land fire or severe weather conditions. WHO CAN ACTIVATE The following individuals, either acting as the EOC Director or on behalf of the EOC Director, or their appointed representatives (Continuity of Government Lines of Succession) are authorized to activate the EOC: • City Manager • Fire Chief • Police Chief • Public Works Director • Assistant Public Works Director • Assistant City Manager • Emergency Services Coordinator HOW TO ACTIVATE ✓ Contact the San Rafael Police Dispatch Center. ✓ Identify yourself and provide a callback confirmation phone number if requested. ✓ Briefly describe the emergency/disaster situation causing this request. 6 Febivary 2007 EOC Activation Checklist ❑ EOC Activation is ordered by the Director or the City Manager and will call the Section Chiefs ❑ Upon, activation, personnel assigned to positions on the EOC Team report to the EOC location and check in with Section Chiefs. ❑ Conduct EOC function and incident/situation briefing. ❑ issue seat and confirm shift assignments. ❑ Obtain identification vest and credentials. ❑ Begin activity logs. ❑ Determine staffing needs and acquire additional support as needed. ❑ Check communications equipment (telephones, fax machines, radios). Assistance available from the Communications Team. ❑ Locate and layout necessary supplies and materials. ❑ Review and start working off Position Checklist. EOC Equipment and Supplies Checklist Equipment and supplies should be sufficient for prolonged operation of the fully staffed EOC The following is a recommended supply list.- LJ ist: ❑ Communications equipment ❑ Furniture - desks/tables and chairs for all positions, conference tables and chairs ❑ Computers and printers ❑ EOC forms and logs ❑ Copier & copy paper ❑ Supplies and office equipment (pens, pencils, staplers/staples, note paper) ❑ Emergency generator ❑ Kitchen equipment and supplies EOC Closeout Checklist ❑ Flashlights/emergency lighting ❑ Uninterruptible Power Supply (UPS) for computers ❑ TV, VCR, AM/FM Radio ❑ Displays, maps, charts, white boards ❑ Administrative ❑ First Aid and Sanitary Supplies ❑ Blankets and other items for a sleeping area ❑ Janitorial Supplies ❑ Food supply ❑ Notify appropriate agencies and individual sites that EOC is being closed. ❑ Collect data, logs, situation reports, message forms, and other significant documentation. Place in a secure file box. Mark the outside with the date and any state or federal numbers associated with the response. ❑ Deliver the information to the Planning Section Chief. ❑ Fold and repack re -usable maps, charts, and materials. ❑ Collect and box all office supplies and unused forms. ❑ Make a list of all supplies that need replacement and forward to the Logistics Section Chief. ❑ Return vest and identification credentials. ❑ Log out. ❑ Leave work area in good order. 7 February 2007 City of San Rafael EOC Organization Assist EOC Directod PIO CALL TAKER' Uason - - --- -- — Assistant STAGE 1 City Mgr EOC Coordinator Stade 1_& 2 Emergency Services Stage 1 & 2 Planning Coordinator PD �- All Stages Stage 1 Stage 1 Volunteer Safety Officer - - Brad Mak Security Officer Stage 1 SRPD ETC Stage 1 & 2—� l Planning I Intel Section Chief Community Development Stage 1 & 2 tocumentationl Advanced Display Planning Stage 1 (THD by event) Stage 1 Status Boards Stage 1 r f•' ^s. _ Records t'; r Management iiar't Stage 1 •: uatlon Analysis CIJ ';Ulgo I 31S Specialistt IT/DPW Stage 1 I Technical Specialists As Needed Damage Assessment Building Inspection Stage 1 Damago Assessmonl Team Stage 1 Demobilization As required Stage 1 Director of Emergency _ Servic" City Manager Stage 1 & 2 Logistics Section Chief DPW -Landis Stage 1 & 2 Resources Communications HR IT Stage 1 Stage 1 I Facilities [Resources Status GSD Stage 1 Supply & Procurement Transportation �D/ -- rwj Stage 1 Stage 1 Orderingl Receiving/Dist Stago 1 r Public Infonnatlon Hazmat PIO CALL TAKER' Officer PWDirector Health STAGE 1 Assistant to the city Manage Law •6 Stage 1 & 2 Community PD Legal Advisor City Attorney Stage 1 & 2 . l Operations Section Chief (TBD] Stage 1 & 2 Fire, EMS, Hazmat Public Work: SRFD/County PWDirector Health Stage 1 Stage 1 Law Care & Sheltf Enforcement Community PD Services Stage 1 Stage 1 Volunteer Agency Rep. Resources Red Cross Library Animal Contr Stage 1 ETC Recovery Planning Revevolopnnant Stage 1 8 February 2007 �.•:C. t+l. • • •' i :-+. • � 1, • .• ; •.. � i Assistant EOC `A�IAPjA012MENT Administrative I Director/Ualson EOC Director Assistant City Manager EOC Coordinator Safety Officer Emergency Services Coordinator Public Information Special Staff Security Officer Officer — Assistant to the City Manager Public Information Hotline Legal Officer City Attorney The Management Section is responsible for the overall coordination and administration of emergency response operations within the jurisdiction. Management includes positions that provide support functions for the Operational area EOC. EOC Director The EOC Director is responsible for the Operational area/City's response to and recovery from any disaster or emergency. The City Manager is the primary EOC Director and may delegate this responsibility to any designated staff (In the City Manager's absence, refer to Part 1 of EOC manual for line of succession). EOC Coordinator The EOC Coordinator serves as a resource to the EOC Director in the administration of the emergency response. In addition, the EOC Coordinator provides guidance to all other EOC staff in performing their responsibilities. 9 February 2007 Assistant EOC Director/Liaison Officer The Assistant EOC Director serves as a resource to assist the EOC Director in managing the City's response to and recovery from any disaster. The Assistant City Manager will fill this role if the City Council concurs. When an incident has a multi -agency or multi jurisdictional response, the Liaison Officer provides and maintains coordination with outside agency representatives, other operational area jurisdictions, local business and employers, the Region EOC (County), and the State OES. , t dIninistratinr,-1 ssiswnt The administrative assistant is dedicated to assisting the EOC Director with clerical support. Safety Officer The Safety/Security Officer acts as an advisor to the EOC Director. He or she monitors all aspects of the emergency organization to ensure the safety and well-being of all personnel involved. The Safety/Security Officer is responsible for correcting unsafe operations and for working with all sections to protect the health & safety of all EOC staff. In addition, the Safety Officer controls access to and ensures the safety of the EOC staff. In accordance, the Safety Officer provides direct mental health support and assures attention to special needs populations. Security Officer The Security Officer is responsible for the Security inside and outside the Emergency Operations Center. Public Information Officer (PIO) The Public Information Officer (PIO) acts under the direction of the EOC Director and EOC Coordinator to coordinate public information activities throughout the Operational area. The Public Information Officer ensures that the media and citizens are fully informed on all aspects of the emergency. The PIO also manages information hotlines if established. Public Information Hotline The Public Information Hotline provides information regarding the response, available services, and resources. Legal Officer The Legal Officer provides advice to the CAO and the EOC Director in all legal matters relating to the emergency. The Legal Officer assists the Director of Emergency Services and the EOC Director in declaring a local emergency and implementation of emergency powers. Special Staff Special staff with certain subject matter expertise may be brought in to the EOC to advise and recommend actions as necessary to the EOC Director. This person is not assigned to the EOC and may communicate with the EOC while off site (e.g., Public Health Officer). * Blue titled positions are activated as needed Detailed Check List for each position are found in the Section Implementation Plan or Part III of the Emergency Plan 10 February 2007 OPERATIONS SECTION �'f��I.aw��broem�nf Inato� Automated Mutual Aid Public Works Unit Leader Vol Unit Leader Recovery Planning ry;►�t : - .x,?41n Automated Mutual Aid L ;y Pwe & Shelter 1 t 401!dy Raps The Operations Section is dedicated to all field operations being carried out within the jurisdiction. Operations Section Chief The Operations Section Chief has the management responsibility of all activities directly applicable to the field emergency response in the Operational Area as a whole. The Operations Section Chief participates in the development and execution of the Action Plan. Public Works Coordinator The Public Works Branch surveys all jurisdictional facilities, assessing damage, coordinating repairs, conducts debris removal services and establishes priorities to restore essential services. Submit all mutual aid requests the logistics section. Public Works Unit Leader Assist the PW Branch Coordinator with all PW operations in the City of San Rafael. Work directly with Logistics section to process mutual aid requests. 11 February 2007H Fire & Rescue/ Medical Coordinator The Fire Branch coordinates fire and rescue operations and emergency medical resources within the City jurisdiction; submits requests for mutual aid (DOC & Logistics). Law Enforcement Coordinator The Law Branch coordinates the provision warning information, evacuation procedures, traffic control, and public security and order; assists the Coroner's Office in the discharge of their duties; submits requests for mutual aid (DOC & logistics); coordinates animal welfare and control activities; coordinates the search and rescue teams. Care & Shelter Coordinator The Care & Shelter Coordinator is responsible for, and coordinates with volunteer agencies, the provision of food, potable water, clothing, shelter, animal welfare, emotional support and other basic necessities of citizens. The Care & Shelter Unit provides a central registration and inquiry service to reunite families and respond to outside welfare inquiries. Volunteer Resources Coordinator The Volunteer Resources Coordinator is responsible for the management and coordination of the Volunteer Branches, Volunteer Branch Communications Unit and all Volunteer resources not under the direct control of the Volunteers Unit leader. Volunteers Unit Leader The Volunteers Unit is responsible for coordinating processes used to ensure the most efficient and effective utilization of unaffiliated convergent volunteers and unsolicited donated goods used by governmental agencies during declared disaster situations. The Volunteer Unit works directly with the Emergency Volunteer Center (EVC), who manages all Disaster Service Workers (DSW). The Volunteer Unit will provide volunteer personnel and donated equipment to support city requirements. Recovery Planning Coordinator The Recover Planning Coordinator is responsible for coordinating recovery efforts for business, public infrastructure and the public. Agency Representatives Agency Representatives provide inter -agency coordination between San Rafael and their outside agencies. Detailed Check List for each position are found in the Section Implementation Plan or Part III of the Emergency Plan 12 February 2007 PLANNING SECTION PLANNING/INTELLIGENCE Section Chief Community Development Director DOCUMENTATION/ Damage Assessmont SITUATION DISPLAY Coordinator ANALYSIS COORDINATOR COORDINATOR IT/DPW111111 17 Sup Be Teaml GIS Speclallstt Runners PLANNING Recortls Kee 'rels Management Support Management Coordinator Demobilization . .. I TECHNICAL SPECIALIST The Planning section gathers, analyzes and verifies information from a variety of sources; displays summary information, highlighting critical situations or damage locations and statistical summaries; makes forecasts of future situations or needs; coordinates and summarizes assessment of damage to public and private buildings and infrastructure; holds and facilitates Action Planning Meetings with the EOC Director and other Section Chiefs; prepares Situation Reports and Action Plans; retains ECIC records and make copies of required documents, and prepares for Demobilization. Planning Section Chief The Planning/Intelligence Section Chief has the management responsibility for all planning activities relating to response, demobilization and recovery operations. The Planning and Intelligence Section Chief assists the ECIC Director in the development of the Incident Action Plan. 13 February 2007 Situation Analysis Coordinator Responsible for analyzing information, identifying critical situations and damage locations, making forecasts, assisting at Action Planning Meetings, preparing Situation Analyses, Action Plans. Damage Assessment Coordinator Directs and prioritizes the efforts of support staff in assessing and recording damage to public and private structures and infrastructure. Summarizes damage information. Damage Assessment Teams Provides field assessment of structural damage to buildings and infrastructure. Documentation/Display Coordinator Maintains accurate, up-to-date files of logs, reports, plans and other related information. Maintains display boards highlighting important information and statistical summaries. Records Management Unit Leader Creates and maintains an orderly system for archiving all EOC documents. Reproduces documents as needed. Runners Assists in information circulation, serving as the direct medium of information exchange and verification between Operations, Logistics and the Documentation/Display Unit. Records Management Support Copies and files EOC documents. Status Board Support Updates display boards, logs, etc Advanced Planning Provides advanced planning for large incidents Technical Specialists Technical assistants to the Plans Sections Demobilization Unit Leader Plans and Manages the Demobilization Process Ulr positions are filled as needed Detailed Check List for each position are found in the Section Implementation Plan or Part III of the Emergency Plan 14 February 2007 FINANCE SECTION Cost/A=unting Unit teatfer The Finance/Administration Section is responsible for managing all financial aspects of the emergency response. Finance Positions Finance Section Chief The Finance/Administration Section Chief is responsible for the continuity and maintenance of financial operations and records, claims and cost analysis of the incident. Contracts Unit Leader The Contracts Unit negotiates and coordinates vendor contracts and purchase requests that exceed established purchase order limits. Time Recording Unit Leader The Time Recording Unit maintains records of all on -duty personnel, including volunteers. Compensation/Claims Unit Leader The Compensation and Claims Unit accepts as the official agent for the City/Town, all damage and injury claims. This unit manages claims and conducts related investigations. Cost/Accounting Unit The Cost Unit Leader is responsible for collecting all cost data, performing cost effectiveness analyses, and providing cost estimates and cost saving recommendations for the incident. Detailed Check List for each position are found in the Section Implementation Plan or Part III of the Emergency Plan 15 February 2007 LOGISTICS SECTION Resources Coordinator Resources Unit Leader Transportation Coordinator LOGISTICS SECTION Section Chlet PW A¢min Supervisor Facilities Unit Leader Logistics Staging Supply & Procurement Coordinator Ordering & Procurement Unit Leader Information Technology/ Communications Coordinator The Logistics Section is the resource support arm for emergency response operations. Logistics Section Chief The Logistics Section Chief oversees all of the resource and support functions of the Logistics Section. Resources Coordinator Provide trained and volunteer personnel resources as requested in support of the EOC and field operations. Resources Unit Leader The Resources Unit Leader is responsible for maintaining the status of all assigned resources (primary and support) at an incident. This is achieved by overseeing the check-in of all resources, maintaining a status -keeping system indicating current location and status of all resources, and maintenance of a master list of all resources, e.g., key supervisory personnel, primary and support resources, etc. Supply & Procurement Coordinator The Supply Unit Leader is primarily responsible for ordering, receiving, inventory, storage and distribution of supplies for the incident; establishing and maintaining the staging area(s), while managing all activities within the staging area(s); and servicing non -expendable supplies, materials and equipment (except mutual aid resources). Also works with other units in Logistics to collect and maintain centralized accounting of the status of all resources ordered or used in this incident. Logistics Staging Manager The logistics Staging Area Manager is responsible for managing all activities with a staging area. 16 February2007 Ordering/Receiving/Dist Unit Leader This unit is responsible for ordering and delivery of food and water and other supplies to impacted areas and the emergency management organization. In the EOC, feeding responsibilities include: ordering meals; identification of serving locations; coffee preparation; ensuring drinking water is available; and general maintenance of food service areas. Transportation Coordinator Coordinates the allocation of transportation resources required to move people, equipment and essential supplies. Coordinates the maintenance of all City owned equipment and agencies assisting the City. In conjunction with other units, designs traffic flow patterns and designated routes. Information Technology/ Communication Coordinator The IT/ Communication unit is responsible for the setup, maintenance and operation of all EOC communications and IT related matters. Tasks include addressing network and online connections; maintaining phone and radio operations; working with Planning's display/ documentation unit setting up projector display. Communication devices include MERA radios, Ham Radios, Cellular phones, satellite phones, pagers and computers. Facilities Unit Leader The Facilities Unit Leader is primarily responsible for the Facility Maintenance Services of City Buildings and the EOC. Detailed Check List for each position are found in the Section Implementation Plan or Part III of the Emergency Plan 17 February 2007 CARE AND SHEL'L'ER ,vamtnIstrative Assistant Agency Rep Care & Shelter Coordinator The Care & Shelter Coordinator is responsible for, and coordinates with volunteer agencies, the provision of food, potable water, clothing, shelter, animal welfare, emotional support and other basic necessities of citizens. The Care & Shelter Unit provides a central registration and inquiry service to reunite families and respond to outside welfare inquiries. Shelter Director The Shelter Director Manages the City of San Rafael Evacuation Centers/Shelters. The Director coordinates with the American Red Cross or other organizations for shelter operations and management. Responsible for keeping active work logs ol' all shelter workers and related personnel involved in shelter operations. The Director requests supplies and materials from the Care and Shelter EOC Director. Also works with the Supply unit in Logistics to collect and maintain centralized accounting of the status of all resources ordered or used in this incident. Facility Coordinator Works with the Shelter Director and/or the Red Cross and serves as the building expert when dealing with facility issues such as; location of utilities, room set-up and tear -down, location of building specific supplies, etc. . Idminkstrath,e lssislc►nt The administrative assistant is dedicated to assisting the Shelter Director with clerical support. All iii as titled positions are activated as needed. 18 February 2007 RECOVFRY Recovery is responsible for restoring services and systems to a state of normalcy. Recovery activities are likely to be in the long-term, servicing displaced families and aide the business sector with resuming Operations. Recovery Coordinator Recovery Planning initiates and carries out the collection and maintenance of all related information for recovery of costs from federal, state and other jurisdictions. The Planning unit maintains business continuity as well as directs displaced families to agencies capable of providing long-term housing. 19 Febmary 2007 EOC Layout, 1400 Fifth Ave (City Council Chamber) �rLj MERA off, Rocou�y _ _ _ EOCquipm�lsforageca6iaefs �'— Q ° Oisplay8oard TT is Planning _ I \ Pad / legal NO j ,Eawpow: pq Fnance S�h�s Cdy hp- Boards II�rAik Operations Bank ' Care 6 �F Shuler Operations Easel Posta _ _ C i sbws Uion Boards Z- EOC ° Logistic Mgmt t 6 ul -- - _ MERA Fre 20 Febnvary2007 CC VdCardutu uNk _ _— Police Fre Works Easel Posta _ _ C i sbws Uion Boards Z- EOC ° Logistic Mgmt t 6 ul -- - _ MERA Fre 20 Febnvary2007 COUNCIL. CHAMBER ECIC ACTIVATION If the decision is made to activate the EOC, determine the appropriate level of activation. The severity of the incident is often the decisive factor in the level of activation. The activation may be minimal (as in a flood watch), partial (as in a flood warning) or full (as in a severe earthquake). Not all activation steps are fulfilled if the activation is only minimal or partial. Follow these procedures to ensure an effective and expedient transition to EOC operations. An EOC has many functions, not all of which will take place in the main EOC (council chamber). Auxiliary functions may be directed to other locations in City Hall for operating phone banks, policy meetings, staff meetings and specialized work with organizations and the public. The following activation procedures focus mainly on the EOC, as it is a multi -use room. Upon activation, complete the "EOC IP" and ensure operational readiness. Logistics r Command fI T T . - - -- R r „•li Second Floor City Hall JY L� I :-- I• �' I'I _ _ PIO 21 Febtuary 2007 £J 0 ,1t�IJ li r�1 i _i �W Z ou Third Floor City Hall X011 RmN Information flow, commonly termed communication, is the most critical element during a major disaster. Without an organized method of receiving information into the EOC, operation and policy decisions produce inefficient and possibly negative outcomes. To mitigate the likelihood of information mismanagement, invest time and organize communication channels to best inform key individuals of resource allocations, field operations and policy decisions. The Operations Section is where most information enters the EOC. Information is received through radios, telephones, observations along with any other communication from the field. A number of possible sources provide information Operations Branch Coordinators (Police, Fire and Public Works) use to make urgent life-threatening decisions. Staff members in Operations organize and document incoming information. This information is not verified and is not for other section's use. 22 February 2007 Runners from the Planning Section collect information from Operations. Runners play a crucial role in information circulation. It is Planning's responsibility to acquire and discern between information (unconfirmed) and intelligence (verified, confirmed and reliable). Once confirmed, Planning reports intelligence on display boards for EOC use. These display boards identify the incident, time of occurrence, location, description, departments involved, status, number of deaths, number injured, and the status of damage assessments. All other sections, Finance, Recovery, Care and Shelter, Logis,ics, Represented Agencies and Management, refer to Planning display boards for reliable intelligence. Reliable intelligence is critical for Logistics to maintain and manage facilities, services, personnel, equipment and materials. Requests for mutual aid, supplies and equipment all go through the Logistics section. It is often the case that Law enforcement and Fire protection will automatically request mutual aid through their Dispatch Operation Centers (DOC). Both Fire and Police must inform Logistics of all mutual aid requested. This is crucial. The Logistics Section Chief must immediately establish the best method for receiving all mutual aid requests. Logistical activities begin before a disaster declaration in establishing a management plan, vendor lists and a system for receiving and executing any of a number of requests during an emergency Procurement policy will differ given the situation. In critical situations, resources are procured from the nearest available source. In non-critical situations, City -owned resources are first utilized, followed by donated goods and services, and finally lease or purchased goods and services. To avoid unnecessary or double purchases, Logistics must clearly communicate with corresponding sections. Document all procurement for future reimbursement. Finance is responsible for acquiring this information. Finance is responsible for time keeping, record keeping and cost accounting during an emergency situation. Finance must record all employee time reports and emergency purchases to receive Federal reimbursements after the emergency response. To effectively execute this task, Finance must have full information access. Information flows through these separate sections up to Management. Management also receives information through secondary sources- the Public Information Officer and Agency Liaisons. These positions communicate with Operations and outside agencies, often represented in the EOC. Management's primary source for making policy decisions is through action plan meetings. All Section Chiefs participate in action plan meetings, collaborating with each other in the decision making process During an emergency event, information successfully reaches all sections when groups are working together. EOC staff must collaborate as a team to restore normalcy and protect the community. The EOC communicates with field operations through whatever medium is available. EOC phones, cell phones, department radios or back-up MERA radio units may serve as possible communication channels. Action plan meetings and communication are two interdependent functions in overall EOC success. The EOC mission is therefore to obtain, document and verify all incidents; to prioritize, mitigate and continuously re -apply resources to incidents according to the established priority list (action plan). Planning constantly receives and updates information, anticipating the public's as well as the organization's needs. With the information Planning provides, Logistics supplies the response effort in a cost effective fashion, and eliminates double orders or multiple resource use. Care and Shelter provides shelter and social services to displaced and needy residents. All resource requests from Operations, Logistics and Care and Shelter are made through the Finance section. Finance actively controls and tracks how purchases are made and documented. The Recovery section works with the residential and business communities, channeling gathered information to outside agencies capable of fulfilling the community's needs. Recovery's long-term planning assists in the City's return to normal operations. 