HomeMy WebLinkAboutAGENDA REPORT 2022 0420 CCSA JNT DC ITEM 09BCITY OF MOORPARK, CALIFORNIA
City Council Meeting
of April 20, 2022
ACTION DISASTER COUNCIL MOVED TO
RECOMMEND APPROVAL OF THE 2022
MOORPARK EMERGENCY OPERATIONS
PLAN. (ROLL CALL VOTE: UNANIMOUS).
ADOPTED RESOLUTION NO. 2022-4086.
(ROLL CALL VOTE: UNANIMOUS).
BY A. Hurtado.
B. (DISASTER COUNCIL/CITY COUNCIL) Consider Resolution Approving the 2022
City of Moorpark Emergency Operations Plan Update and Rescinding Resolution
No. 2014-3312. Staff Recommendation: 1) Disaster Council - Recommend
approval of the 2022 City of Moorpark Emergency Operations Plan; and 2) City
Council - Adopt Resolution No. 2022-4086, approving the 2022 City of Moorpark
EOP, and rescinding Resolution No. 2014-3312, subject to EOP final language
approval by the City Manager, and authorize the Mayor to sign a promulgation
letter constituting the adoption of the EOP by the City of Moorpark. (ROLL CALL
VOTE REQUIRED) (Staff: Mack Douglass, Program Manager)
Item: 9.B.
MOORPARK CITY COUNCIL
MOORPARK DISASTER COUNCIL
AGENDA REPORT
TO: Honorable City Council and Disaster Council
FROM: Mackenzie Douglass, Program Manager
DATE: 04/20/2022 Regular Meeting
SUBJECT: Consider Resolution Approving the 2022 City of Moorpark Emergency
Operations Plan Update and Rescinding Resolution No. 2014-3312
SUMMARY
Staff recommends adoption of an update to the City’s Emergency Operations Plan. The
existing Plan has not received a comprehensive update since July 2014. The proposed
update will ensure that the City’s Emergency Operations Plan conforms to current laws
and regulations and ensures the City’s ongoing eligibility for numerous Planning and
Emergency Management related grant programs.
BACKGROUND
Cities and counties in California are required to maintain an Emergency Operations Plan
(EOP) pursuant to SEMS, the Standardized Emergency Management System (Title 19,
California Code of Regulations). The City’s EOP was last updated in 2014.
In July 2021, the City selected Terra Firma Enterprises to prepare a comprehensive
update to the 2014 EOP. As part of the update, Terra Firma Enterprises coordinated with
City Emergency Management staff to conduct meetings and collect input from
stakeholders, including all City Departments, the Ventura County Fire Department, the
Moorpark Police Department, and the Moorpark Unified School District.
In addition, City staff organized two virtual, town hall style meetings to gather input from
the public. The virtual town hall meetings were held on February 23 and March 1, 2022.
The input and information gathered from these outreach efforts were incorporated into
the EOP update by Terra Firma Enterprises and subsequently validated by City staff.
Item: 9.B.
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Honorable City Council and Disaster Council
04/06/2022 Regular Meeting
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DISCUSSION
The Emergency Operations Plan is itself an extension of the California Emergency Plan,
and establishes a coherent plan for emergency preparedness, response, and recovery
operations.
The 2022 EOP is compliant with the California Standardized Emergency Management
System (SEMS) and the National Incident Management System (NIMS). Both SEMS and
NIMS are based on responding to emergencies by utilizing the Incident Command
System (ICS).
An electronic version of the EOP is attached to the accompanying resolution adopting the
revised plan. A hard copy of the EOP has been provided to the City Council under
separate cover. A public review copy is available at the City Hall. The public review copy
does not include confidential appendices that contain contact information and other
sensitive details.
The City of Moorpark 2022 EOP does borrow some provisions from the previous 2014
EOP, but on the whole, the document has undergone numerous changes and should be
considered a fundamentally new document. For this reason, no legislative version of
changes is available.
Project Description
The EOP update was undertaken with the following goals in mind:
• Reflect current best practices and format, including streamlining the basic plan.
• Identify gaps in the 2014 EOP and incorporate changes to address those gaps.
• Meet current state and federal standards.
• Incorporate cultural competence measures into the plan as outlined in SB 160 to
ensure that the diverse cultural and linguistic needs of all residents are addressed.
• Address requirements outlined in AB 477 Emergency Preparedness: Vulnerable
Populations to directly integrate emergency planning for individuals with access
and functional needs.
• Utilize the Cal OES Crosswalk and Comprehensive Preparedness Guide Plan
Analysis Tool to ensure compliance with SEMS and NIMS.
• Complement Ventura County Emergency Operations Plan and the State of
California Emergency Plan.
In addition to standard title changes and reference updates typical of a normal plan
update, more significant changes to the EOP include:
• Changes to Emergency Operations Center Organization, including:
o Addition of a Multi-Agency Coordination Group to better align with standard
NIMS language.
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Honorable City Council and Disaster Council
04/06/2022 Regular Meeting
Page 3
• Updated EOP Checklists to make navigation easier for Emergency Operations
Center Staff.
• Electronic version updated to include a hyperlinked Table of Contents for a single
EOP file instead spreading information across multiple files.
• Disabled, Access and Functional Needs Guidance has been directly integrated
instead of included as an annex.
• Revised Action Planning Guidance consistent with Federal Emergency
Management Agency (FEMA) guidelines.
• Updated Standing Objectives and assigned roles to appropriate EOC Sections.
• Updated