23 February 2007 STATUS CHECK AND INITIAL PROCEDURES Whoever initially arrives at City Hall is responsible for the EOC setup. If City Hall is not impacted by the emergency event, proceed to EOC Access and Activation. 2. If an emergency causes structural damage to City Hall, request City Building Inspectors immediately. Licensed building inspectors are required to perform a detailed safety assessment in the event of an earthquake. If unable to contact building inspectors and EOC staff begin to arrive, begin a rapid assessment. 3. Using the rapid evaluation method, scan the building perimeter to determine the amount of structural damage that may have occurred during the emergency event. 4. Use your best judgment in surveying the entire perimeter of the building. Note all observations. 5. The building is unsafe if: ■ Building has collapsed, partially collapsed, or moved off its foundation ■ Building or any story is significantly out of plumb • Obvious severe damage to primary structure members, severe racking of walls, or other signs of severe distress present ■ Obvious parapet, chimney, or other falling hazard present ■ Large fissures in ground, massive ground movement, or slope displacement present _ hazardsA.g., toxic spill, asbestos contamination, gas leak, fallen power line) 6. Check the water, electricity and gas lines feeding into the facility. If the building is safe to enter, check the entire facility for water and gas leaks. If any are identified, turn off corresponding lines (seek Public Works help when available). Directions in Appendix A. 7. Once the initial building assessment is complete, access the City Manager's office and acquire the Council Chamber key (alternative, obtain key from Police or Fire Department dispatch). 8. Continue observing the damage sustained in your area. The level of damage correlates to the likelihood of EOC help arriving. Document concerns resulting from your observation for future discussion with building and fire inspectors. Commence EOC setup when determined safe. 24 Febmary 2007 EOC ACCESS AND ACTIVATION 1. . Request Police (first floor in City Hall) or Fire (C street and Fifth avenue) dispatch to contact Marin County, who using the MEANS (Marin Emergency Automated Notification System) will call out EOC Staff and request personnel respond to the EOC. Alternative, notify City personnel using Emergency Contact Sheet. 2. If City Hall is locked, contact Police Dispatch to gain access to the Council Chambers and the City Manager's office. The storage cabinets in the Council Chambers should be unlocked. If not, use the master cabinet key to unlock all storage cabinets in the facility. 1U3 4.rpr L CWOCII 3. Turn on lights by accessing the switchboard located under the left side of the council desks facing forward. Access tables and chairs in the far left corner of the EOC and arrange according to EOC diagram. 4. Remove the Section bins containing necessary materials to the specific locations. Remove materials and begin workstation setup according to the EOC diagram. 25 February 2007 a EOC Telephone and Power Setup 1. Remove and position all phones in appropriate area based on section assignments. Each phone has a cable and respective outlet located on either side of the EOC under the Administrative Services and Legal workstations. Identify phone lines and designated outlets. 2. 3. 4. 5 Phones numbers are located on colored Emergency Numbers accompanied with the Emergency Contact Sheet. Connect phones and confirm dial -tone. Once phones are functional, remove power chords and splitters. Each station should have an 8 -outlet splitter to access under work stations. Planning, Logistics and Operations should all have splitters setup and readily available underneath workstations. - -. Confirm power sources. Arrange vinyl tubing over phone lines and power cables, covering wires in high traffic areas. Secure lines. TELEPHONE The EOC is equipped with 14 telephone lines. The numbers are as follows: 485-3127 Public Works 485-3131 City Manager/EOC Director 485-5030 Logistics 485-3450 Fax Incoming 485-3491 Fax Outgoing 485-3122 Fire 485-3123 Law Enforcement 485-3124 Care & Shelter 485-3125 Volunteer Coordinator 485-3126 Operations 485-3176 PIO 485-3428 Planning 485-3130 Finance 458-5021 Legal Advisor 26 Febmary 2007 EOC Supply and File Boxes Find storage bins for each section. Each section bin is clearly 1. labeled containing appropriate documents and information necessary for executing required work for each discipline in the EOC. 2. 2. Note: In the event supplies are not located in City Hall, contact Public Works and request the Primary EOC equipment, stored in the EOC trailer. Place the section bins beneath respective workstations. remove materials and begin their section setup process. and setup up radios in the rear of the Council Chamber. on MERA radio setup. F"CE t x : �� Section members, upon arrival, will Remove suitcase radios (MERA) Refer to Appendix B for directions EOC Status Boards and Signs Go to the back right corner of the EOC and separate the status and display boards. Remove and hang status boards in assigned locations. The assigned location is identified on the back of the status board. Note: All status boards with holes are hung. The remainder are placed on the easels which are found in the EOC storage cabinets on the left side of the EOC. The status boards hang on a track system located throughout the EOC. Slide metal hooks at an angle through the grove lining the ceilings. Once through the grove, turn the hook 90 degrees and hanq the status boards and signs on the track as shown below. x F 27 February 2007 3. Section ID signs and stands are located in section bins. Place signs on the work station EOC SAFETY AND SECURITY AREA 1. Contact Police and request an officer to act as EOC Security. If not available, adapt accordingly until officer arrives. The main front doors of the EOC are the primary entry and exit point. Place security checkpoints at this location. 2. 'A list of employees permitted in the EOC is located in the storage cabinet along with sign -in sheets. City employees staffed in the EOC use their issued City ID to access the EOC. If not available, issue a secondary temporary pass (located in section bins) upon employee verification. 3. 4. Identification vests are located in each section bin. Use EOC secondary IDs (also located in section bins) as needed. i � � I As staff arrives to the EOC, security will require identification and direct personnel to respective sections. Once in EOC, put on section vest for easy identification. Security only allows access to essential EOC personnel. Essential personnel refers to those who are assigned to work in the EOC. EOC COMPUTERS, ONLINE ACCESS AND PRINTERS 1.. The Council Chamber EOC has two dedicated Notebook computers. Individuals assigned to the EOC are directed to bring their issued notebook computers to the EOC. Individuals should be able to access the wireless network or connect to a network switch. Personnel that need to access the City Network will need to have VPN access. See "Network Connections Setup" for instructions. 2. IT help may be needed if the main server is offline. 3. Establish network and online connection in the EOC. - -- 28 - February 2007 ECIC ACTIVATION COMPLETION Assist incoming staff with their area set-up and familiarization. Post names on the EOC staff chart. 2. Double check each item on this list — make sure everything is working. 3. Once the EOC is activated, go to assigned area/workstation and begin going through position checklists, located in each station Implementation Plan. See also Part 3 — Checklists for all position checklists are also in the Emergency Operations Manual. 29 February 2007 Network Connection Setup in Council Chambers (ECSC) The Council Chamber EOC is equipped with a Wireless Internet Connection (Council Chambers) and a Hardwire Network Connection. Properly Configured Notebook Computers can access the City Network through the Wireless Connection using A "Virtual Private Network Connection" (VPN) 2. THE EOC CONTAINS A BLACK COMPUTER CART WITH NETWORK SWITCH, POWER OUTLET SWITCH, PRINTER, USB STORAGE DRIVES, WIRELESS PROJECTOR AND TWO Power up the Black Cart (Network Switch, printer and power outlet) by plugging the cart power cord to floor outlet. Connect the Network Switch (CAT 5 cable) to the RJ45 City Network connection located at the left corner below the Dais. 4 Connect computers to the switch using a network cable (CAT 5) or via the Wireless connection 5. 1 Network Cables are Located in Network Connecting Kit Box 6. I BACKUP NETWORK SWITCH I IN THE EVENT THAT THE BLACK COMPUTER CART NETWORK SWITCH FAILS, THERE IS A BACKUP 30 NETWORK SWITCH LOCATED IN THE STORAGE AREA. TO ACTIVATE THE BACK UI, NETWORK SWITCH, PLUG THE SWITCH INTO A POWER CONNECTION AND CONNECT THE SWITCH TO THE EOC NETWORK CONNECTION Anv Problems concerning the fretwork connections Should be referred to Communications Unit Leader in the EOC (lid 1 MERA Radio Setups Open the MERA radio unit. A graphical list of zones and corresponding frequency modes are I I I 2. To first assemble the radio, remove the antennae and base. Mount the antennae on the base and connect the antennae to the back of the unit. 3. ��. ,. � �'c�." i;� n• �. a ; •a.� � i art Once antennae is assembled, take power chord (for field use, use cigarette adaptor connection for vehicle) and connect to the transformer to nearby outlet. 4. Remove the microphone unit and connect it to the radio in the bottom left corner. To talk on the unit, press down on the riltht side of the microphone. 5. Refer to the zone and mode aliagram to determine the appropriate talk group. Turn the dial (second from the right) to switch through the different modes. Use the arrow buttons above the dial to switch between different zones. 6. Remove headset and plug into the main apparatus. Commence radio use. 31 PUBLIC WORKS EOC ACTIVATION If the decision is made to activate the EOC, determine the appropriate level of activation. The severity of the incident is often the decisive factor in the level of activation. The activation may be minimal (as in a flood watch), partial (as in a flood warning) or full (as in a severe earthquake). Not all activation steps are fulfilled if the activation is only minimal or partial. Follow these procedures to ensure an effective and expedient transition to EOC operations. An EOC has many functions, not all of which will take place in the main EOC (council chamber). Auxiliary functions may be directed to other locations in City Hall for operating phone banks, policy meetings, staff meetings and specialized work with organizations and the public. 32 The following activation procedures focus mainly on the EOC, as it is a multi -use room. Upon activation, complete the "EOC IF and ensure operational readiness. Hax i [EOC Second Floor I� - -. ...d f ee►as, Lock Box I V Q r Key Pad Intercom Access �1 #1110 �1'atcr � is Shut-off l G IN Shut-off !F:Icctric� �� r~ tihut offs b�� Irrigulimr Shut-off I r�� M:mcrgc*cyj � ,� 33 I m 34 Logistics Finance m WM- Roo-w-M r r Planning i6-= Information flow, commonly termed communication, is the most critical element during a major disaster. Without an organized method of receiving information into the EOC, operation and policy decisions produce inefficient and possibly negative outcomes. To mitigate the likelihood of information mismanagement, invest time and organize communication channels to best inform key individuals of resource allocations, field operations and policy decisions. The Operations Section is where most information enters the EOC. Information is received through radios, telephones, observations along with any other communication from the field. A number of possible sources provide information Operations Branch Coordinators (Police, Fire and Public Works) use to make urgent life-threatening decisions. Staff members in Operations organize and document incoming information. This information is not verified and is not for other section's use. Runners from the Planning Section collect information from Operations. Runners play a crucial role in information circulation. It is Planning's responsibility to acquire and discern between information (unconfirmed) and intelligence (verified, confirmed and reliable). Once confirmed, Planning reports intelligence on display boards for EOC use. These display boards identify the incident, time of occurrence, location, description, departments involved, status, number of deaths, number injured, and the status of damage assessments. All other sections, Finance, Recovery, Care and Shelter, Logistics, Represented Agencies and Management, refer to Planning display boards for reliable intelligence. Reliable intelligence is critical for Logistics to maintain and manage facilities, services, personnel, equipment and materials. Requests for mutual aid, supplies and equipment all go through the Logistics section. It is often the case that Law enforcement and Fire protection will automatically request mutual aid through their Dispatch Operation Centers (DOC). Both Fire and Po ice must inform Logistics of all mutual aid requested. This is crucial. The Logistics Section Chief must immediately establish the best method for receiving all mutual aid requests. Logistical activities begin before a disaster declaration in establishing a management plan, vendor lists and a system for receiving and executing any of a number of requests during an emergency. Procurement policy will differ given the situation. In critical situations, resources are procured from the nearest available source. In non-critical situations, City -owned resources are first utilized, followed by donated goods and services, and finally lease or purchased goods and services To avoid unnecessary or double purchases, Logistics must clearly communicate with corresponding sections. Document all procurement for future reimbursement. Finance is responsible for acquiring this information. Finance is responsible for time keeping, record keeping and cost accounting during an emergency situation. Finance must record all employee time reports and emergency purchases to receive Federal reimbursements after the emergency response. To effectively execute this task, Finance must have full information access. Information flows through these separate sections up to Management. Management also receives information through secondary sources- the Public Information Officer and Agency Liaisons. These positions communicate with Operations and outside agencies, often represented in the EOC. Management's primary source for making policy decisions is through action plan meetings. All Section Chiefs participate in action plan meetings, collaborating with each other in the decision making process. During an emergency event, information successfully reaches all sections when groups are working together. EOC staff must collaborate as a team to restore normalcy and protect the community. The EOC communicates with field operations through whatever medium is available. EOC phones, cell i _741 phones, department radios or back-up MERA radio units may serve as possible communication channels. Action plan meetings and communication are two interdependent functions in overall EOC success. The EOC mission is therefore to obtain, document and verify all incidents; to prioritize, mitigate and continuously re -apply resources to incidents according to the established priority list (action plan). Planning constantly receives and updates information, anticipating the public's as well as the organization's needs. With the information Planning provides, Logistics supplies the response effort in a cost effective fashion, and eliminates double orders or multiple resource use. Care and Shelter provides shelter and social services to displaced and needy residents. All resource requests from Operations, Logistics and Care and Shelter are made through the Finance section. Finance actively controls and tracks how purchases are made and documented. The Recovery section works with the residential and business communities, channeling gathered information to outside agencies capable of fulfilling the community's needs. Recovery's long-term planning assists in the City's return to normal operations. STATUS CHECK AND INITIAL PROCEDURES 1. Whoever initially arrives at Public Works Corp Yard is responsible for the EOC setup. If the Corp Yard is not impacted by the emergency event, proceed to EOC Access and Activation. 2. If an emergency causes structural damage to Public Works facility, request City Building Inspectors immediately. Licensed building inspectors are required to perform a detailed safety assessment in the event of an earthquake. If unable to contact building inspectors and EOC staff begin to arrive, begin a rapid assessment. 3. Using the rapid evaluation method, scan the building perimeter to determine the amount of structural damage as a result of emergency event. 4. Use your best judgment in surveying the entire perimeter of the building. Note all observations. 5. The building is unsafe if: ■ Building has collapsed, partially collapsed, or moved off its foundation ■ Building or any story is significantly out of plumb ■ Obvious severe damage to primary structure members, severe racking of walls, or other signs of severe distress present ■ Obvious parapet, chimney, or other falling hazard present ■ Large fissures in ground, massive ground movement, or slope displacement present hazards (e.g., toxic spill, asbestos contamination, gas leak, fallen power line) 6. Check the water, electricity and gas lines feeding into the facility. If the building is safe to enter, check the entire facility for water and gas leaks. If any are identified, turn off corresponding lines (seek Public Works help if available). Directions in Appendix A. 7. Continue observing the damage sustained in your area. The level of damage correlates to the likelihood of EOC help arriving. Document observations for future discussion with building and fire inspectors. When determined safe, commence EOC setup. KIS EOC ACCESS AND ACTIVATION 1. K Once the initial building assessment is complete, access the facility either by: m The lock box with key located at Public Works entrance, a the Keypad entrance to rear of the facility- Code #1110, o the Intercom located above keypad (contacts any personnel within building), ® or contact any Public Works personnel. ilL The second floor is the designated area in the building for emergency operations. To begin station setup, go to the rear of the facility to access the EOC trailer. The trailer padlock is the City standard 3E88. Police, Fire, or Public works should have a key to open the trailer. 4. The EOC trailer contains all section bins and equipment necessary for operations. All the phones, computers, projectors and projector screens are located in the second floor offices or in the second floor conference room. Use the second page diagram to orchestrate EOC setup. Begin work station setup as swiftly as possible. To expedite the process, provide any necessary assistance. EOC STATUS BOARDS AND SIGNS 1. Status boards serve as an alternative communication tool to computer and projector screen displays. Remove status boards from EOC trailer. 2. Have status boards readily available if electronic displays are incapacitated. 37 EOC TELEPHONE AND POWER SETUP 1. EOC offices and conference rooms have networked phones. 2. Refer to the EOC critical numbers list for the section phone numbers. 3. It is likely during an emergency the building will run on emergency power. Each office is equipped with one (1) outlet functioning on emergency power, marked by a red dot. 4. A power strip, located in each section bin, is available for use. Caution: Do not put unreasonable demand on emergency outlets. Emergency power is limited to only critical equipment. EOC COMPUTERS, ONLINE ACCESS AND PRINTERS 1. Each EOC office is also equipped with a computer. Use city issued login and password to access the network. 2. Acquire IT guidance if the main server is offline. 3. Printers are located on the second floor, across from logistics and finance: Logisti_cs___ Finance Printer w and Fax I k EIC \ i 38 EOC SAFETY AND SECURITY AREA I. Contact Police and request an officer to act as EOC Security. If Police personnel are fully committed to the field, adapt accordingly. Management can designate any EOC personnel to work as the safety/ security officer given the Safety/ security officer position checklist. 2. The second floor of public works is restricted to only EOC personnel. Create secures chec�oints at access routes to the second floor. A list of employees permitted in the EOC is located in the EOC management 3 section bin, along with sign -in sheets. City employees staffed in the EOC use their issued City ID to access the EOC. If not available, issue a secondary temporary pass (located in section bins) upon employee verification. Identification vests are located in each section bin. Use EOC secondary IDs (also 4. located in section bins) as needed. 14 39 t its As staff arrives to the EOC, security will require identification and direct personnel to respective sections. Once in EOC, put on section vest for easy identification. Security only allows access to essential EOC personnel. Essential personnel refers to those who are assigned to work in the EOC. UTILITY CONTROLS PUBLIC WORKS FACILITIES EOC Trailer EOC Second Floor I Ar Lock Box 11o" eys- Seismic -' shut-off �j Intcrfom � D Water-? WATER LEAK Emergency Generator 1. If a water leak is identified in Public Works, proceed to side access gate to the main water feed. 2. To shut off the water flow, turn both water valves clockwise. 3. Return to Public Works and contact the Marin water district. Document the location of the water leaks in Public Works and the time the water main was shut off. Guide relevant personnel for timely repair. 4. For any reason the irrigation system needs to be shut off, proceed to the irrigation shut-off valve 40 Key Pad Access #1110_ f Irrigatii Shut -o1 Gas II Shut -c Electric Shut-off ♦� , \ Emergency Generator 1. If a water leak is identified in Public Works, proceed to side access gate to the main water feed. 2. To shut off the water flow, turn both water valves clockwise. 3. Return to Public Works and contact the Marin water district. Document the location of the water leaks in Public Works and the time the water main was shut off. Guide relevant personnel for timely repair. 4. For any reason the irrigation system needs to be shut off, proceed to the irrigation shut-off valve 40 Key Pad Access #1110_ f Irrigatii Shut -o1 outside the facility. Gas Leak 1. ' On your initial Public Works walk through, note any strange smells (distinct, pungent smell threatening the respiratory system) or possible gas leaks. If any are identified, proceed to the side access_ gate to the main gas feed into the building. 2. West of the rear access gate behind the water and electric shut-off is the main gas feed into the Public Works facility. 3. There is an automatic seismic shut-off valve on the gas between the main gas feed and the facility. This device should shut the gas off in the event of any significant seismic activity. 4. If gas is leaking into facility, take a gas/ water shut-off wrench and shut-off the gas. 5. Document the gas leak locations and time of gas main shut off for records. 1 F EBectricao Threats In case of an electrical fire or a hazardous electrical situation posing a human threat, access the electrical switches located west of the rear access gate. A .,,._ ."'.. .._ ;.�-r:3."5?�"-'ate.-r n:,—. .�'� �� 'r"{fib7 .T' '•�...... The switch closest to the ground is the main power s _ This will shut down all power to Public Works. 3. Document electrical hazard and time of the electric shut-off. UTILITY CONTROL CITY HALL FACILITIES 41 in the off position. o-7 TO T- —j ul I -T -1 11r, (E —"ic 'cc Second Floor . .... .. 17 C acnaru Jmo- ct:* � / � 3 0 a Sh.L!R- WATER LEAK 0 If a water leak is identified in City Hall, proceed to the front of City Hall on Fifth avenue to shut off the mai water feed. Head East on Fifth avenue towards C street roughly 30-35 yards from the front of City Hall steps. The main water feed is between the sidewalk and the police parking lot fence 30 yards from City 42 Hall steps. 2. The water main is a dual feed system. To shut off the water flow, take the red gas/ water shut off wry nch (found in ) and turn both valves (when valve is perpendicular to pipe, water flow is shut off). 3. Return to City Hall and contact ((D . Document the location of the water leaks in City Hall and the time the water main was shut off. Guide relevant personnel for timely repair. 1 2. Gas Leak On your initial City Hall walk through, note any strange smells (distinct, pungent smell threatening the respiratory system) or possible gas leaks. If any are identified, proceed down to Police dispatch on the first floor. Police has the dead bolt key (3909) to open the gas and electrical cage, and the master key (labeled GM) will access the electrical room on the East side of the building. Retrieve the key and proceed East to the Police parking lot. To the left, behind the locked metal gate, is the Gas/ Electric room. 3. To the immediate right is the main gas shut off. There is an automatic seismic shut-off valve on the gas main. This device should shut the gas off in the event of any significant seismic activity. 4. If any leaks were identified, look down to the bottom right corner shut-off valve. Use the wrench on the wall located next to the shut-off to manually shut-off the gas. When valve is perpendicular to pipe, gas is shut off. 43 5. Document the qas leak locations and time of gas main shut off for records. 1 Electrical Threats In case of an electrical fire or a hazardous electrical situation posing a human threat, access the electrical room in the back section of the cage where pas lines are located) using the master key (labeled GM). 2. To the immediate right is the black main electrical lever on wall panel position. This will shut down all power to City Hall. 44 Flip the black lever in the off EOC STATUS BOARDS /FORMS LCD Projector The EOC has one Wireless LCD projector. The projector has been set up to operate with the dedicated EOC computers and other notebook computers that have been configured for the EOC. The projector is capable of displaying any computer image and can be used to display EOC reports in lieu of the status board. STATUS BOARDS A set of standardized status boards has been developed for use in the City EOC. Based on the State OES RIMS forms, the boards have been greatly simplified to remove RIMS -specific data fields and other items that the city and the Op Area do not need to have posted. Each item on the status board is numbered, based on the original RIMS form. In addition to the RIMS -based boards, a number of custom boards have been created to record staffing, phone numbers, and after -action comments. Because the major purpose of the EOC is to accumulate and share information ensuring a coordinated and timely emergency response, status boards for tracking emergency activities are available for use in both the primary and alternate EOCs. All EOC sections must maintain visual displays so that other sections can quickly see what actions have been taken, what resources are available, and damage reports in the City. The Planning/Intelligence Section is responsible for coordinating the display of information. All display charts, boards, and materials are stored in each EOC. The status boards have been standardized so that each EOC tracks the same information in the same manner. This allows for easy reporting of the information from the City EOC to the Op Area. FORMS EOC Forms can be found the City Network in the City Manger Department Share file, on the Shared file space in the dedicated EOC Notebook Computers, on USB drives stored in EOC Computer Cart and on CD's located in the storage area. The EOC status forms are RIMS -based and match the status boards in use in Op Area (County) EOCs. Using these forms greatly assists in gathering and transmitting information from the City to the Op Area. Each form is reproduced as a 3'x4' poster that is placed in a custom-made chart frame. The chart frame has a clear plastic cover on one side that allows the poster to show through and for the board to be updated using erasable pens or grease pencils. The frames are then hung along a rail system, which allows them to be moved, and posted as necessary. This provides great flexibility in that the EOC staff can then post and maintain only those status boards that are needed for that event. The remaining frames can remain stored. Note: The next pages are copies of forms used in the EOC: [4j —•� I IDerx. �/ OPERATIONAL AREA ECC - MESSAGE FORM law" Amwom-11-13-4m NAME: Hc)Yr G.44 YOL G= CC-tr. CC-tr.A TFf: g !- IN I ICRE ARE YOU '.1 0t .A l :C:'Nl+ . — - U.S6 RECD BY (NAME?iZ4C=S 10,. 'ifi ��1!I•�M+�h'� 11.11 c o ��1,4! AGE14CY: MODE: ❑ P',ar'e ❑ Far O PoelIn UE -Mail ❑ W - TO • f RCAli "•__ POSITION: M, SIilON. T_ PROBLLM. SITI:ATION? a I' RECIPIFNT RFeJLY'% i.� i T— E•„ORDINC C\ PJ•..r., i Go�r�.4cc� tt�rt , Fm •N; F COUP=tAvw'T.Ota LLA us Pn< C;.pr •• C-.,, 1'16 . YellcNCcy-ey'r4..^n� t9'h.p^ f,:;p� •-•q�9!Vm i� �rifi•yla ii RNILNsk+ 1! D:xau rn 7 :In 46 :I •� i �9d L MANAGEMENT ❑ PLANNING $ INTELLIGENCE SECTION CHIEF DIRECTOR LEG%LA3VSCR UOCJLICN-Ai uM mwL4Y D:db1G_ASS_S,L: NI + : iA�tiI=.I N1UiC�1CR Sr•FE-�'C-:I^F Ti•udti COORDIFL'.70.7 8TRE,55MGr:-SP'CI,%.NEEUE Acv-NCCDI'-CHN.V.LSFCCIA_1ST S '; I-Al.W, O'=FIC=R SEC:1Rir.0F+::FN RCC*K.;br%U%,ACE'dEN- G!SSPL GIA.1&T '? PUBL C '\FOO== I r i PIO CA_L•I••+1CR STATUS 3Df17DE SITLAMON!%16115'BfDEVC-IL 2�71n� 'L= -. E A5SE--smEttr ❑ OPERATIONS SECTION CHIEF Lk1V \�OLL�d'E=RRrSCURc.s 0LOGISTICSSECTIONCHIEF ' rlR= RF.f;f)V=P.Y NLANNNG RESOURCE; 'r iS MrrjiO•.L C: --RC S Si In T74 ANIrdAI Skk`lICCS RESO�RCESSIA ux H.4zIv1AT 91;PP_- & PROC L' �'-Dir.T -: PL OL C �i'OR<S Jro_r.1rtG.R�cEr.t� y7 �.I U FINANCE AND ADMINISTRATION SECTION CHIEF FA;;"_IT-S i T— E•„ORDINC C\ PJ•..r., i Go�r�.4cc� tt�rt , Fm •N; F COUP=tAvw'T.Ota LLA us Pn< C;.pr •• C-.,, 1'16 . YellcNCcy-ey'r4..^n� t9'h.p^ f,:;p� •-•q�9!Vm i� �rifi•yla ii RNILNsk+ 1! D:xau rn 7 :In 46 EOC MESSAGE FORM Standard communications within the EOC and outside the EOC is critical to the overall efficiency of emergency operations. While informal verbal messages may be more convenient, the utilization of a standard form for written messages by the EOC staff is strongly encouraged. Not only is clarity of content enhanced, but written messages provide documentation for later post -incident reconstruction and evaluation. In some cases, such documentation will be critical for receiving state and/or federal assistance. This three part, carbonless message form is to be used by the Emergency Management staff for all written communications during an emergency. A brief explanation of each section of the form follows: TIME Time that the message is initiated by the sender. Used to chronologically identify all written documentation during post -event reconstruction. DATE Current date. Especially important if the emergency lasts longer than one day. Source Outside EOC Name? Agency? Contact Information? Location? Problem? Received by:? Mode: Source Within EOC To? From Position? Position? Problem/Situation? Reply? Information only? Reply Requested? Routing: Management, Operations, Planning, Finance, Logistics COMMENTS/ACTION TAKEN The originator will keep the bottom ((Pink) copy of the Three Part form. The original (white) and Yellow are sent to the receiver. The receiver returns the White Copy to the Originator if requested 3 Part Message _-0. Form White Form '�-t ::1 Recipient Return to '• Originator if i requested a7 Completed Message Forms are forwarded to the Records Management Unit in the Planning Section. LOGS At the onset of any disaster, a log will be compiled for the duration of the emergency situation. Key disaster -related information is recorded in the log (i.e., casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.). Posting the log is the responsibility of the Planning Section staff. Status Report Forms There is a variety status report Forms available on the Dedicated Notebook Computers, USB Drives and in the City Managers Shared File. Activitv Loa - This form is to be used as a running record of all activity associated with the incident. Each position in the EOC should maintain their own activity log. Copying the logs should be avoided so that efforts are not duplicated. Virtually every activity at each position should be logged on this sheet. At the end of the activation or when an incident response is closed, the logs should be compiled and turned in to the Logistics/ Finance Section Chief for filing. Emeraencv Resources Summary - During an EOC activation, each Section Chief may have several resources at their disposal. The Emergency Resources Summary form is designed to capture the information required for post -disaster financial recovery documentation. When resources are deployed to deal with aspects of the emergency, entries should be made on this form. At the end of each day during the response, these forms are compiled by Section and turned into the Logistics Section Chief who records the information on a master list. At the close of activation, all Emergency Resource Summary forms are forwarded to the Administration & Finance Section Chief for filing. Again, avoid duplicating these forms. Plannina & Strateav Worksheet - This form is used by Section Chiefs to record strategies determined at Planning Sessions. The sheet is divided into three sections; Goal (or Objective), Plans, and Tactics. During planning sessions, Section Chiefs bring histories, observations, and predictions associated with the response to the table. These are formulated into simple goals. Each goal or objective is then broken down into plans - what needs to be down to accomplish the goal. Each plan is then broken down into tactics. Here, the actual steps for carrying out the plan and those responsible for carrying out these actions are identified. Planning sessions are facilitated by the Planning Section Chief. It is up to the people involved in the session how best to use these forms. There are two recommended uses of the form: The Planning Section Chief prepares a master form during the session listing all goals/plans/tactics discussed and then duplicates it for each of the Section Chiefs. Each Section Chief acts on the items identified as their responsibility in the session, or Each Section Chief prepares their own Worksheet at the session listing only the items identified as their responsibility. Then, each Section Chief brings the Worksheet they received at the previous Planning Session to the next session. Each action item is discussed and then another Worksheet is prepared for future actions. The completed worksheets are turned in to the Planning Section Chief. At the close of activation, all Worksheets are turned in to the Finance Section Chief for filing. 48 SECTI®f /UNIT ACTIVITY LOG SECTION/UNIT: I LOCATION: PAGE _ OF _PAGES FROM: I T0= SECTION CHIEF/UNIT LEADER: INCIDENTS, MESSAGES, NOTES ACTION TAKEN INITIAL 49 Date Time To ' From Incident Comments 'The activity log records what you actually did whereas the functional cheddist lists have the actions you should perform 50 City of San Rafael - Emergency Resources Summary Date: I Incident: I Page _ of 44 r City of San Rafael Planning & Strategy Worksheet Date: I Incident: I Page of 52 To: Marin County EOC o From: tiauation Y of San Rafael Operational Area: Marla RepoftRegion: Coastal Law Mutual Aid Region: /1 Fire Mutual Aid Region: 11 Event Name: Date/Time of Event: Event Type: Event Location: Areas Affected: Report as of: Weather: Current General Situation: 1 Report Type: - Deaths Injuries Damaged Buildings Utility Problems Communications Problems Road Problems Evacuations Critical Issues Other Problems EOC Activated Care & Shelter Construction/Engineering Hazardous Materials Fire & Rescue Law Enforcement Medical/Health 53 Response/Recovery Priorities: Proclamations/Declarations: ❑ Gubernatorial Received ❑ Local ❑ Presidential Requested ❑ Gubernatorial Requested ❑ Presidential Received ❑ Director's Concurrence Other Critical Information & General Comments: Date/Time of Next Report: Report Prepared By: I Phone: Maps: Attachments: No. 54 2 . Response Movements Utilities Disaster Assistance Programs/Facilities Mutual Aid Received in last 24 Hours Mutual Aid Needed in next 24 Hours ❑ No Change Prognosis ❑ Worsening ;� ❑ Improving Major Incidents: Response/Recovery Priorities: Proclamations/Declarations: ❑ Gubernatorial Received ❑ Local ❑ Presidential Requested ❑ Gubernatorial Requested ❑ Presidential Received ❑ Director's Concurrence Other Critical Information & General Comments: Date/Time of Next Report: Report Prepared By: I Phone: Maps: Attachments: No. 54 IhRES®URCE REQUEST TO LOGISTICS (Use for EOC Logistics requests only, not for Section mutual aid) From: Section/Unit Name Date Time REQUEST Kind of Resource: Type/Size of Resource: Numbers Needed: _ Special Instructions: NEEDED BY (DATE/TIME): DELIVER TO / TRANSPORTATION NECESSARY: RESPONSE FROM LOGISTICS Name Date Time DISTRIBUTION INSTRUCTIONS ORIGINATOR: (1) Keep Goldenrod (2) White, Yellow and Pink to Logistics LOGISTICS: (1) Complete Response (2) Keep White (3) Yellow to Originator and Pink to Planning/Documentation 55 EOC ACTION PLANS Action plans provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. Action plans not only provide direction, but 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 • Documentation of priorities and objectives, tasks and personnel assignments • Coordination between EOC Director and other EOC elements, and other agency representatives, as needed. The Planning/Intelligence Section and the Emergency Services Coordinator develop the action plan and facilitate the action planning meetings • Development of plans for a specified operational period that may range from a few hours to 24 hours. Action plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing priority actions The use of EOC action plans provides designated personnel with knowledge of the objectives to be achieved 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, • Documentation of priorities and objectives, tasks and personnel assignments. The action planning process includes the EOC Director and other EOC elements, special district representatives and other agency representatives, as needed. The Planning/Intelligence Section and the Emergency Services Coordinator develop the action plan and facilitate the action planning meetings. Action plans are developed for a specified operational period that may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is established for accomplishing those actions. The action plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions. Guidelines for developing action plans and examples are attached. WRITTEN INCIDENT ACTION PLANS Written Incident Action Plans are a significant tool and provide a clear statement of objectives and actions, a basis for measuring work effectiveness and cost effectiveness, and a basis for measuring work progress and providing accountability. Written Incident Action Plans must specify the Operational Period. Operational Periods can be of various lengths, but are usually no longer than 24 hours. The length of the Operational Period is determined based on a number of issues. These are: length of time needed to achieve tactical objectives; availability of fresh resources; future involvement of additional resources; environmental considerations (daylight and weather); and safety considerations. Essential elements in the written Incident Action Plan are: • Statement of Objectives — This is a statement of what we expect to achieve. Objectives must be attainable, measurable and flexible. • Organization — This describes what elements of the SEMS organization will be active and in place for the next Operational Period. • Tactics and Assignments — This describes the tactics and operations to be employed to achieve the objectives as set. Tactics will normally be set by the Operations Section. Resource support and acquisition of necessary personnel and materials will be accomplished buy the Logistics and Finance Sections, • Supporting Material — Examples include maps, weather information, special information, Communications Plan, Medical Plan, and other special data. SUMMARY OF ACTIVITIES BY SECTION Following is a summary of activities each section performs during the Incident Action Planning process: 56 PLAININING Develops and delivers SITREP MANAGEII ENT Sets Strategic Goals and determines Operational Period PLANNING Posts goals for organization's use OPERATIONS Determines tactics to achieve goals _ LOGISTICSfFINANCE Determines resource and personnel support, cost tracking and contracting methods PLANNING Prepares written Incident Action Plan. Continues collecting, analyzing and displaying information for the next action planning session. ACTION PLANNING MEETING The Action Planning Meeting is critical and there may be a tendency for them to last longer than necessary unless they are kept on track and have focus. The Planning Section Chief will be responsible for running the Action Planning Meeting The following Ground Rules apply: All participants must come prepared ■ All participants must be punctual • Strong leadership must be evident Agency representatives have up-to-the-minute status on resources from their agencies • All cell phones must be off • Pagers must be on vibrate only 57 EOC ACTION PLAN Current Operational Period: FROM: Date TO: Date Time Time SITUATION SUMMARY Jurisdiction: City of San Rafael Event Name: MAJOR INCIDENTS/ EVENTS IN PROGRESS: TYPE OF INCIDENT SUPPORT REQUESTED (YIN) LOCATION OVERALL OBJECTIVES PUBLIC INFORMATION MESSAGE ATTACHMENTS LJ Lj PREPARED BY (Planning Section Chief): 58 Date Time Approved by (EOC Director): i r '- C SECTION TASKS Jurisdiction: City of San Rafael Event Name: For Operational Period: Date FROM:Date TO: Date Time Time Time Assigned To MANAGEMENT SECTION OBJECTIVES OPERATIONS SECTION OBJECTIVES Assigned To PLANNING SECTION OBJECTIVES Assigned To: `a LOGISTICS SECTION OBJECTIVES Assigned To: FINANCE SECTION OBJECTIVES Assigned To CARE & SHELTER OBJECTIVES Assigned To 59 PROCLAMATIONS & RESOLUTIONS Sample proclamations and resolutions follow. Please pay attention when modifying these documents to ensure that all the proper dates, emergency information, and board members are correct.\ Proclamation by EOC Director (City MANAGER) PROCLAMATION OF EXISTENCE OF LOCAL EMERGENCY BY DIRECTOR OF EMERGENCY SERVICES, CITY OF SAN RAFAEL [DATE] WHEREAS, Section 7.12.020 of the City of San Rafael Municipal Code empowers the Director of Emergency Services to proclaim the existence or threatened of a local emergency, as defined by Government Section 8558, when the City Council is not in session, subject to ratification by the City Council within seven days thereafter or the proclamation shall have no further force and effect, and WHEREAS, said Director does hereby find that conditions of disaster or extreme peril to the safety of persons and property have arisen within said City of San Rafael caused by : and, that the aforesaid conditions of disaster or extreme peril warrant and necessitate the proclamation of the existence of a local emergency, and WHEREAS, the City Council is not in session, and cannot be immediately called into session; NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that a local emergency now exists throughout the City of San Rafael; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local 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, by the charter, ordinances, and resolutions of this City, and by the City's approved Emergency Operations Plan, in order to mitigate the effects of said local emergency; and IT IS FURTHER PROCLAIMED AND ORDERED that said local emergency shall be deemed to have expired seven (7) days following the date of issuance of this Proclamation unless ratified within such time period by the City Council of the City of San Rafael, and if so ratified shall continue to exist until its termination is proclaimed by the City Council of the City of San Rafael. Ken Nordhoff, City Manager Director of Emergency Services City of San Rafael, California Dated: 60 Proclamation of Local Emergency by the City Council RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY THE CITY COUNCIL OF THE CITY OF SAN RAFAEL RESOLVES AS FOLLOWS: WHEREAS, Government Code Section 8630 authorizes the City Council to declare the existence of a local emergency, as defined by Government Section 8558; and WHEREAS, the City Council does hereby find that conditions of disaster or extreme peril to the safety of persons and property have arisen within said City of San Rafael caused by , and WHEREAS, the aforesaid conditions of disaster or extreme peril warrant and necessitate the proclamation of the existence of a local emergency; NOW, THEREFORE BE IT PROCLAIMED AND ORDERED that a local emergency now exists throughout the City of San Rafael; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local 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, by the charter, ordinances and resolutions of this City, and by the City's approved Emergency Operations Plan, in order to mitigate the effects of said local 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 San Rafael The foregoing Resolution was duly and regularly introduced and adopted at a regular meeting of the San Rafael City Council held on the day of 200_, by the following vote to wit: AYES: Councilmembers NOES: Councilmembers: ABSENT: Councilmembers: JEANNE M. LEONCINI, City Clerk Submit to the Marin Operational Area Office of Emergency Services. A local emergency must be declared within ten days of the disaster occurrence to qualify for assistance under the Natural Disaster Act. 61 Resolution Ratifying Director's Declaration RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL CONFIRMING AND RATIFYING THE PROCLAMATION OF THE EXISTENCE OF A LOCAL EMERGENCY AS HERETOFORE PROCLAIMED BY THE DIRECTOR OF EMERGENCY SERVICES THE CITY COUNCIL OF THE CITY OF SAN RAFAEL RESOLVES AS FOLLOWS: WHEREAS, Section 7.12.020 of the San Rafael Municipal Code empowers the Director of Emergency Services to proclaim the existence or threatened existence of a local emergency, as defined by Government Code Section 8558, when the City Council is not in session, subject to ratification by the City Council within seven days thereafter or the proclamation shall have no further force and effect; and WHEREAS, the Director of Emergency Services issued a Proclamation as to the existence of a local emergency on 2_; and WHEREAS, the Director of Emergency Services has requested the City Council to ratify the Proclamation of the Director and to proclaim the existence of a local emergency in the City of San Rafael; and WHEREAS, the City Council does hereby find that conditions of disaster or extreme peril to the safety of persons and property have arisen within said City of San Rafael caused by ; and WHEREAS, the aforesaid conditions of disaster or extreme peril warrant and necessitate the proclamation of the existence of a local emergency; NOW, THEREFORE BE IT PROCLAIMED AND ORDERED that a local emergency now exists throughout the City of San Rafael; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local 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, by the charter, ordinances and resolutions of this City, and by the City's approved Emergency Operations Plan, in order to mitigate the effects of said local 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 San Rafael. The foregoing Resolution was duly and regularly introduced and adopted at a regular meeting of the San Rafael City Council held on the day of 200_, by the following vote to wit: AYES: Councilmembers NOES: Councilmembers: ABSENT: Councilmembers: JEANNE M. LEONCINI, City Clerk Submit to the Marin Operalional Arca Office of Finergency Service.. 62 Resolution Declaring Termination RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL DECLARING THE TERMINATION OF THE LOCAL EMERGENCY THE CITY COUNCIL OF THE CITY OF SAN RAFAEL RESOLVES AS FOLLOWS: WHEREAS, a local emergency has existed in the City of San Rafael, for which the Emergency Services Director issued a Proclamation on , 2_, which was ratified and confirmed by the City Council by Resolution No. on 2as a result of conditions of disaster or extreme peril to the safety of persons and property within the City caused by :and WHEREAS, the aforementioned conditions of disaster or extreme peril within the City of San Rafael have now abated, and the situation is now deemed to be within the control of the City's normal protective services, personnel, equipment, and facilities; NOW, THEREFORE BE IT RESOLVED that the local emergency is declared to be terminated. The foregoing Resolution was duly and regularly introduced and adopted at a regular meeting of the San Rafael City Council held on the day of , 200_, by the following vote o wit. AYES: Councilmembers NOES: Councilmembers: ABSENT: Councilmembers: JEANNE M. LEONCINI, City Clerk 63 City of San Rafael Emergency Plan Part 4 (Threats) Part 4 Table of Contents Earthquakes......................................................................................................................... 4 EarthquakeTypes............................................................................................................ 4 Measuring Earthquake Size............................................................................................ 5 MeasuringShaking......................................................................................................... 6 Distance and Directivity of the Earthquake.................................................................... 7 Geological Materials and Shaking Amplification........................................................... 7 Hazardous Materials Incidents............................................................................................ 8 TargetHazard Facilities.................................................................................................. 8 EmergencyResponse...................................................................................................... 8 Highwaysand Roads....................................................................................................... 8 Natural Gas High Pressure Transmission Lines............................................................. 8 Coastand Bay Waters..................................................................................................... 8 Flooding.............................................................................................................................. 9 Terrorism.......................................................................................................................... 10 Terrorism Preparedness................................................................................................ 10 Buildings and Locations........................................................................................... 10 PublicEvents............................................................................................................ 11 Crisis Management. ................................................................................................... 11 Consequence Management....................................................................................... 11 TerrorismRecovery...................................................................................................... 12 Wild[.and Fires................................................................................................................ 12 Dominican..................................................................................................................... 12 FuelComplex............................................................................................................ 12 Topography............................................................................................................... 13 StructuralExposures................................................................................................. 13 Fairhills Neighborhood................................................................................................. 13 FuelComplex............................................................................................................ 13 Topography............................................................................................................... 13 StructuralExposures................................................................................................. 13 CountryClub Estates.................................................................................................... 13 FuelComplex............................................................................................................ 13 Topography............................................................................................................... 13 StructuralExposures................................................................................................. 14 February 2007 BretHarte Ridge........................................................................................................... 14 FuelComplex............................................................................................................ 14 Topography............................................................................................................... 14 Structural Exposure................................................................................................... 14 SanRafael Hill.............................................................................................................. 14 FuelComplex............................................................................................................ 14 Topography............................................................................................................... 15 StructuralExposures................................................................................................. 15 UpperToyon/Gerstle Park............................................................................................ 15 Fuelcomplex............................................................................................................. 15 Topography............................................................................................................... 15 Structural Exposures................................................................................................. 15 Transportation Accidents/Mass Casualty Incidents.......................................................... 15 NuclearAttack/Accident................................................................................................... 15 General.............................................................................................................................. 16 ResidentPopulation...................................................................................................... 16 SeasonalPopulation...................................................................................................... 16 VulnerablePopulation.................................................................................................. 16 2 February 2007 Hazard Identification and Evaluation Because of the continuing possibility of natural and man-made emergencies and the vulnerability of the City of San Rafael, the City must be prepared to respond to, recover from, and reduce vulnerability to such emergencies. Such emergencies may create conditions, which require mass evacuations, shelters, medical treatment, restoration of services and recovery assistance. In dealing with these conditions, operations may be required around-the-clock and will require extraordinary measures to manage the available resources. Residents of San Rafael are subject to the effects of several natural/man-made hazards: earthquakes, hazardous materials incidents, flooding, terrorism, and wild land fires, transportation accidents, and February 2007 nuclear incidents. The following section briefly describes the potential impacts of these natural events. Earthquakes The City of San Rafael lies in what is considered "Earthquake Country". In all earthquakes the ground shakes and this shaking can cause damage miles away from the fault source or the epicenter. In some cases, the surface of the ground can rupture along the fault causing landslides. Liquefaction can occur in the sandy layers under the ground and tsunamis or tidal waves may be generated in waters. Earthquake Types Earthquakes are caused SAN e HANOSCO �UW -AY ,r when faults beneath the . B ground surface rupture A and suddenly slip. When �. i otlersinore;, ' =nmwouft01orgeater the rupture extends to the surface of the ground, it is .etesfrom Oto 2Mconsidered a Strike -slip ' This nma fne°rpordes 9% odds = 69'0 faults Fault. This causes the ofquakesnottenshown _ ground on one side to Tntaeto move past the ground on 0. us"""` the other side of the fault. t EEWILE Strong earthquakes can ;O occur underground when s ; 1 6D/O the rupture doe: not � extend to the surface. :• Expanding urban araas r. �., ® '• These are considered New odds ofmagndude Thrust Faults. Most of the earthquake faults in 6.7 or greater quakes before 2030 on the ; r;,. t the San Francisco Bay are indcated fault1 n Strike -slip Faults. Odds for faults, that were : r.. •..,' q W� rot previou* included in probab07y3tudle3 r f A.•k H Incraasorg queloe odds —► ik along fault segmenta :••��4 ry � Individual fault probabirfliesare uncertain by 5 to 1096 4 February 2007 X T 3 Measuring Earthquake Size Large magnitude earthquakes generally cause a larger area of ground to shake and to shake longer. Seismologists are now using moment magnitude, not Richter Magnitude, to determine earthquake size, as it reflects the energy released by the earthquake. Faults generate characteristic earthquakes. This means that we can anticipate the actual damage that will occur on a fault segment. At least ten fault segments in the Bay Area can store up enough energy to generate earthquakes of magnitude 7 or above. The Hayward Fault segments and the Peninsula segment of the San Andreas Fault are felt to have a probability of one in four of producing a magnitude 7 or greater earthquake. February 2007 Nlodifictl Merc.ifli [ntcrtsitv Scale II. Felt only by persons at rest cc 'n :rp;. ! a:a ar hu:lo rros, some suspendnc c acts may syving. _ h Felt by some peop'e a,, -no a,o inddo's, hA nay ,nt ;n rocr)gnired as an earhrj,.ake ;The oibration is III . similar to that caused by I -e passing a` Inl-I I•jcts. tan7i`? objects swing r. Feli•by manypeoplo sshoare irnaxs ani by a'e:; ;_,moors At eightsome peo)le are;;i+akenpd. "'Dishes, windows a'd dnors a'e disvhea; v a;I s mate ceasing sounds; stationary ca rack Aobceably. IV ;r The sensation is lig. a heave; nn;ecj s:rik ra a nu"ai 3: 1'e ih anon is sim,a' a l! M -m sed by the'....., passing "of heavy t ucss. `• 5 #; �r�Lr �"��+ t''�f � ' { Y .�1,� • y'' K"'f '� tom; �,.5 r s r{ �Shh. c . � q�'#'r � r Mostmasonry and many frame structures. are destroyed:, Specially design ed goo.?quake-res'sta it struclures,may suffer serious damage. Some well-built bridges are destroyed- Da -s. oitds and X embankments are seriously damaged. Large landslides are triggered by the shack. 4^ia'a: •.s 1l a,4;- o+ta banks of canals, rivers and lakes. Sand and mud are shifted horizontally on nnchbs sna `tat and. Railroad rails are bent slightly. Many buried pipes and'conduits are broken Few,•if any masdnrystructures, remain standing Other structures are severe y oamanan. 3'oad i s;u•as; XI . slumps and.sljd'es develop in soft or wet ground..Underground pipelines and -o .dc's' a e p i•`.'camplale r - ; out of service. Railroad rails are severely bent. Damage is total, with'practically all works of construction severely damaged or desk dyed. 'Waves a,, XII observed on ground,surfaces: 'All -soft or wet ground is greatly, disturbed Heavy nnjecls are t`rnwn into M1 }S t ` the at and large landasses are displayed: Distance and Directivity of the Earthquake The epicenter is the point on the surface above the location where the fault begins to slip. generating the earthquake. Current research indicates that the earthquake epicenter is not the point at which most damage occurs. The fault rupture can be many miles in length, and waves creating movement and damage are generated along the entire length of the fault. Geological Materials and Shaking Amplification A critical factor affecting damage to a specific site is the geological material under the site. Much of the Bay Area and a narrow easterly band of the City of San Rafael are built on Bay mud and fill. These areas will experience the worst damage because of the deep. loose solid, which amplifies and prolongs the shaking. U.S. Geological Survey - Crustal Deformation Instruments In the San Francisco Bay Region 122'90' 122' 36, 97'9D' 122'90' 122' METER TYPES o ALIGNMENT ARRAYS AL CREEPMETERS V MAGNETOMETERS ♦ STRAINMETERS ■ TILTMETERS • WATER WELLS • TWO-COLOR & GPS ]7'90' p 25 KM 7 February 2007 Hazardous Materials incidents Hazardous Materials are substances or a combination of substances, which because of quantity, concentration or characteristics may cause or significantly contribute to an increase in death or serious injury or pose substantial hazards to humans or the environment. Hazardous Material incidents differ from other emergency situations because they are unpredictable and can cause long-term ellects. According to the State of California Office of Emergency Services, the most common release of Hazardous Material is the release of petroleum products, such as diesel fuel or gasoline. The most common release locations are fixed facilities, which involve 25% of all incidents. Frequently the release is due to abandonment or an intentional act. The County of Marin has developed a comprehensive Hazardous Materials Area Plan. In addition, the County has adopted and maintains a Hazardous Materials Business Plan Program. These plans (maintained by the County of Marin CUPA) are the source of specific information contained in this Threat Summary. The County of Marin Hazardous Materials Business Plan Program refers to Chapter 6.95, Division 20, Section 25503 of the California Health and Safety Code. This program serves to provide information essential to fire fighters, health officials, planners, elected officials, and workers in meeting their responsibilities for the health and welfare of the community. The law requires businesses that handle hazardous materials over threshold amount (55 gallons liar liquids, 500 pounds for solids, and 200 cubic feet for each compressed gas) to submit a Hazardous Materials Business Plan (I IMBP) to the County of Marin CUPA program. Target Hazard Facilities For planning and emergency response purposes, target hazard facilities have been identified within San Rafael. These facilities have the potential to pose an off-site risk to human health and the environment if the hazardous materials used, stored or handled were accidentally released. For specific information regarding facilities using and storing hazardous materials in San Rafael please contact the County of Marin Combined Unified Program Manager (CUPA). Emergency Response The City of San Rafael participates in the Marin County Fire Chiefs Hazardous Material Response Team. This team is created through a Joint Powers Agreement between all fire departments within Marin County. Members of the team come from each member department. In the event of a Hazardous Materials Incident the response team may be activated, dependent upon the degree of hazard. Highways and Roads Hazardous Materials incidents in the City would most likely occur on the access roads along I lighway 101 as well as on, I lighways 1, 580, 37 and Sir Francis Drake Blvd. An incident involving a gasoline tanker truck is of greatest concern. hundreds of thousands of gallons of gasoline are delivered to service stations in the City monthly. Natural Gas High Pressure Transmission Lines PG&E has two natural gas transmission lines traveling through San Rafael: 36 -inch low- pressure line and a 16 -inch high-pressure line. Coast and Bay Waters The coast and bay waters that surround the City of San Rafael are susceptible to an oil spill, due to the extensive number of tankers, freighters, marinas and recreational boaters. February 2007 A Marin County Oil Spill Contingency Plan has been developed and is on file in the San Rafael Fire Department. Flooding Floods are classified as slow -rise or flash floods. Slow -rise floods are generally preceded by warning phases, which can last hours, days or weeks. Preparations for slow -rise floods include extensive public information, sandbagging and evacuation of low-lying areas. Flash floods are difficult to prepare for because they require immediate evacuation in an attempt to safeguard lives and property. The San Rafael planning area is drained into four stream groups. I . Miller Creek - This creek, which drains Lucas Valley, runs parallel to Lucas Valley Road towards San Pablo Bay. 2. Gallinas Creek - The north fork of Gallinas Creek drains the Smith Ranch Road sub - watershed, the Northgate Industrial area and Terra Linda along Manual T. Freitas Parkway. The south fork of Gallinas Creek drains the Civic Center Lagoon, the auditorium channel, including Los Ranchitos, Northgate Shopping Center, and Santa Venetia. 3. San Rafael Canal - This canal drains San Rafael Hill, Point San Pedro peninsula, Southern Heights Ridge and Point San Quentin Ridge. 4. Mahone Creek - This creek drains the western portion of San Rafael in the low-lying area of Gerstle Park and the 4th Street and H Street. This drains into the San Rafael Creek. Note: The Public Works Department has a comprehensive GIS mapping system of all the areas of the City. Most storm water and sewage pumping stations in the City of San Rafael have auxiliary generators in case of power outages. Those that are not equipped with generators will be provided with a mobile generator should the need arise. The City of San Rafael has a levee system that extends from Grand Avenue south and east along the Bay front. The Canal neighborhood is on landfill and is approximately 3 feet above sea level. (Mean Sea Level Data). A section of the levee, the Canal -Ways Levee is not owned or maintained by the City. It is of particular concern because if that portion of the levee were to fail, or overtop, flood water would inundate Highway 101 and Interstate 580, and would reach downtown San Rafael via Lindro and Anderson. The City of San Rafael has experienced several significant flooding events in the past 50 years. The events have occurred due to high tides (in excess of 6 feet 4 inches), high winds, power outages, large amounts of rainfall in a short time (1 inch per hour) and clogged drainage channels. Debris avalanches and landslides are one of the more common problems in cities in Marin County and in San Rafael in particular. During the past 25 years soil debris avalanches and landslides consisting of hundreds of cubic yards of surface material have occurred when the ground is saturated (4 inches of rainfall or more). This movement call strain houses by cracking foundations, cracking and disrupting streets and underground utilities. Since 1973, there have been 5 major floods affecting portions of the City. 9 February 2007 The flood of January 1982 caused almost $17 millions in damage, affecting residential. commercial and industrial property. Most of the damage was localized in fast San Rafael and Santa Venetia. 'rhe flood of 1985 was caused by high tides, northeasterly winds, saturated soils and one inch of rain per hour. Drainage basins were blocked and caused nuisance flooding. The flood of 1998 was again caused by high winds, and high tides. The Glenwood and Peacock Gap area were affected the most. There was minor water inundation, and debris was washed over the levee. This plugged the catch basin, which contributed to the flooding problem. One pump station failed. A Flood Mitigation project is underway to raise the pump motors at pumping stations in this area and to increase the size of the pipes and catch basins. Terrorism Government must change its approach to daily operations by securing critical buildings and facilities. We must ensure our response readiness and capability by providing redundant systems, emergency power and increased vigilance on the part of government employees. Terrorism is an act against society using Weapons of Mass Destruction (WMD), Nuclear, Biological or Chemical Devices (NBC) or other means. Terrorism Preparedness • Heightened security in places of mass assembly, including checking personal belongings. • Security for infrastructure facilities such as water production plants, government buildings, hospitals, military bases, bridges, airports, and other critical services. • Increased awareness and vigilance by citizens and govermnent personnel. • Increased and adequate training of security personnel. • Coordination and training with City, County, State, and Federal law enforcement agencies. The City of San Rafael has a number of locations that are occupied by large numbers of people. Buildings and Locations • Dominican College: 2,000 students and faculty. • Northgate Mall: largest fluctuation of retailers, restaurants, offices, and daily occupants. • 1010 Northgate: 8 stories. • 1070 Redwood Highway • 2nd and Lincoln • 1000 4th Avenue: 8 stories. • Heatherton & 3rd Transit Center 10 February 2007 '� • Marin County Civic Center Public Events Additionally, the city is host to a number of large public events. They include the following: • Farmers' Market, 4th Avenue: 5,000 people • Italian Street Painting Festival: 20,000 people • Classic Car Parade • Festival of Lights: 2,000 people Terrorism Response The California Terrorism Response Plan introduces two new terms," Crisis Management" and "Consequence Management:" These two terms, unique to terrorism, describe how the response to people committing an act of terrorism and the response to potential or actual effects of that activity will occur. Crisis Management The Federal government exercises lead authority and responsibility in crisis management. This effort is lead by the Department of Homeland Security with assistance from other federal, state and local agencies. Crisis Management involves the federal response to a terrorist incident whether it is the actual terrorists or their weapons or both. It includes the attempt to identify, acquire and plan for the use of resources needed to isolate and resolve a threat or act of terrorism. This may include traditional law enforcement missions such as intelligence, surveillance, tactical operations, negotiations, forensics and investigation relating to apprehending the terrorists. It may also include technical support to deal with terrorist weapons such as agent identification, search, disablement, transfer and disposal of the weapon, and limited decontamination as needed. Consequence Management The local law enforcement agency, with county and state assistance as needed, exercises lead authority to make decisions regarding the consequences of terrorism. This includes the authority on -scene to make decisions regarding rescue and treatment of casualties, and protective actions for the community. It also involves the actions to protect public health and safety, restore essential services, and provide emergency relief to individuals, businesses and government agencies. Once an incident has occurred, the nature and magnitude of the incident will determine the degree of local response and the amount of county, state and federal assistance required. The state and local consequence management response will be conducted according to SEMS. The State and Federal governments will coordinate their response actions according to The California Federal Emergency Operations Center guidelines and the California Terrorism Response Plan. I i February 2007 Terrorism Recovery Local government and businesses must be prepared to recover their activities Government continuity involves identification of an alternate seat of government, identification of critical revenue sources, identification of key personnel, rapid crisis communication with city employees, and business resumption strategies for computer and communication systems. Business continuity in a community involves a number of key, strategic steps: identification of critical business functions within the organization, designation of key positions and a clear succession of business management, identification of critical data hardware and software needs, off-site storage and back-up of critical applications and vital records. Recovery operations must take place as soon as possible by rapid identification of affected government and businesses, clear and decisive leadership and prioritization of recovery activities by local government. Wild Land Fires Wild land fires are generally caused by lightning or by people and their activities. The magnitude and severity of a wild land fire can be influenced by a number of factors: fuel (in the form of wild land vegetation), structural improvements, topography of the area, weather and accessibility of fire fighting equipment. Most wild land fires are controlled within the first few hours, but those that are not cause large losses to natural resources, life and property. There are critical fire -days characteristic to most locations. In San Rafael, particularly, there are days when the temperatures soar towards 100 degrees Fahrenheit, humidity drops near zero, and hot, dry north or easterly winds blow at high velocity. The wildfire hazard in a jurisdiction is categorized by a Critical Fire Weather Frequency. This Frequency has Class 1, I1 and III levels. Class I has 0 - 1 day of critical fire weather, Class 11 has 2-9 days of critical fire weather, Class III has over 9 days. Marin County has higher humidity that other Bay Area Counties and consequently is a Class 1 Critical Fire Weather Frequency. There are six areas in the City of San Rafael that are considered vulnerable to Wild -land Fire Extensive Plans I'or Fire Management have been developed by the San Rafael h ire Department for each of these areas. A summary of the plan for each follows.- Dominican ollows:Dominican Dominican is a residential neighborhood that is provided fire protection by the City of San Rafael Fire Department. The neighborhood is bound by Puerto Suello Hill on the north, Union Street/Highland Drive to the south, open space district lands at Gold Hill Grade to the east and Grand Avenue to the west. The neighborhood is flanked by Country Club Estates to the east and Black Canyon/State responsibility lands to the north. Fuel Complex The neighborhood is covered predominantly by heavy brush on the west aspects of Mountain View Drive and Villa Avenue. Eucalyptus groves are concentrated in these areas, particularly behind the Dominican College dormitories on Deep Park; Forest Meadows on the Dominican College property spreading north to Newhall Drive; and on the south of Villa and Hacienda Avenues at Puerto Suello Hill. 12 February 2007 Topography Terrain for this area is predominantly steep with a south aspect. Of particular concern are the two canyon drainages at the end of Mountain View Drive and at Gold Hill Grade. Evacuation routes are extremely limited and several dead-end cul-de-sacs exist. Structural Exposures Building density is considered high with 7-15 units per acre. Fuel management is provided around most structures; however, roof coverings are predominantly wood shake and shingle with some Class "C" fire retardant roof coverings. Source: Fire Management Plan for Dominican Fairhills Neighborhood Fairhills is a residential neighborhood that is provided fire protection by the City of San Rafael Fire Department. Fairhills is bound by the ridge top at Ridgewood and Valley View Drives to the north, Forbes and Fifth Avenue to the south, open space area at Quarry Road and Robert Dollar Drive to the east and Elizabeth Way to the West. Fuel Complex The neighborhood is covered predominantly by heavy brush with some scrub oaks and patches of grassy fuels. A small grove of eucalyptus at the base of San Rafael Hill provide ladder fuels to brush and snags caused by previous wild land fires in the area. Topography Terrain for this area is predominantly steep with a south aspect. Of particular concern is the canyon draw at the end of Quarry Road, which extends to the top of San Rafael Hill and Fairhills Drive to the east, and the draw behind the San Rafael Elks Lodge and the Falkirk Cultural Center. Evacuation routes are limited and are accessed by relatively narrow streets with some street parking and several dead-end cul-de-sacs. Structural Exposures Building density is considered moderate with 3-6 units per acre. Fuel management is provided around few structures and roof covers are predominantly wood shake and shingle with some Class 'C" fire retardant roof coverings. Source: Fire Management Plan for Fairhills Neighborhood Country Club Estates Country Club Estates is a residential neighborhood that is provided fire protection by the City of San Rafael Fire Department under contract with the County of Marin and is part of the County Services Area # 19. The neighborhood is bound by an open space district to the north, Point San Pedro road to the south, Junipero Serra Drive to the east and Seaview Avenue to the west. The neighborhood is flanked by Villa Real/Loch Lomond to the east and Dominican to the west. Fuel Complex Country Club Estates is composed of moderate to heavy fuels surrounding structures. A band of Eucalyptus forest on the northeast ridge of Margarita Drive and the northwest ridge of Highland Avenue present structural exposure concerns and potential rapid fire growth and acceleration. Open space lands flanked by the Gold Hill grade and Bayview fire roads to the north of Country Club Estates present light to moderate grassland covered with manzanita, madrone and scrub oak. Topography 13 February 2007 Terrain of the arca provides a south aspect with some steep canyons. Due to the prolific canopy overhanging narrow streets, four draws or chimneys that present particular concern are: 1) From behind Santa Sabina Hall on Magnolia Avenue to #260 I lighland Avenue; 2) From behind Fanjaux Hall on Palm Avenue to the intersections of Deer Park and Highland Avenue; 3) The massive draw from behind #46 Fairway Drive to #355 through 4301 Margarita Drive; 4) The draw from behind #78 and #84 Jewell Street to the intersection of Deer Park and Seaview Drive. Structural Exposures Building density is considered moderate, with 0-2 units per acre. Fuel management is provided around some structures, and roof coverings are predominantly wood shake and shingle with some fire retardant roof coverings. A band of residential dwellings on the northeast ridge of Margarita Drive and the northwest ridge of Highland Avenue will present severe structural exposure concerns due to eucalyptus forest, narrow streets, dead-end cul-de- sacs and limited evacuation routes. Source: Fire Management Plan for Country Club Estates Bret Harte Ridge Bret Harte Ridge is a residential neighborhood that is provided fire protection by the City of San Rafael Fire Department. Tile neighborhood is bound by Irwin Street and Southern Heights Boulevard to the north, San Rafael/Larkspur city limits to the south, Highway 101 to the East, and Kentfield/Wolfe Grade to the West. The neighborhood is flanked by the upper Toyon/Gerstle park neighborhood to the west and the Greenbrae residential subdivision to the south. Fuel Complex This neighborhood is covered predominantly by oak woodlands, heavy brush, and grass. Topography Terrain of the area provides a north aspect with some steep canyons. Access is by relatively narrow streets with some on street parking and several dead end cul-de-sacs. Evacuation routes are limited. Structural Exposure Building density is considered low with 0-2 units per acre. Fuel management is provided around some structures, and roof coverings are predominantly wood shake and shingle with some Class "C" fire retardant roof coverings. Source: Fire Management Plan for Bret Harte Ridge San Rafael Hill San Rafael Hill is a residential neighborhood that is provided fire protection by the City of San Rafael Fire Department. The neighborhood is bound by Red Rock Road and Lincoln Avenue extension to the north, Mission Avenue to the south, Prospect Drive to the east, and the ridge top at Robert Dollar Drive to the west. The neighborhood is flanked by the Los Ranchitos area to the north and the Fairhills/Rafael Highlands neighborhood to the west. Fuel Complex This area is covered predominantly by grass and heavy brush with the intermittent eucalyptus, bay and oak forests. 14 February 2007 Topography Terrain for the area provides an east aspect with some steep canyons. Access to this area is by narrow streets with on street parking and several dead end cul-de-sacs. Evacuation routes are limited. Structural Exposures Building density is considered high with 7-15 units per acre. Fuel management is provided around very few structures. Roof coverings are predominantly Class 'C" fire retardant with some wood shake and shingle non -rated coverings. Source: Fire Management Plan for San Rafael Hill Upper Toyon/Gerstle Park Upper Toyon/Gerstle Park are residential neighborhoods that are provided fire protection by the City of San Rafael Fire Department. The neighborhoods are bounded by Second Street V the north, Upper Toyon Drive to the south, C Street to the east, and Clorinda Drive and Espalda Court to the west. The neighborhoods are flanked by the Town of Ross and the Ross Valley Fire Departments to the west and by the Kentfield Fire Protection District to the south. Fuel complex The neighborhoods are covered predominantly by heavy brush with some oak woodland. Topography Terrain of the area provides a north and east aspect with some steep canyons. Access roadways are an extreme concern due to narrow streets with on street parking and numerous dead-end cul-de-sacs. Structural Exposures Building density is considered moderate with 3-6 units per acre. Fuel management is provided around few structures and roof coverings are predominantly wood shake and shingle with some class 'C" fire retardant ratings. Transportation Accidents/Mass Casualty Incidents San Rafael is a major thoroughfare for truck transportation. There is a high probability that San Rafael will be affected by multiple transportation hazards. This comes from being located on a major highways (US -101 and Interstate 580) over which numerous trucking lines traverse the city, carrying loads comprised of materials of a non -hazardous nature as well as very hazardous materials such as radiological products and chemicals of a flammable or explosive nature. With the diversity of travel of all modes of transportation, the threat exists for an accident near a heavily populated area, around hospitals, schools, or other high-density occupancy structures. To prepare for potential mass casualty accidents, the San Rafael Fire Department, the San Rafael Police Department and the Emergency Medical Service participate in disaster planning. The object is to plan for the community's medical and emergency management and response to such a mass casualty incident. Nuclear Attack/Accident The possibility of nuclear attack poses two distinct hazards for the San Rafael population. The first or direct effect (the blast overpressure, thermal and initial radiation), which can cause immediate damage to both people and property, requires immediate protection. The second or indirect effect, radioactive fallout, requires protection from the deadly radioactive fallout. Due to the distribution and location of military bases in the area, the fact that the city is so close to San Francisco, a primary deep -water port, and a civilian population in the surrounding nearing over 800,000, it can be assumed that the entire city is at risk. The total area of San Rafael 15 February 2007 would be vulnerable to property damage with massive casualties in the event of a direct nuclear attack on San Francisco. Accidental release of nuclear material from a number of sources (e.g., military vessels, and transportation accidents) is also a risk, although this type of accident would not result in the far-reaching effects of an attack. Geographic and Environmental Characteristics The analysis of potential hazards is the basic component of any community's comprehensive emergency management plan. A complete understanding of the community's geography, demographics, and land use trends is essential to be able to minimize the possible loss of life, human suffering, and damage to public and private property associated with major natural or man-made incidents. The information developed can provide San Rafael emergency managers with a tool that can be used to identify those hazards which require an organized response to properly manage related activities so that needed priorities and actions can be established. The hazards analysis involves not only knowledge of the kinds of hazards to which San Rafael is subjected, but also specific estimates of people and property at risk from a particular hazard. When this measure of vulnerability, reflecting a worst-case situation, is combined with available hazard information, the community can estimate the frequency and extent of damage and the areas and persons affected. This combination of factors is the key to determining if present capabilities are adequate for mitigating, preparing for, and responding to an emergency, and if found inadequate, identifying procedures needed to upgrade these capabilities. They include geographic characteristics, existing land use characteristics (flood plain areas and flood hazard areas) and the transportation network. Demographic Characteristics General Effective emergency response planning requires the identification of two factors. The first, naturally, is the identification of any potential hazards to which a response has to be made. The second factor, and the one which is actually more difficult to understand and estimate its reaction to a hazard, is the population to be affected by any type of natural or technological incident. For emergency planning purposes, the total "functional" population of an area is comprised of two major components: (1) resident population, and (2) seasonal population. Resident population includes people who live in an area on a year-round basis, and is fairly easy to identify, or at least have a good estimate. Seasonal population includes persons from other areas or who are visiting, either for business, pleasure or social purposes. These temporary visitors may be at a hotel, motel, bed and breakfast, guest house, in a private home, or in a short-term/seasonal rental unit, i.e. condominium, apartment, etc. Resident Population The resident population of 57,000 (as of 2003) includes all persons domiciled in the city of San Rafael. Seasonal Population San Rafael also has fluxes in its visitor population associated with certain special events and business activities. Vulnerable Population Affected populations for many types of hazards are difficult to identify. This is largely due to the fact that there is a lack of historical occurrence and evidence, most hazards having never 16 February 2007 materialized into a life-threatening incident. Then again some natural disasters such as earthquakes have a history of occurrence but are still impossible to predict as to timing and location. For technical hazards such as chemical leaks or transportation accidents, large percentages of the City's population are "at hazard" due to the dispersed location of facilities and multitude of highways and waterways in our area. Identifying the entire city as vulnerable simplifies efforts to plan for specific areas, allowing instead for the development of specific guidelines for a general response. The characteristics of some natural hazards do allow for the identification of threatened populations. 17 February 2007 w aa)) N C m m U JORm Ew O�``� E c� 7 'U O TC aa) O O U N a) a� L? 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Q) o 7'� . ƒ \• C 9 LO f /2.g � Lo f CD0 a \ ^/D 9 � \A 0 0 3 $ 5 CD CD $ % �D0— ® 7 10) Wt 00 Mƒ » 0 > A CO $ w w Q # co k.ƒ D 7 2, \ k.0 o%�\ �� 0, 7 %' % o \ o/7k coo «�Do $ CD 0 CD � CD ƒ DV;co CD ID0 co$ » a fl 2% Sk7� e 0 Ul �3 \%J\ 0%oD .<0 ig6 �C-% �$ $ CD To ��%tt� CDtp # V4 � � 0 Emergency operations Plan ANNEX B - Terrorism & Weapons of Mass Destruction Introduction Terrorist incidents create a unique environment in which to manage an emergency response. Local responders are usually first on scene during an actual incident and the local government has the primary responsibility for protecting both public health and safety. The local first responders will be conducted under California's Standardized Emergency Management System (SEMS). The local responders will manage all aspects of the incident until the FBI assumes command, by virtue of its legal authority, all law enforcement aspects relating to identifying, apprehending and neutralizing the terrorists and their weapons. Local and State authorities always maintain control of their response resources and continue to operate utilizing SEMS. The checklists are designed to guide the five (5) SEMS organization levels. They include general and incident specific instructions for the Incident. Because of the threat to life, closer and more rapid coordination between agencies, jurisdictions and departments will be necessary. A Weapons of Mass Destruction (WMD) event does require the addition of certain liaison positions for contact with State and Federal Government. Terrorism Threat Planning The Hazard The Terrorist Incident Plan (TIP) identifies and discusses the nature of the Weapons of Mass Destruction (WMD) hazard(s), the hazard agents, potential targets, and release areas, as described below. Nature of the Hazard. The hazard may be chemical, biological, nuclear/radiological, and/or explosive. Initial Warning. While specific events may vary, the emergency response and the protocol followed should remain consistent. When an overt WMD incident has occurred, the initial call for help will likely come through the local 911 center. This caller probably will not identify the incident as a terrorist incident, but rather state that there was an explosion, a major "accident," or a mass casualty event. Information relayed through the dispatcher prior to arrival of first responders on scene, as well as the initial assessment, will provide first responders with the basic data to begin responding to the incident. With increased awareness and training about WMD incidents, first responders should recognize that a WMD incident has occurred. The information provided in this section applies where it becomes obvious or strongly suspected that an incident has been intentionally perpetrated to harm people, compromise the public's safety and well-being, disrupt essential government services, or damage the area's economy or environment. ANNEX B — Terrorism & Weapons of Mass Destruction Page 1 3/27/2007 Comprehensive Emergency Management Plain PURPOSE: To establish criteria for response to the elevation of the Homeland Security Advisory System or if and actual terrorist threat is made that may require a response from Citywide personnel. A. Homeland Security Advisory System — 1. Low Condition (Green). This condition is declared when there is a low risk or terrorist attacks. Routine security measures should be employed. 2. Guarded Condition (Blue). This condition is declared when there is a general risk of terrorist attacks. There are no credible, specific threats. 3. Elevated Condition (Yellow). An elevated condition is declared when there is a significant risk of terrorist attacks. Increased surveillance of critical locations and facilities, including implementation of some emergency response plans. 4. High Condition (Orange). A high condition is declared when there is a high risk of terrorist attacks. There are credible threats but no specific target identified. Increased security at critical facilities and locations. a. Coordinating necessary security efforts with local law enforcement agencies; b. Taking additional precautions at public events, consider alternative venues or even cancellation; c. Prepare to execute contingency procedures, such as moving to an alternative site; d. Restrict facility access to essential personnel only. 5. Severe Condition (Red). A severe condition reflects a severe risk of terrorist attacks. Under most circumstances, severe conditions are not intended to be sustained for substantial periods of time. e. Redirecting personnel to address critical emergency needs; f. Assigning emergency response personnel and pre -posting and mobilizing specially trained teams or resources. g. Closing public and governmental facilities. The following Terrorist Threat Response Procedures will be implemented in the event that the Homeland Security Advisory System is elevated. City employees who are aware that the Homeland Security Advisory System has been elevated to Condition Red or that an actual terrorist threat has been made should contact their supervisor. ANNEX B — Terrorism & Weapons of Mass Destruction Page 2 3/27/2007 Comprehensive Emergency Management Plan Procedure: A. Dispatch Center 1. San Rafael Police and Fire Dispatch Centers will advise all stations and field units of any changes in the "Homeland Security Advisory System" threat condition. 2. If the "Homeland Security Advisory System" is elevated to Condition Red — "Severe", the Police Dispatch Center or Fire Dispatch shall immediately advise the Police and Fire Chiefs and the City Manager. B. Initial Actions 1. Available information will be evaluated and determination made as to threat location: a. The threat cannot be localized and is considered to be a nationwide alert. b. The threat is localized to the State of California. c. The threat is localized in the Bay Area. C. Follow-up for a or b above 1. All personnel will immediately "stand -down" from routine activities and return to their assigned departments for a conference with their immediate supervisor. 2. All departments will monitor national television or radio news stations for current information. 3. Department managers will determine personnel requirements and recall procedure. 4. Department managers should contact the City Manager's Office for possible action (debriefing). D. Follow-up actions for c above 1. Close and lock all outside facility doors, windows, and gates. 2. Screen all persons and packages entering a department Facility and minimize use of Department facilities by the public. • Check ID's • Verify purpose for Facility visit • Cancel all meeting 3. Establish surveillance and security patrols to identify suspicious persons, check for suspicious devices, vehicles and packages near City facilities. If located, notify the police. 4. Conduct a check of each facility to ensure that all exterior security lighting is operational durinf the hours of darkness. ANNEX B — Terrorism & Weapons of Mass Destruction Page 3 3/27/2007 Comprehensive Emergency Management Plan E. Vehicle Security 1. Lick all personnel staff vehicles parked outside. 2. If vehicles have been left unattended, the driver should make a 360 degree evaluation of the vehicle to check for possible tampering. F. Equipment 1. All vehicle fuel supplies will be maintained at or above three fourths of capacity of tank. G. Staffing 1. All on duty personnel are expected to remain on duty until and accurate assessment of the situation can be made or they are officially released or relieved by the Department Manager. H. Planning 1. City Manager, Fire, Police, and Public Works Directors assemble for briefing. This could occur through teleconference or face to face. 2. Consider activation of the City EOC predicated on briefing. ANNEX B — Terrorism & Weapons of Mass Destruction Page 4 3/27/2007 Comprehensive Emergency Management Plan Event/Threat Notification Flowchart Other FBI I FBI FBII FBI C tedible Sactamerito San Ftancisco Los Angeles Sail Diego Satuce OES Director briefs Governor OES Law Enforcement 1 Branch Duty Officer (DO) OES Deputy Director EOPT briefs OES Director i OES Law Enforcement SSCOT'S-TAC Branch Chief considers convenes convenine SSCOT. tf necessary Agencies contacted OES Law Enforcement Branch Cluef briefs OES Deputy Duect N EOPT If applicable. DOJ to send OES Laws Enforcement "Law Enfoicement Only Blanch contacts DOJ, hardcopy of pertinent CHP. &- CNG infounation to appropriate OES Depute, Dtrectot law enforcement aeencies EOPT btrefs OES Fire Branch Chief OES Law Enforcement Branch DO contacts and OES Deputy Director EOPT establishes liaison with briefs OES Regional affected Sheriff's Department Administrator. ifneces.sary. and after consultation with l SSCOT- contacts appropriate state and local aeencies. OES Law* Enforcement Branch DO contacts Regional Law Enfoicement Mutual Aid Coordinator Initial Detection. The initial detection of a WMD terrorist attack will likely occur at the local level by either first responders or private entities (e.g., hospitals, corporations, etc.). Consequently, first responders and members of the medical community—both public and private—should be trained to identify hazardous agents and take appropriate actions. State and local health departments, as well as local emergency first responders, will be relied upon to identify unusual symptoms, patterns of symptom occurrence, and any additional cases of symptoms as the effects spread throughout the community and beyond. First responders must be protected from the hazard prior to treating victims. ANNEX B — Terrorism & Weapons of Mass Destruction Page 5 3/27/2007 Comprehensive Emergency Management Plan The detection of a terrorism incident involving covert biological agents (as well as some chemical agents) will most likely occur through the recognition of similar symptoms or syndromes by clinicians in hospital or clinical settings. Detection of biological agents could occur days or weeks after exposed individuals have left the site of the release. Instead, the "scene" will shift to public health facilities receiving unusual numbers of patients, the majority of who will self -transport. Investigation and Containment of Hazards. Local first responders will provide initial assessment or scene surveillance of a hazard caused by an act of WMD terrorism. The proper local, State, and Federal authorities capable of dealing with and containing the hazard should be alerted to a suspected WMD attack after State/local health departments recognize the occurrence of symptoms that are highly unusual or of an unknown cause. Consequently, State and local emergency responders must be able to assess the situation and request assistance as quickly as possible. Hazard Agents Biological: Recognition of a biological hazard can occur through several methods, including identification of a credible threat, discovery of bioterrorism evidence (devices, agent, clandestine lab), diagnosis (identification of a disease caused by an agent identified as a possible bioterrorism agent), and detection (gathering and interpretation of public health surveillance data). When people are exposed to a pathogen such as anthrax or smallpox, they may not know that they have been exposed, and those who are infected, or subsequently become infected, may not feel sick for some time. This delay between exposure and onset of illness, or incubation period, is characteristic of infectious diseases. The incubation period may range from several hours to a few weeks, depending on the exposure and pathogen. Unlike acute incidents involving explosives or some hazardous chemicals, the initial response to a biological attack on civilians is likely to be made by direct patient care providers and the public health community. Terrorists could also employ a biological agent that would affect agricultural commodities over a large area (e.g., wheat rust or a virus affecting livestock), potentially devastating the local or even national economy. The response to agricultural bioterrorism should also be considered during the planning process. Responders should be familiar with the characteristics of the biological agents of greatest concern for use in a bioterrorism event. Unlike victims of exposure to chemical or radiological agents, victims of biological agent attack may serve as carriers of the disease with the capability of infecting others (e.g., smallpox, plague). Some indicators of biological attack are given in the table below. ANNEX B — Terrorism & Weapons of Mass Destruction Page 6 3/27/2007 Comprehensive Emergency (Management Plan General Indicators of Possible Biological Agent Use Chemical: Chemical agents are intended to kill, seriously injure, or incapacitate people through physiological effects. A terrorist incident involving a chemical agent will demand immediate reaction from emergency responders—fire departments, police, hazardous materials (HazMat) teams, emergency medical services (EMS), and emergency room staff—who will need adequate training and equipment. Hazardous chemicals, including industrial chemicals and agents, can be introduced via aerosol devices (e.g., munitions, sprayers, or aerosol generators), breaking containers, or covert dissemination. Such an attack might involve the release of a chemical warfare agent, such as a nerve or blister agent or an industrial chemical, which may have serious consequences. Some indicators of the possible use of chemical agents are listed in table below. Early in an investigation, it may not be obvious whether an infectious agent or a hazardous chemical caused an outbreak; however, most chemical attacks will be localized, and their effects will be evident within a few minutes. There are both persistent and non-persistent chemical agents. Persistent agents remain in the affected area for hours, days, or weeks. Non-persistent agents have high evaporation rates, are lighter than air, and disperse rapidly, thereby losing their ability to cause casualties after 10 to 15 minutes, although they may be more persistent in small, unventilated areas. Stated Threat to Release a Chemical Agent Unusual Occurrence of Dead or Dying Animals • For example, lack of insects, dead birds Unexplained Casualties • Multiple victims • Surge of similar 911 calls • Serious illnesses • Nausea, disorientation, difficulty breathing, or convulsions • Definite casualty patterns Unusual Liquid, Spray, or Vapor • Droplets, oily film • Unexplained odor • Low-lying clouds/fog unrelated to weather Suspicious Devices or Packages • Unusual metal debris • Abandoned spray devices • Unexplained munitions ANNEX B – Terrorism & Weapons of Mass Destruction Page 7 3/27/2007 7wM W rx c b o c ara e u u 4j . y rt Cau"� b %p, •nyq � p �j rdg3 :7 •Y1 •�I .� a1•� . p .��. •� 'a C w 40 u. 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G p,78 wv il° •e '� n .9 m ria wo s cn F d rwo �kJw nw tZ f� 0 @ N N Cl) Comprehensive Emergency Management Pian Nuclear/Radiological: The difficulty of responding to a nuclear or radiological incident is compounded by the nature of radiation itself. In an explosion, the fact that radioactive material was involved may or may not be obvious, depending upon the nature of the explosive device used. Unless confirmed by radiological detection equipment, the presence of a radiation hazard is difficult to ascertain. Although many detection devices exist, most are designed to detect specific types and levels of radiation and may not be appropriate for measuring or ruling out the presence of radiological hazards. The table below lists some indicators of a radiological release. General Indicators of Possible Nuclear Weapon/Radiological Agent Use • A stated threat to deploy a nuclear or radiological device • The presence of nuclear or radiological equipment (e.g., spent fuel canisters or nuclear transport vehicles) • Nuclear placards or warning materials along with otherwise unexplained casualties The scenarios constituting an intentional nuclear/radiological emergency include the following: (1) Use of an Improvised Nuclear Device (IND) includes any explosive device designed to cause a nuclear yield. Depending on the type of trigger device used, either uranium or plutonium isotopes can fuel these devices. While "weapons -grade" material increases the efficiency of a given device, materials of less than weapons grade can still be used. (2) Use of a Radiological Dispersal Device (RDD) includes any explosive device utilized to spread radioactive material upon detonation. Any improvised explosive device could be used by placing it in close proximity to radioactive material. (3) Use of a Simple RDD that spreads radiological material without the use of an explosive. Any nuclear material (including medical isotopes or waste) can be used in this manner. Conventional Explosive Devices: The easiest to obtain and use of all weapons is still a conventional explosive device, or improvised bomb, which may be used to cause massive local destruction or to disperse chemical, biological, or radiological agents. The components are readily available, as are detailed instructions to construct such a device. Improvised explosive devices are categorized as being explosive or incendiary, employing high or low filler explosive materials to explode and/or cause fires. Bombs and firebombs are cheap and easily constructed, involve low technology, and are the terrorist weapon most likely to be encountered. Large, powerful devices can be outfitted with timed or remotely triggered detonators and can be designed to be activated by light, pressure, movement, or radio transmission. The potential exists for single or multiple bombing incidents in single or multiple municipalities. Historically, less than five percent of actual or attempted bombings were preceded by a threat. Explosive materials can be employed covertly with little signature, and are not readily detectable. Secondary devices may be targeted against responders. ANNEX B — Terrorism & Weapons of Mass Destruction Page 9 3/27/2007 Comprehensive Emergency Management Man Combined Hazards: WMD agents can be combined to achieve a synergistic effect—greater in total effect than the sum of their individual effects. They may be combined to achieve both immediate and delayed consequences. Mixed infections or intoxications may occur, thereby complicating or delaying diagnosis. Casualties of multiple agents may exist; casualties may also suffer from multiple effects, such as trauma and bums from an explosion, which exacerbate the likelihood of agent contamination. Attacks maybe planned and executed so as to take advantage of the reduced effectiveness of protective measures produced by employment of an initial WMD agent. Finally, the potential exists for multiple incidents in single or multiple municipalities. Potential Targets: In determining the risk areas within a jurisdiction (and in multiple jurisdiction areas participating in an emergency response), the vulnerabilities of potential targets should be identified, and the targets themselves should be prepared to respond to a WMD incident. In-depth vulnerability assessments are needed for determining a response to such an incident. In addition, reference Risk Management Plans and Emergency Planning and Community Right -to -Know Act (EPCRA) Plans, which include potential target areas and information on industrial chemical facilities, can be obtained from the Local Emergency Planning Committee (LEPC) in your area. Release Area: Standard models are available for estimating the effects of a nuclear, chemical, or biological release, including the area affected and consequences to population, resources, and infrastructure. Some of these models include databases on infrastructure that can be useful in preparing the TIA. A good source of information on available Federal government models is the Directory of Atmospheric Transport and Diffusion Consequence Assessment Models, published by the Office of the Federal Coordinator for Meteorology (OFCM). The directory is available both in print and online on OFCM's web page, hftp-//www.ofcm.gov (select "Publications " then "Publications Available Online," then the directory). The directory includes information on the capabilities and limitations of each model, technical requirements, and points of contact Type of Emergency Lead Agency `' Nuclearh 1. Licensed by NRC or an Agreement State NRC 2. Owned or Operated by DOE or DOD DOE or DOD 3. Not Licensed, Owned or Operated by a Federal Agency or Agreement State EPA Transportation or Radioactive Materials 1. Shipment of Materials Licensed by NRC or an Agreement State NRC 2. Materials shipped by DOE or DOD DOE or DOD 3. Shipment of Materials Not Licensed or Owned by NRC or and Agreement State EPA Domestic Satellites Containing Radioactive Materials I NASA or DOD Impact from Foreign or Unknown Source I EPA, DOD, NASA Other Types of Emergencies FOSC and LFAs confer ANNEX B — Terrorism & Weapons of Mass Destruction Page 10 3/27/2007 Comprehensive Emergency Management Plan Planning Potential Areas of Vulnerability Several points may determine areas at risk: population, accessibility, criticality (to everyday life), economic impact, and symbolic value. The identification of such vulnerable areas should be coordinated with the Federal Bureau of Investigation (FBI). Traffic Determine which roads/tunnels/bridges carry large volumes of traffic. Identify points of congestion that could impede response or place citizens in a vulnerable area. Note time of day and day of week this activity occurs. Trucking and Transport Activity Note location of hazardous materials (HazMat) cargo loading/unloading facilities. Note vulnerable areas such as weigh stations and rest areas this cargo may transit. Waterways Map pipelines and process/treatment facilities (in addition to dams already mentioned). Note berths and ports for cruise ships, roll-on/roll-off cargo vessels, and container ships. Note any international (foreign) flagged vessels (and cargo they carry) that conduct business in the area. NOTE: The Harbor and Port Authorities, normally involved in emergency planning, should be able to facilitate obtaining information on the type of vessels and the containers they carry. Airports Note information on carriers, flight paths, and airport layout. Annotate location of air traffic control (ATC) tower, runways, passenger terminal, and parking areas. Trains/Subways (e.g. BART) Note location of rails and lines, interchanges, terminals, tunnels, and cargolpassenger terminals. Note any HazMat material that may be transported via rail. Government Facilities Note location of Federal/State/local government offices. Include locations of post office, law enforcement stations, fire/rescue, town/city hall, and local mayor/governor's residences. Note judicial offices and courts as well. Recreation Facilities Map sports arenas, theaters, malls, and special interest group facilities. Other Facilities Map location of financial institutions and the business district. Make any notes on the schedule business/financial district may follow. Determine if shopping centers are congested at certain periods. Military Installations Note location and type of military installations. HazMat Facilities, Utilities, and Map location of these facilities. Nuclear Facilities NOTE: Security and emergency personnel representing all of the above facilities should work closely with local and State personnel for planning and response. ANNEX B — Terrorism & Weapons of Mass Destruction Page 11 3/27/2007 Comprehensive Emergency Management Plan City of San Rafael Areas of Vulnerability This information is available on a need -to -know basis only. Resources State Resources Disaster Medical Assistance Teams (DMAT) — Medical team of volunteer doctors, nurses, paramedics, emergency medical technicians and support personnel capable of emergency care, primary care, and health outreach. Metropolitan Medical Strike Teams (MMST) — Teams based in four California cities: San Diego, Los Angeles, San Jose, and San Francisco. They have a specialized medical supply cache stored locally of particular medicines and antidotes. The teams can respond to local, regional, or statewide events and can be activated locally or through the state's mutual aid system. They can assist in medical management of contaminated victims, perform technical consultation, provide medical intelligence about the incident, and interact with law enforcement. Poison Control Centers -- Poison Control Centers provide human poison exposure and medical/health related information to responders and hospitals. Each center is staffed by Poison Information Specialists 24 -hours a day They have an extensive toxicology library and immediate access to consultants. These Centers may know the capability of each hospital in its coverage area. Railroad Accident Prevention and Immediate Deplovment (RAPID) Force — This group of state agencies is available for responding to surface transportation accidents involving hazardous materials. RAPID force agencies can provide technical support in the areas of environmental fate, human health effects, cleanup technology, and laboratory services. Federal Resources Federal resources needed for supporting state and local consequence management response will be obtained through existing California mutual aid systems and by following the procedure outlined in the California -Federal Emergency Operations Center Guidelines. Aqencv for Toxic Substances and Disease Reoistry (ATSDR) -- This unit of the Department of Health and Human Services is available to help assess public health threats posed by an incident, provide advice on personnel protective measures within the response area, respond to health complaints, and provide advice on the need to relocate nearby residents. Members are located in each USEPA regional office and are accessed through the EPA On Scene Coordinator. Chemical/Biological Rapid Deplovment Team (CBRDT) — This is a chemical/biological terrorist incident response team providing medical and health care, technical assistance, radiological and environmental monitoring, and explosives disposal. The team consists of members from the USPHS, DOD, USEPA, and DOE. It is led by the USPHS. Department of Enerqv Accident Response Group (ARG) — A group of technical and scientific experts composed of DOE and DOE contractor personnel assigned responsibility for providing ANNEX B — Terrorism & Weapons of Mass Destruction Page 12 3/27/2007 Comprehensive Emergency Management Plan DOE response to peacetime accidents and significant incidents involving nuclear weapons anywhere in the world. Department of Enerav Aerial Measuring Svstem (AMS) — This system utilizes aircraft (helicopters and fixed winged aircraft) located in Washington DC and Las Vegas, Nevada, which can respond to radiological emergencies. Its capabilities include aerial search and photographic surveys, radiation (utilizing gamma spectroscopy) and multi -spectral scanning surveys, and real- time radiological aerial air sampling. Department of Enerav Atmospheric Release Advisory Capability (ARACI — This resource provides real-time computer predictions of the dispersion of radioactivity from a nuclear incident. It provides maps showing accumulated dose, airborne concentration, and contamination distribution. This resource is located at Lawrence Livermore National Laboratory. Department of Enerav Nuclear Emerqencv Search Team (NEST) — A group of DOE and DOE contractor/laboratory scientists, engineers, and technicians who develop and maintain special equipment and procedures for deploying search, identification, diagnostic, disablement, damage mitigation, and other specialized support capabilities in response to lost or stolen nuclear weapons and special nuclear materials, to nuclear explosive threats, and to radiation dispersal threats. Department of Enerav Radiological Assistance Proaram (RAP) -- This unit serves as the initial DOE radiological emergency responder. It can assist in identifying the presence of radioactive contamination on personnel and equipment, and at the incident site; and provide advice on personnel monitoring, decontamination, and material recovery. Its equipment includes hand-held radiation detectors, air monitors, anti -contamination clothing, and communications equipment. Disaster Medical Assistance Teams (DMAT) — In addition to the teams located in California, other DMAT teams from around the country can be activated and deployed by the federal government to respond to events in California. Domestic Emerciencv Support Team (DEST) — The mission of this team is to provide advice and assistance to the FBI On scene Commander related to the capabilities of the DEST agencies and to coordinate follow-on activities. Environmental Response Team (ERT) — The ERT has expertise in treatment technology, biology, chemistry, hydrology, geology, and engineering. The ERT can provide access to special decontamination equipment for chemical releases and advice to the FOSC in hazard evaluation; risk assessment; multimedia sampling and analysis program; on-site safety, including development and implementation plans; cleanup techniques and priorities; water supply decontamination and protection; application of dispersants; environmental assessment; degree of cleanup required; and disposal of contaminated material. ANNEX B — Terrorism & Weapons of Mass Destruction Page 13 3/27/2007 Comprehensive Emergency Management Plan Federal On Scene Coordinator (FOSC) — The FOSC is pre -designated by USEPA for inland areas and the USCG for coastal or major navigable waterways. FOSCs coordinate all federal environmental containment, removal, disposal efforts, and resources during an incident. Federal Radiological Monitoring and Assessment Center (FRMAC) — This center, managed by the DOE out of the Nevada Operations Office, coordinates federal off-site radiological monitoring and assessment activities for a nuclear incident. It provides the lead federal agency and the state with coordinated and quality controlled evaluation and interpretation of radiological monitoring and assessment data. National Disaster Medical Svstem (NDMS) — The National Disaster Medical System includes the DMATs and the NMRTs, and also includes patient evacuation and transportation nationwide into definitive inpatient care. This system can be accessed to respond to terrorist incidents. National Medical Response Teams (NMRT) — There are three of these augmented DMATs located across the country (one in Los Angeles), specially trained and equipped to respond to terrorist incidents and deployable to assist local response efforts within a short time frame. Radiation Emerqencv Assistance Center/Traininci Site (REAC/TS) — This is an on-call team of physicians, health physicists, coordinators, and support staff located at Oak Ridge Associated Universities who can provide consultation or direct medical and radiological assistance in the field. Specific areas of expertise include medical and radiological triage, decontamination procedures and therapies, diagnostic and prognostic assessments of radiation injuries, and radiation dose estimates. Radioloqical Emerqencv Response Teams (RERTs) — EPA's Office of Radiation Programs (ORP) can provide response and support for incidents or sites containing radiological hazards. Expertise is available in radiation monitoring, radionuclide analysis, radiation health physics, and risk assessment. RERTs can provide on-site support, including mobile monitoring laboratories for field analyses of samples and fixed laboratories for radiochemical sampling and analyses. Requests for support may be made 24 -hours a day via the NRC or directly to the EPA Radiological Response Coordinator in the Office of Radiation Programs. Assistance is also available from DOE and other federal agencies. th Response Task Force -West (RTF -WI: This is a US 5 Army Command and Control unit responsible for providing coordination of all Department of Defense assets that may respond to a request for assistance from the FBI or FEMA. It will utilize Defense Coordinating Officers and other personnel to provide military support to civilian authorities. It is based at Fort Sam Houston in San Antonio, Texas. Scientific Support Coordinators (SSC) — The National Oceanic and Atmospheric Administration provides SSCs to assist the FOSC by providing expertise in environmental chemistry, oil slick tracking, pollutant transport modeling, and natural resources at risk. Supenfund Technical Assistance and Response Team (START) — A private contractor who provides technical assistance in the form of engineering, scientific, technical, managerial, administrative, and information management support for USEPA's emergency response, removal, and prevention program. US Armv Medical Research Institute of Infectious Diseases — This laboratory is under the US Army Medical Research and Material Command, with capability to respond to a threat or actual ANNEX B — Terrorism & Weapons of Mass Destruction Page 14 3/27/2007 Comprehensive Emergency Management Plan incident involving biological agents or materials. Its Aero -medical Isolation Team is composed of physicians, nurses, medical assistants, and laboratory technicians who are specially trained to provide care to and transport patients with disease caused by either biological warfare agents or by infectious diseases requiring high containment. US Army Research Institute for Chemical Defense — The Institute is responsible for the discovery, development, testing, and evaluation of medical treatments and material to prevent and treat casualties of chemical warfare agents. US Army Technical Escort Unit — This unit provides worldwide escort, neutralization, disposal, and emergency response to toxic chemicals, munitions, and other hazardous materials. Its personnel are trained in chemical, biological, and explosive ordnance disposal operations. US Coast Guard National Strike Force (NSF) — The NSF is composed of the three USCG Strike Teams, including the Pacific Strike Team, and the National Strike Force Coordination Center. The NSF is available to assist FOSCs in their preparedness and response duties. US Coast Guard Pacific Strike Team — Trained personnel and specialized equipment available to assist the FOSC in stabilizing and containing the spill, and in monitoring or directing response actions. It is a component of the NSF. US Coast Guard District Response Group (DRG) — The entity within each USCG district consisting of the combined USCG personnel and equipment, including marine firefighting equipment of each port in the district; additional pre -positioned response equipment; and a district response advisory team. US Marine Corps Chemical/Biological Incident Response Force — This standing consequence management force is tailored to respond to terrorist initiated chemical and biological incidents. US Navy Medical Research Institute — The Institute provides basic and applied research in infectious diseases and environmental medicine. The program has a deployable laboratory capability. ANNEX B — Terrorism & Weapons of Mass Destruction Page 15 3/27/2007 Comprehensive Emergency !Management plan STATE & FEDERAL RESOURCES State Resources Disaster Medical Assistance Team (DMAT) Metropolbri Medical Stnke Team (MMST) Prion Control Centers Railroad Accident Prevention & Immediate Deployment Force (RAPID) Federal Resources DOE Nuclear Emergency Search Team (NEST) Accident Response Group (ARG) Aerial Measuring Systems (AMS) There is also a ground vehicle mounted version of this capability known as KIWI Atmospheric Release Advisory Capability (ARRC) Radiological Assistance Program (RAP) Radiation Emergency Assistance Center/franirg Site (REAC/fS) US EPA Radiological Emergency Response Team (RERT) National Response Team (NRT) Regional Response Team (RRT) Volunteer medical team of doctors, nurses, paramedics, emergency medical technicians and support personnel capable of emergency and primary care Multidisciplinary teams based in San Diego, Los Angeles, San Jose, and San Francisco. Have specialized medical supply cache stored locally of particular medicines and antidotes. Assists in medical management of dremicaWiological incidents, performs technical consultation, provides medical intelligence. Provides human poison exposure and medicaVheaM information to responders and hospitals. Has toxicology library, immediate access to consultants, may know capability of each hospital in its coverage area. State agencies which provide environmental fate, human health effects, deanup technology, and laboratory service support A team of specially trained responders with special equipment capable of locating radioactive materials and handling damaged nuclear weapons. NEST is Prepared to respond m tenant indents. Team prepared to respond to any nuclear weapons, weapons components, or special nuclear materials accident Aerial search and photographic surveys, radiation and rnuffigmclral surveys, real time radiological serial *sampling. Real time computer predictions of dispersal. Maps showing accumulated dose, airbome concentration, and contamination distrbution. Can provide an estimate of the radiological health consequences. Initial radiological response group. Identifies presence of radiation and contamination. Provides advice on moniloring, decontamination and material recovery. An on-call team of physicians, heat physicists, coordinators and support staff which can provide consultation or direct medical and radiological assistance in the field. Response and support for radiological hazards. Coordinates supply of personnel, equipment technical advice tolamong affected regiorsfdstrids Provides same capatifidy as NRT within each region/district Emergency Medical Services Authority OEC Executive Duty Officer 1-800.876.4766 STATEWIDE OES Executive Duty Officer DTSC Duty Officer DOE Regan 7 in Oakland DOE________ DOE DOE DOE DOE EPA On Scene Coordinator EPAlUSCG Federal On Scene Coordinator EPA/USCG Federal On Scene Coordinator ANNEX B — Terrorism & Weapons of Mass Destruction Page 16 3/27/2007 Comprehensive Emergency Management Plan NRTIRRT Special Forces: NSF. SSC. ERT National Strike Force (NRF) Consists of 3 USCG Strike Teams and the National EPA/USCG Federal On Scene Coordinator Stoke Force Coordination Center Scientific Support Coordinators (SSC) Environmental chemistry, chemical fate and EPA/USCG Federal On Scene Coordinator transport support US Coast Guard Pacific Strike Team (Part of NSF) Stabilizing and containing spills and monitoring EPAIUSCG Federal On Scene Coordinator response actions US EPA Emergency Response Team (ERT) Expertise in treatment technology, water and EPA Federal On Scene Coordinator personnel decontamination, chemistry, biology, engineering, on scene safety, access to decontamination equipment USCG District Response Group (DRG) Personnel, equipment (including marine firefighting USCG Federal On Scene Coordinator and propositioned equipment and supplies). Technical Assistance Team (TAT) Private contractor providing engineering, scientific, EPA Federal On Scene Coordinator technical, managerial, administrative, and information management support for US EPA's emergency response, removal, and prevention program Disaster Medical Assistance Team (DMAT) Volunteer medical team of doctors, nurses, USPHS or FEMA paramedics, emergency medical technicians, and support personnel National Medical Response Team (NMRT) Augmented DMATs (one in Los Angeles) USPHS or FEMA specifically trained and equipped lo respond to terrorist incidents Chemical/Bblogical Rapid Deployment Team Provides medical and epidemiological services, USPHS, FEMA, or FBI (CBRDT) chemicaliblological warfare and hazardous materials experts, explosives disposal and environmental monitoring personnel. Made up of personnel from various federal agencies US Marine Corps Chemical/Biological Incident This standing consequence management force is DOD, FEMA, or FBI Response Force (CBIRF) tailored lo respond to terrorist initiated chemical and biological incidents ANNEX B — Terrorism & Weapons of Mass Destruction Page 17 3/27/2007 Comprehensive Emergency Management} Plan Local Agency Roles & Responsibilities The central premise of the emergency management system in California is that local governments have the primary responsibility for coordinating initial response activities. The table below summarizes local government responsibilities. Summary of Local Jurisdiction Roles and Responsibilities • Identify all hazards that may pose a major threat to the jurisdiction. • Develop and maintain up-to-date emergency plans consistent with the State Emergency Plan and the California Master Mutual Aid Agreement. • Develop maps of jurisdiction showing areas subject to disasters. • Develop plans for meeting all conditions which could constitute a local emergency. • Develop standard forms available for use in requesting the Governor to proclaim a State of Emergency. • Identify needs for training. Local Terrorism Protocols • Provide initial response to save lives and protect public health, safety and the environment, including such actions as evacuation and people care. • Dispatch situation reports to the operational area coordinator and OES mutual aid region as the emergency situation develops and changes. • Identify multipurpose staging areas for support of recovery activities, • Maintain liaison with the OES Mutual Aid regional office and neighboring jurisdictions. • Request assistance from neighboring jurisdictions and the operational area. • Respond to emergency regulations issued by the governor. • Provide State OES with estimates of the severity and extent of damage resulting from a disaster including dollar values of both public and private damage sustained as well as estimates of resource costs required to alleviate the situation. • Respond to mutual aid requests. • Use resources received from neighboring jurisdictions and from state, federal and private agencies. Protocols and procedures for EOC positions in dealing with WMD/Terrorism events are included in the position checklist section of this EOC Handbook and are listed as TERRORISM SUPPLEMENT. Positions that do not have a Terrorism Supplement should refer to their All Disasters checklist items. ANNEX B — Terrorism & Weapons of Mass Destruction Page 18 3/27/2007 Emergency operations Plan ANNEX C - Evacuation & Movement Introduction This operational procedure will be used by agencies and organizations in the City of San Rafael to manage and coordinate evacuations in response to any hazard, which would necessitate such actions. This document defines the scope of procedure, details the concept of operations and assigns responsibility for implementation. Purpose This procedure establishes a consistent operational methodology for the City of San Rafael to plan for and implement evacuations, regardless of the geographic area in which they occur. The availability of consistent city-wide procedures facilitates an adequate understanding on the part of all agencies, organizations and levels of government regarding their responsibilities during an evacuation, and establishes uniform operational techniques through which those responsibilities can be fulfilled. Authority This annex is adopted as an operational element of the City of San Rafael Emergency Management Plan, and is incorporated by reference thereto. As such, it is intended to be consistent with and supportive of the Comprehensive Emergency Management Plan, and to be implemented, when needed, with the same authorities under law as provided therein. Scope This procedure applies to all City Emergency Response Team personnel and local emergency and response agencies tasked with planning for and implementing evacuations. Implementation of this procedure is under the direction of the Director of Emergency Services, through the City Emergency Operations Center. This procedure defines the circumstances under which evacuations in the city may be necessary. It also defines the roles and responsibilities of local response agencies. ANNEX C — Evacuation & Movement Page 1 3/27/2007 Emergency Operations Plan Concept of Operations Overview This section describes the concepts and provisions through which the Emergency Operations Center will determine the need for, and implement, an evacuation. The concept of operations for this procedure provides guidance and structure for both the planning and implementation of evacuations. The procedure relies on effective preplanning for evacuations as well as the implementation of established plans accordingly. Planning Assumptions The principal assumptions underlying the concept of operations for an evacuation are as follows: The preferred alternative to evacuation is to have the affected population Shelter -In Place. It is understood, however, that situations may arise necessitating evacuation. • Activation of this procedure will occur for all hazards which could necessitate evacuation and sheltering operations involving all or parts of the City of San Rafael. However, the need to implement certain aspects of the procedure, such as opening shelters in non -threatened areas or terminating evacuations and opening refuges -of -last -resort, may vary based on the specific hazard, degree of vulnerability, and projected area of impact. The evacuation of large numbers of people from vulnerable areas will stress the limited capabilities of roadways available for this purpose, potentially requiring substantial additional time to complete an evacuation. Consequently, an evacuation must be initiated as soon as feasible upon recognition of the threat, and must continue to function efficiently until completion • Evacuations will require a substantial level of personnel and equipment resources for traffic control, which could stress and/or exceed the capabilities of the City. Specific procedures may be developed regarding the pre -deployment of mutual aid personnel and equipment resources as required. Coordination between the Operational Area and the City in the implementation of an evacuation will occur through exchanges of information regarding decision-making, protective actions, and resource coordination and deployment. The capacity of available public evacuation shelter facilities in and adjacent to the impacted areas may be limited, potentially requiring the full use of all shelters within the evacuation region. A high level of coordination will be necessary to effectively communicate protective action and shelter information to evacuees. For certain hazards, large vulnerable populations and limited evacuation road networks may necessitate termination of evacuations prior to full completion and evacuees still at risk would need to be directed to refuges -of -last -resort as quickly as possible. An evacuation will require expedited coordination of all City departments to maintain an efficient and safe movement of evacuation traffic out of the impacted areas and to adequate shelter locations. ANNEX C — Evacuation & Movement Page 2 3/27/2007 Emergency Operations Plan Operations The staff of the City Emergency Operations Center will monitor hazardous situations as they develop. Regular conference calls will be held between the Operational Area Emergency Operations Center, other potentially affected city emergency operations centers (risk and host) and appropriate state and federal agencies as to the degree of threat to San Rafael and the potential for escalation. In addition, the City Emergency Operations Center will coordinate with local agencies as to whether the hazard will require coordination and implementation of protective actions including evacuations across multiple jurisdictions. If so, the City Emergency Operations Center and potentially affected jurisdictions' emergency operations centers will begin implementation of the evacuation process. The City Emergency Operations Center will coordinate and reach consensus on the area(s) most likely to be impacted The City Emergency Operations Center will then notify all agencies potentially involved in the response, and request that the Director declare a Local Emergency. Working together, the City and other affected agencies and organizations will then initiate the evacuation in accordance with the provisions of this procedure, including the pre -deployment of personnel and equipment resources, if applicable. Under circumstances involving evacuations of multiple areas, the Director may recommend to the Operational Area that a county -directed evacuation is necessary. At the Director's discretion, language may be included in the Director's Declaration identifying mandatory evacuations and directing a coordinated response from the City Emergency Operations Center among all local response agencies. County direction of the evacuation may also occur when some or all of the following conditions are present: • In support of evacuations, response operations including sheltering, traffic management, and emergency public information may be required in areas not threatened by the hazard; • Multiple jurisdictions will use a limited number of evacuation routes necessitating central coordination and direction; • The threat will necessitate evacuation of large numbers of people, requiring the coordination of emergency operations among two or more counties; • The Director has issued a Declaration of a Local Emergency; and • The City of San Rafael Comprehensive Emergency Operations Center has been activated. [Note: this list is not exclusive; rather it is intended to provide guidance as to when County -directed evacuations may be necessary] The City Emergency Operations Center will monitor the progress of the evacuation and exchange information on an established time schedule to promote effective coordination by all involved. Through this procedure, the City and Operational Area Emergency Operations Centers will coordinate the efficient deployment of resources when needed, efficient use of available evacuee shelter capacity, and effectively address modifications to evacuation routes, if necessary. ANNEX C — Evacuation & Movement Page 3 3/27/2007 Emergency Operations Plan Activities Necessary to Support the Concept of Operations In order to effectively implement an evacuation, this procedure requires pre -hazard planning by all parties, pre - event coordination, consistent implementation strategies, and post impact assessments. A general description of these activities is provided in Exhibit One. Preparedness Phase Stand -By Phase Decision Phase Evacuation Phase Re-entry Phase Procedure update 0 Monitor progress 0 Resource pre- 0 Enhanced 0 Develop Pre -hazard public of hazard positioning coordination reentry plan information program . Conference calls 6 Evacuation . Monitoring of Post -event Training and 0 Assess decision evacuation public exercising vulnerability and • Pre -event public 0 Assess need to information decision times information terminate Immediately preceding an event that may necessitate an evacuation, and under a Local Emergency declared by the Director, the City may implement response efforts through the pre -positioning of resources. The City will coordinate with the Operational Area Emergency Operations Center regarding the dissemination of appropriate public information. During implementation, local response agencies will monitor the progress of the evacuation and exchange information on the level of traffic on routes and the use of public shelter space. Ongoing public information will be provided through the broadcast media to inform the evacuees of any change in evacuation routes, the availability of hotel and public shelter space in host jurisdictions, and similar information. After the threat has passed, the City Emergency Operations Center will coordinate with other affected areas to develop a re-entry traffic management plan. Post -event activities will also include a review and critique of the evacuation and associated procedures to determine the need for any modifications. The post -event critique should consider the need for more training or exercises to improve the capabilities of response personnel to implement this procedure. ANNEX C — Evacuation & Movement Page 4 3/27/2007 Emergency Operations Plan Pre -positioning of Necessary Resource Implementation of an evacuation will require substantial personnel, equipment and supplies at various locations along the evacuation routes and at facilities designated as shelters. Further, mutual aid resources necessary for initiating and sustaining the evacuation process may need to be pre -positioned prior to or concurrently with the Director's emergency declaration. Therefore, the incident action plan must include procedures regarding the pre -deployment of resources, the agencies involved, and the coordination process that will occur. Pre -positioning City law enforcement personnel in support of local traffic management plans should occur consistent with the resources available and the magnitude of the event. Upon implementation of this procedure, the City Emergency Operations Center will instruct the responsible agencies to pre -position resources as specified in the Incident Action Plan or as agreed Exhibit Two to during local coordination conference calls. Pre -Positioned Resources Exhibit Two lists the types of pre -positioned Electronic programmable message boards resources that agencies should consider in the development of evacuation procedures. • Portable AM / FM radio transmitters Information Exchange • Tow trucks In order to effectively manage an evacuation, it is a Gasoline tankers at stations along regional essential that every involved agency and routes organization have timely and accurate information regarding the current characteristics Ambulances and medical personnel of the evacuation, support operations, resource • Shelter management personnel availability, and the hazard itself. To that end, a process for routine communications and 0 Buses for transport of evacuees without coordination should be initiated by the City other means Emergency Operations Center and all other involved emergency operations centers upon determining that an evacuation must be implemented. Immediately upon the decision to implement an evacuation, all affected agencies and organizations will use the Incident Action Plan provided by the City EOC, as a guide to communicate information to the City Emergency Operations Center at regular intervals. Examples of such information regarding evacuations could include: • The characteristics of the hazard and associated events • The designated evacuation area, initiation times and resource mobilization status • The progress of resource pre -deployment • The status of evacuation routes • The status of available public shelter and hotel/motel space by location • Assessment of the need to terminate the evacuation prior to full completion • Estimated time of evacuation completion ANNEX C — Evacuation & Movement Page 5 3/27/2007 Emergency Operations plan Managing Adjustments to the (Evacuation During an evacuation, for a wide variety of unanticipated reasons, it may become necessary to adjust or modify procedures stipulated in the Incident Action Plan. The most readily apparent reasons for such modifications could include, but are not necessarily be limited to, the following: • Changes in the direction or intensity of the hazard; • Blockage or excessive vehicle congestion on an evacuation route; • Filling of available capacity at public shelters and hotels/motels in host areas; • Anticipated failure to complete the evacuation prior to hazardous conditions impacting evacuees. If alternative routes, actions or resource deployment can be pre -planned to address these possibilities, appropriate procedures will be included in the Incident Action Plan. For other situations that cannot be anticipated during the planning of an evacuation, the City Emergency Operations Center will work with all relevant agencies at the time to make adjustments in the evacuation. In the event of a physical blockage of an evacuation route, the Emergency Operations Center will coordinate with the Operational Area, as necessary, to remove the blockage. If removal is not feasible, the City Emergency Operations Center will coordinate with all affected emergency operations centers to plan and implement alternative routing. Host Response Operations An evacuation will generate impacts outside areas immediately at risk and may necessitate'the use of local resources in non -threatened areas to support the response. The City Emergency Operations Center will determine whether activation of response operations in designated host areas outside the immediate area of impact is necessary. If so, the City Emergency Operations Center, in conjunction with the Director's Declaration, will direct the assistance of any or all local agencies, and request as needed adjacent agencies, to support the evacuation as follows: 1. The City Emergency Operations Center may request that the Operational Area direct host areas to implement protective actions in support of evacuations in risk areas. All emergency operations centers within designated host areas may be requested to activate and prepare to initiate host response plans. 2. All jurisdictions within designated host areas may be included in any Governor's Declaration of a State of Emergency and all requests by the Governor for emergency disasters and major disaster declarations. 3. The Operational Area may be requested to coordinate traffic management issues with local law enforcement from within host and risk areas and with the highway patrol and CALTRANS, when necessary. 4. In support of host response operations the City Emergency Operations Center may request, at a minimum, that the Operational Area make the following information available to host areas, including those in other counties, on a continuous basis or when warranted by the situation - a. CALTRANS real-time traffic counter data for roads within the host area or on all roads leading into the area; b. Traffic Reports from CALTRANS, local news organizations and the highway patrol; c. Any significant changes to the situation in adjoining counties that may have an impact on host sheltering operations; d. The content of any public information released by other agencies. ANNEX C — Evacuation & Movement Page 6 3/27/2007 Emergency Operations Plan Planning Traffic Management Plans Identify specific actions to maintain a smooth flow from evacuation routes into the region to host shelters including: • Traffic control points and the responsible agency for providing staffing and operational control; • Barricade plans including location and staffing; and • Potential one way / reverse lane operations. Shelter Operations Plans Identify specific actions to address staffing and other host shelter operational requirements including: • The possibility of refuge operations; • Shelter manager / staff deficiencies; • Any phased opening of host shelters within the region as a whole or within counties; • Any resource or other operational shortfalls that will require state support. Public Information Plans Identify specific actions for communicating emergency information to evacuees en route including: • Shelter locations, shelter openings and closings; and directions to the shelters from major evacuation routes; • Ensuring hotel /motel capacity and status information is incorporated into emergency public information procedures: ✓ Pre -developed messages for release to the media; ✓ The placement of variable message signs and procedures for updating their messages; ✓ The placement of portable radio transmitters and procedures for updating their messages; ✓ Providing maps, fliers or other shelter information to law enforcement / traffic control personnel, and at other key locations along major evacuation routes (restaurants, gas stations) both prior to and during the event; ✓ The location and operation of host shelter information centers; and ✓ Integrating county public information operations with California Highway Patrol and CALTRANS public information officers • Coordinate refuge -of -last -resort procedures to address the possibility that evacuees may be stranded on evacuation routes within the area; • Exchange critical information with all agencies within the area via conference calls. Relay host area information to the Operational Area Emergency Operations Center. ANNEX C — Evacuation & Movement Page 7 3/27/2007 Emergency ®peretoons P12n Completion of the Evacuation The City Emergency Operations Center will notify the Operational Area Emergency Operations Center of the estimated time of completion of the evacuation within the city, and subsequently, when the evacuation has been completed. Re-entry into the Evacuated Areas Following an evacuation, the process for re-entry into the evacuated areas must be coordinated to ensure the safety of the public, protection of property, and effective response of the numerous organizations and jurisdictions involved. This procedure anticipates that the re-entry decision and traffic management will be a carefully managed process coordinated by the City Emergency Operations Center. Throughout the re-entry process, the EOC Law Enforcement Unit will facilitate coordination conference calls with local law enforcement and transportation agencies to include all risk and host areas. These calls will serve as a mechanism to coordinate the timing of re-entry into impacted areas and the resources necessary to support the efforts. In addition the Public Information Officer, will facilitate similar calls with other organizations and agencies as well as county public information officers to coordinate the dissemination of consistent information to risk and host areas. Additional re-entry procedures are included in the Incident Action Plan. ANNEX C — Evacuation & Movement Page 8 3/27/2007 Emergency Operations Plan EVACUATION PROTOCOL Overview The implementation of an evacuation will occur through three operational phases: • The Decision Phase is initiated when the EOC, the Unified Command leadership and threatened areas determine that implementation of evacuations of vulnerable residents is necessary to preserve life. Tasks identified in this phase will be implemented prior to the initiation of an evacuation. • The Evacuation Phase is initiated at the time the decision to implement an evacuation is finalized. Tasks identified under this phase are implemented throughout the evacuation process until the evacuation is completed. • The Re-entry Phase begins immediately following the completion of an evacuation. Tasks identified in this phase will be implemented as hazardous conditions abate and continue until the re- entry process is determined by the EOC to be complete. Implementation Decision Phase The EOC Manager will coordinate with the Unified Command leadership including the California Department of Forestry (CDF) Incident Commander, as well as potential risk areas to determine whether an event impacting or threatening the City of San Rafael could necessitate an evacuation. Upon receiving a recommendation from the Unified Command that a regional evacuation may be necessary, the following actions will be implemented: O The EOC will coordinate with potential risk and host area EOCs regarding identified vulnerable areas, populations at risk, available evacuation routes, and possible host sheltering destinations; O EOC staff will coordinate with local agencies regarding evacuation and sheltering resource needs; O The EOC will continually monitor the event for changes that may affect movement of evacuees and potential impacts to evacuation and sheltering resources; O The EOC will coordinate the release of emergency public information through the EOC Public Information Officer and conference calls; O Field units will identify and communicate to the EOC any issues that may impact the implementation of an evacuation or sheltering operation (holidays, high tourism season, roadway construction, etc.); O The EOC will notify the Marin County Operational Area of the potential need for an evacuation and ensure that a Local Emergency and all necessary emergency ordinances and resolutions are in effect; O The EOC will activate emergency information telephone lines, if necessary, to respond to inquiries from the affected population; O The EOC will notify the Operational Area of potentially impacted risk and host areas; ANNEX C — Evacuation & Movement Page 9 3/27/2007 Emergency Operations Plan Evacuation Phase Upon reaching a decision by the Unified Command and threatened areas that an evacuation and sheltering operation must be initiated, the following actions will be implemented: O The EOC will instruct agencies to begin pre -positioning personnel, equipment and supply resources to support local operations (this may occur during the Decision Phase if events warrant); O All affected agencies and organizations will coordinate and finalize designation of risk and host areas involved in the evacuation; O The EOC will make estimations regarding initiation time for the evacuation and notify all affected agencies and organizations accordingly; O The EOC will mobilize all necessary resources, direct the use of resources in non -threatened areas (if necessary), and coordinate deployment of available mutual aid resources to support the implementation of the evacuation and sheltering operation; O The EOC Public Information Officer will continue to coordinate the release of emergency public information through public information conference calls; the EOC will support local efforts to provide emergency information to vulnerable residents by all available means; O Risk and host areas will be identified by the EOC, and when the evacuation is completed for that area; the EOC will relay this information to all affected agencies and organizations; O The EOC will support local law enforcement agencies with security for evacuated areas. All non -emergency access to evacuated areas will be denied during this phase. Re-entry Phase Following an evacuation, the EOC and the Unified Command leadership will coordinate regarding the suitability and feasibility of allowing re-entry into evacuated areas. The decision to allow re-entry into impacted areas following an evacuation will be made jointly by the EOC, City Manager, Law Enforcement and the Unified Command. Re-entry traffic control will be directed by law enforcement, with support and coordination provided through the EOC. Re-entry will not be allowed until the Unified Command agrees that conditions within evacuated areas are favorable for residents to return. Upon completion of initial impact assessments, appropriate agencies will initiate the actions listed below to develop and implement a re-entry plan: O The EOC will facilitate re-entry coordination conference calls with all affected risk areas. host areas, and the Unified Command and identify which, if any, evacuated areas are in a condition to permit re-entry; O The EOC, as well as other relevant City agencies, will provide to Director information on the condition and accessibility of designated evacuation routes; O The EOC will coordinate with appropriate county and state agencies to map the regional routes available for re-entry into evacuated areas, identify traffic control resource needs, and prepare a re-entry traffic management plan; O The EOC will coordinate with the Operational Area EOC to identify the impact in areas throughout the planning process and support agency and organization planning efforts for re entry traffic control within its jurisdiction; O The EOC will finalize the re-entry plan as needed and initiate traffic control resource mobilization based on agency and organization input; O The EOC will coordinate re-entry times into each risk and host area and arrange for publicly announced re-entry; ANNEX C — Evacuation & Movement Page 10 3/27/2007 Emergency Operations Plan O The EOC PIO will prepare and release consistent, appropriate public information regarding the time re-entry is to be allowed, the areas opened, and the routes to be used by returning residents; and O The EOC in conjunction with local law enforcement will monitor re-entry traffic on a city-wide basis, identify any needed adjustments in the re-entry plan, and take corrective action. ANNEX C — Evacuation & Movement Page 11 3/27/2007 Emergency Operations Pian RESPONSIBILITIES Overview The section describes the general responsibilities of the principal players expected to participate in the implementation of an evacuation pursuant to this procedure. The intent of this section is to explain only the general framework for accomplishing the tasks necessary to implement this procedure. Additional duties and responsibilities of individual agencies and organizations will be defined in the Incident Action Plan. The City of San Rafaei Emergency Services Coordinator Periodically, the City Emergency Services Coordinator will coordinate with all agencies to ensure that they are adequately prepared to implement an evacuation. To assure this preparedness, the Disaster Preparedness Manager will undertake the following duties: ❑ Support agency planning efforts through necessary meetings and training sessions; ❑ Solicit the involvement of other agency and organization representatives in the planning process where necessary; ❑ Fulfill the City's role in developing and presenting the necessary public information programs to support implementation of this procedure, promoting and assisting as needed the local public information programs, ❑ Review this procedure and provide training to appropriate City Emergency Operations Center staff; ❑ When appropriate, use the procedure during the annual county -wide exercise, DOE Site joint exercises, and other training opportunities to promote improved understanding of its operational concepts at the local level; and ❑ Ensure that all agencies and organizations have an up-to-date copy of this procedure. ANNEX C — Evacuation & Movement Page 12 3/27/2007 Emergency Operations Plan Emergency Operations Center During the implementation period of an evacuation, the City Emergency Operations Center will have the following responsibilities: ❑ Coordinate with Operational Area Emergency Operations Center to ensure that all known impediments to facilitated traffic flow along evacuation routes have been removed, closed or otherwise addressed; ❑ Continually monitor the direction, intensity, and potential for escalation of the hazard; ❑ Continually compile information from each agency; ❑ Provide resources to assist in the implementation of the evacuation; O Prepare and release appropriate public information in concert with the Operational Area emergency operations center and respond to inquiries from the affected population; ❑ Continually monitor the progress of the evacuation; ❑ Determine if the evacuation will be completed prior to impact of hazardous conditions on evacuees or if changes to currently implemented procedures are indicated; ❑ Upon notification from one or more agencies that an evacuation route has been blocked, develop corrective response(s) in cooperation with the Operational Area Emergency Operations Center(s) with responsibility for the affected portion of the route; ❑ If the evacuation is to be terminated prior to completion, secure the Director's concurrence and instruct agencies to implement actions for termination. ❑ Coordinate media releases and public information broadcasts with the media to instruct evacuees to seek refuges -of -last -resort; ❑ Mobilize response personnel to provide medical, search and rescue, transportation and shelter services, and other needed resources to impacted evacuees promptly after the hazard has passed; O Assist areas where refuges -of -last -resort have been utilized in securing the necessary resources and personnel; ❑ Take other such actions during evacuation implementation as may be indicated by the circumstances. n Using the Incident Action Plan and coordination conference calls, identify the point when each involved agency and organization has judged the evacuation within their area to be complete ❑ Notify all agencies of the time of completion of the evacuation process, to initiate demobilization of appropriate personnel; ❑ Issue appropriate public information regarding the completion of the evacuation, the shelters opened, etc. ANNEX C — Evacuation & Movement Page 13 3/27/2007 Emergency Operations Plan After -Action Assessment The Disaster Preparedness Manager will arrange for an after -action assessment of the event and evacuation operations to address the following: O The effectiveness of this procedure and any indicated changes needed; O The timeliness and technical validity of the decision to implement an evacuation; O The adequacy of the personnel, equipment and supply resources available and the timeliness of their mobilization, as well as the responsibility for taking any corrective action; O Any additional training and/or exercise needs in evacuation planning as indicated; O The effectiveness of the public information used and the appropriateness of public behavior; and O Any other circumstance or condition that indicates a need for modification of plans and procedures or the provision of additional resources. Following such an assessment, the Disaster Preparedness Manager will provide coordination to assure any corrective actions indicated are implemented in a timely manner. All Agencies In order to maintain the capability of effectively implementing an evacuation, all agencies and organizations that support emergency operations, working under the coordination of the Disaster Preparedness Manager, will accomplish the following: O Participate in and support, as appropriate, evacuation planning efforts; O Provide information regarding the City's available personnel, equipment, facilities and supplies to facilitate the implementation of evacuations; O Review appropriate state and local procedures to ensure adequate understanding of the City's responsibilities and commitment pursuant to each potential hazard; O Integrate the responsibilities and operational concepts defined here into the agency's other emergency plans and procedures; O Provide and/or participate in training regarding the implementation of evacuation procedures; O Maintain preparedness to implement the City's responsibilities when events necessitate or the Director calls for an evacuation; t7 Upon the Director's decision to implement an evacuation, conduct local operations to support the evacuation in accordance with these procedures and other plans and procedures used by the Operational Area Emergency Operations Center; and O Participate in after -action evaluations and assessments of these and other local procedures. ANNEX C — Evacuation & Movement Page 14 3/27/2007 Emergency Operations Plan Maintenance of this Annex Periodically, the City Emergency Services Coordinator, working through the designated Operational Area Coordinator as needed, should take the following steps to ensure that this procedure is maintained: O Ensure that evacuation planning meetings are convened and that, at a minimum, participants complete the following activities: ✓ Review the existing evacuation procedures for all hazards to ensure continued accuracy and validity, and make any necessary modifications; ✓ Review the availability of evacuation routes, public shelters and hotel/motel capacities for all hazards, and modify as needed; ✓ Determine the need to develop additional procedures; ✓ Ensure that training in this procedure has been made available to all relevant agencies. O Consider simulated implementation of this procedure as a part of the annual county -wide earthquake exercise, DOE Site joint exercises, and other training opportunities; O Modify this procedure accordingly; O Review all public information materials to ensure their adequacy to support and facilitate an evacuation anywhere in the City; O Identify any state or federally, as well as locally sponsored construction projects that may significantly decrease the capacity of any designated evacuation route; coordinate with the involved agencies to evaluate and define feasible alternative actions in the event of an evacuation along that route; and rl Provide training for the City Emergency Operations Center staff in the use and implementation of this annex. ANNEX C — Evacuation & Movement Page 15 3/27/2007 Y w EMERGENCY OPERATIONS PLAN ANNEX D - Public Safety IT Contingency Plan Restoring Critical Systems in the Event of a Disaster 1, ib uction To better prepare the City of San Rafael's Public Safety Departments for continued operations during and after a disaster, a speck plan for technology is needed. Specifically, a plan for the restoration of CAD/RMS systems is needed to ensure... Purpose The purpose of the Contingency Plan is to identify the appropriate procedure for restoration of technology services within the San Rafael Police and Fire Departments in the event of a disaster. The objectives of this plan include: • Identify system vulnerabilities • Describe systems covered by the plan • Identify responsibilities and line of succession • Identify notification procedures • Detail system restoration procedures • Identify equipment required Scope The Contingency Plan includes restoration procedures for the CAD and RMS systems in both the Police and Fire Departments. Understandably, each department is also dependent on the 911 (AT&T) and radio systems (MERA) for continued operations during a disaster. Because of the relationship between the systems, the Contingency Plan assumes the restoration of the CAD/RMS systems is not dependant on a single location or alternate location. The plan includes the flexibility to re -locate operations at any facility meeting the minimum facility requirements (Appendix A). The Contingency Plan does not include restoration of file, print, and e-mail services unless they directly relate to operation of the departments' CAD and RMS systems. The City's IT Contingency Plan will include these systems. ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 1 3/27/2007 Comprehensive Emergency Management Plan Concept of Operations System Description Both the Police and Fire Departments utilize Sun Ridge System's RIMS CAD system. Each department operates on their own server. Both servers (SRPD-NT4 and SR -FIRE) are located in the Police Department Communications Room. The SR -FIRE server is running Microsoft Windows 2000 Server and SQL Server 7. The SRPD-NT4 server is running Microsoft Windows 2003 Server and SQL Server 2000. The databases (RIMS) are identical in structure and each department is running the same version of the client software. Three tables that represent the geofile are replicated between the two department RIMS databases (BLOCKS, STREETS, and PREMISE). Replication is not required for operation of either system. Each system can operate independently and replication can continue during the reconstitution phase. Additionally, each database can be restored to a single server. In this case, one of the databases would require a new name. The client application for each department can be configured to connect to the appropriate database. The Police Department utilizes the same database and software for records management. As a result, restoration of the database and configuration of the client software will result In system restoration of both CAD and RMS functions in the same location Restoration of these two functions at separate locations (and thus separate servers) is not practical. The Fire Department uses VisionAir's Fire Records system for records management The database for the Vision product currently resides on the Fire server (SR -FIRE). The interface between the Fire RMS application and CAD system assumes both databases are located on the same server. The Fire Department server currently operates on the City of San Rafael Network, while the Police Department server is on the Police Department Network. The two networks are separated by a firewall (Cisco ASA). Police Department PC, by default, can access resources on the City network, while City PCs cannot access resources on the PD network. SRPD i,® r 911 SRPD OMM SRPD*1T4 LD NllworiIJ ) -- v Figure 1: Network Diagram ANNEX D — PUBLIC SAFETY IT CONTINGENCY PLAN else �t S SR•F RE SR -FIR COMM Cisco ASA NL.J--City v I I PAGE 2 3/27/2007 SRFD 911 Comprehensive Emergency Management Paan Each department also operates a PC-based COMM Server. The COMM Server is a PC running Windows XP Workstation. The Police Department COMM Server runs two applications: E911 for serial communication with the PD 911 system and RSS for network communication with the State of California Department of Justice (CLETS). Additionally a second PC (SRPD-MONITOR) is running MCC for network communication with the mobile network. The Fire department COMM server runs a application: E911 for serial communication with the FD 911 system. Figure 1 shows a network diagram of the networks, servers, and firewall. Line of Succession and Responsibilities The IT Manager is primarily responsible for carrying out the Public Safety Disaster Recovery Plan. In his absence, one of the two Network Analysts will be responsible for implementation. Because of the critical nature of Public Safety operations during and after a disaster, all available City IT personnel will first respond to the person responsible for plan implementation. Depending on the severity of the disaster and the steps required for system restoration, additional IT techs available for workstation set-up will expedite plan implementation. The IT Manager (or successor) is responsible for notification, recovery, and system reconstitution. Available City IT personnel are responsible for assisting the IT Manager implement the plan. At minimum, every IT employee should be familiar with the contingency plan and understand the basic recovery procedures. Ideally, every IT employee should participate in the testing of the plan on a semi-annual basis. Successful testing of the plan is critical to relying on the successful implementation of the plan during a disaster. Notification Procedures Notification will initially begin with dispatch personnel. The IT Manager (or successor) will be notified of any system failure as soon as it is possible to do so. If the IT Manager cannot be contacted, dispatch personnel will follow the line of succession. Following department procedures, dispatch should notify the appropriate person in the department's chain of command if it has not already been done. The IT Manager (or successor) is responsible for communicating with the department Officer -in -Charge continuously as the plan is implemented. Depending on the severity of the situation (see Damage Assessment below), the IT Manager should immediately begin notification of all City IT personnel as needed. Contact information for IT personnel is listed in Appendix B. Damage Assessment As soon and as safely as possible, damage assessment must be completed to determine system status. Unless designated to a team member, the IT Manager is responsible for determining: • Cause of the emergency or disruption • Potential for additional disruptions or damage • Area affected by the emergency ANNEX D- PUBLIC SAFETY IT CONTINGENCY PIAN PAGE 3 3/2712007 Comprehensive Emergency Management Pian • Status of physical infrastructure (e.g., structural integrity of computer room, condition of electric power, telecommunications, and heating, ventilation, and air- conditioning [HVAC]) • Inventory and functional status of IT equipment (e.g., fully functional, partially functional, and nonfunctional) • Type of damage to IT equipment or data (e.g., water damage, fire and heat, physical impact, and electrical surge) • Items to be replaced (e.g., hardware, software, firmware, and supporting materials) • Estimated time to restore normal services. The checklist provided in Appendix C will be completed as part of Damage Assessment. Plan Activation The IT Manager (or successor) is responsible for activating the Contingency plan based on the results of Damage Assessment. The Contingency Plan should be activated if one of the following conditions exists: 1. Either Police or Fire dispatch operations must move to another location. 2. Either Police (SRPD-NT4) or Fire (SR -FIRE) servers are non -operational Server failure may be caused by physical hardware damage, software failure, or electronic sabotage. 3 Either the City or the Police networks are non -operational. 4. Either Police or Fire Dispatch cannot operate the minimum number of PC workstations for their minimum staffing level. Note: A disaster may increase the minimum staffing level for each department. 5. A significant threat of system failure is anticipated. Sequence of Recovery Activities System Restoration Priority Systematic restoration of failed systems based on the department's priority is critical. Below is a list, by priority, of systems to restore. Network segment (required for systems to function). Note: Ideally, the entire PD or City network will be restored; however, the CAD and Records systems can function with a minimum network in place. For example, if a new network were created at an alternative site, the network need have as many nodes as needed to connect the server and workstations. RiMS CAD Server (Police and Fire) ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 4 3/2712007 Comprehensive Emergency Management Plan E911 (Police and Fire) Note: Assumes 911 is functional and operations have not been moved to an alternative location RSS (Police) Note: Assumes DOJ frame relay is functional and operations have not been moved to an alternative location RiMS RMS (Police) VisionAir RMS Server (Fire) MCC (Police Mobiles) Note: Assumes AT&T frame relay is functional and operations have not been moved to an alternative location or mobile server uses wireless network instead of frame. Additional workstations and printers as needed Recovery Procedures System Restoration Online back-up is available on the network and is always the first choice for system and data restoration. If the on-line back-up is not available, the tape back-up should be used. Tapes are rotated off-site on a weekly basis. SRPD-NT4 The most recent on-line storage or back-up tape will be required for full database restoration. The full and incremental back-up tapes each contain full back-ups of the database. The following steps are required for system restoration: ✓ Confirm Windows Server 2003 is installed on Back-up Server ✓ Assign a static IP Address for the server based on the restored network ✓ Confirm Microsoft SQL 2000 or greater is installed on Back-up Server ✓ Confirm Veritas Back-up Exec is installed ✓ Using Back-up Exec, select the RIMS database for restoration ✓ Install the latest available RiMS client on the Back-up Server ✓ Configure the client with an available workstation number and configure the server IP address ✓ Confirm the proper operation of the client ✓ Modify system parameters to reflect correct increments (Next Case Number, Next Incident, etc.) ✓ Configure additional workstations with proper workstation Ids SR -FIRE RiMS ✓ Confirm Windows 2000 Server is installed on Back-up Server ✓ Assign a static IP Address for the server based on the restored network ✓ Confirm Microsoft SQL 7.0 is installed on Back-up Server ANNEX D -PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 5 3127/2007 Comprehensive Emergency Management Pian ✓ Confirm Veritas Back-up Exec is installed and configured for the attached DDS tape drive ✓ Using Back-up Exec, select the RiMS database for restoration ✓ Install the latest available RiMS client on the Back-up Server ✓ Configure the client with an available workstation number and configure the server IP address ✓ Confirm the proper operation of the client ✓ Modify system parameters to reflect correct increments (Next Case Number, Next Incident, etc.) ✓ Configure additional workstations with proper workstation Ids Visionair RMS ✓ Using Back-up Exec, select the RiMS database for restoration ✓ Install the latest available Visionair RMS client on the Back-up Server ✓ Confirm the proper operation of the client ✓ Modify system parameters to reflect correct increments (Next NFIRS Number, etc.) ✓ Configure additional workstations as needed E911 ✓ Obtain a functional Windows 2000 Workstation Assign IP address ✓ Install and configure RiMS client ✓ Connect RS232 911 feed to PC serial port ✓ Install E911.exe and configure using configuration settings below. r Pert tt Baud nate. E911 -Part Alarm Pott Pac Bell Configure IX Configure ILK ✓ Run E911.exe and verify operation. ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN rtraiIlk _ �iu11.r1'.r.idirr•it y+ LLLI Position # F-3 12 Phone # 11 F8 House # 40 F 6 Street Dir F 49 I ` Street Name 52 20 Street Suffix F 31 Pert tt Baud nate. E911 -Part Alarm Pott Pac Bell Configure IX Configure ILK ✓ Run E911.exe and verify operation. ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN rtraiIlk _ �iu11.r1'.r.idirr•it y+ LLLI Apt # 191 12 City 100 15 Police Dept Fire Dept F-5 EMS Dept F-0 I Subscriber Name 227 F 31 Heartbeat Message Imo' Address IRR LL 1[ rte' PAGE 6 3/27/2007 Comprehensive Emergency Management Plan RSS ✓ Obtain a functional Windows 2000 Workstation (Can be the same as E911) ✓ Assign IP address (ROUTER MUST NAT DOJ IP ADDRESS 167.10.161.11 to RSS IP ADDRESS 10.50.101.15) ✓ Install and configure RiMS client ✓ Install RSS.exe and configure using configuration settings below: r connection setupa 101 X1 General I Conne*m I Email Optus I InterAgetticy Options Multi -Agency RMS RMS Network Server ShareDkectory. Terminal Number: Trace Log Storage Directory. - Chunnel Support (Special Use Orr) ServerAddresr. r Send Chunnel ft r Tracing Enabled OK y— Cancel 4r Connection Setup General Connections I Ema#Option 1 Iraer.Agepey O s I Mt"gerrcy RMS I - Connection Type, t ` Echo Test r Datamaxx CommnSery California CLETS Michigan LEIN !" San Mateo, CA r DMPP 2020-Wyom40 i r RSS Gateway r Oregon LED$ Host 1P Ackhesr_1 Host Port: HostPort:]9500 Locar isev Part:13340 .4 11 4K 11 Cancel ✓ Run RSS.exe and verify operation. MCC ✓ Obtain a functional Windows 2000 Workstation (Can be the same as E911/RSS) ✓ Assign IP address ✓ Install and configure RiMS client ✓ Install MCC.exe and configure using configuration settings below: ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 7 3/27/2007 General I Connections I State Interface Photo Settings I Email Options I External Interface I Photograph Quality r GraYscale r None ro 256 Color Photograph Reduction To reduce the time to send a photograph, you can reduce the quality of the image. Specify the final reduction in % (e.g,10,15r = l f—u l Cancel ✓ Run RSS.exe and verify operation. ANNEX D — PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 8 3/27/2007 Comprehensive Emergency Management Plan 1 1ration' r General Connections I State Interface I Photo Settings EmailOptions I External Interface I Connection Type — - TCP/IPSetup - Encryption - r- TCPAP Port Number: EM r AES 128 -bit Encryption r Dataradio Password: i I - Heartbeat Setup (TCPAP Orly) Datarado Setup r Assert RTS r Use Heartbeat Interval (sec):Baud Com Port r . � Use DTR Hard. Flow Control I Rate: r [7Use RTS Hard. Flow Control j Timeout (sect .i Cancel .firp : �hA:ryEi• General I Connections State Interface I Photo Settings I Email Options I External Interface - State Interface - - RiMS State Switch Server r None Port: r ' r Datamaxx Address: C ASS r For State Only (Show Low PD Orly) LA JDIC r Use Vehicle Unit ID to Assign State ID (TCPAP Only) IF ----UK — ----- Cancel General I Connections I State Interface Photo Settings I Email Options I External Interface I Photograph Quality r GraYscale r None ro 256 Color Photograph Reduction To reduce the time to send a photograph, you can reduce the quality of the image. Specify the final reduction in % (e.g,10,15r = l f—u l Cancel ✓ Run RSS.exe and verify operation. ANNEX D — PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 8 3/27/2007 Comprehensive Emergency Management Pian ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 9 312712007 Comprehensive Emergency Management (Plan Minimum Facility Considerations ❑ Space Does the facility include sufficient space to set-up 2 servers and a minimum of 4 workstations at a minimum of 4 designated workspaces? Does the facility already contain desks/tables and chairs? u Environment Is the facility's heating and air conditioning controllable? Does the facility provide protection from water and weather? Is the facility secure? Can access to the facility be controlled? ❑ Power Does the facility contain adequate, stable power for a minimum of 10 computer devices, monitors and printers? Does the facility include UPS back-up power? Does the facility include a back-up generator? u Communications Does current and back-up radio coverage include all areas of the facility? Does the facility include telephone service? Does the facility include broadband Internet service? ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 10 3/2712007 Comprehensive Emergency Management Plan Notification Information Mark Rinkel IT Manager (415)720-7822 (Nextel) (415)458-5302 (Desk) (415)497-9757 (Home Cell) (415)509-5302 (Home Cell #2) 221 Baypoint Drive San Rafael, CA mark.rinkel@cityofsanrafael.org mark(a)markrinkel.com Jim Hayes Network Support Analyst (415)725-0062 (Nextel) (415)485-3028 (Desk) (707)585-6220 (Home) 1151 Elvera St Rohnert Park, CA Jim. haves @..ci.san-rafael.ca.us Getahun "Getty' Ejigou Network Support Analyst (415)497-5272 (Cell) (415)485-3362 (Desk) (415)785-7289 211 Laurel, #1 San Rafael, CA 94901 Gettv.eiiaou anci.san-rafael.ca.us (work email) ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 11 312712007 Comprehensive Emergency Management Plan Damage Assessment Checklist Pix Firewall Police Network SRPD-NT4 O/S SQL Server RIMS DB SRPD COMM RSS MCC E911 , Cisco 2600 1 Mobile Frame DOJ Frame County DSL Dispatch Wksts Other Wksts SR -FIRE O/S SQL Server RIMS DB Vision DBs SR-FIRECOMM ` RSS ' MCC E911 Dispatch Wksts Other Wksts ANNEX D - PUBLIC SAFETY IT CONTINGENCY PLAN PAGE 12 312712007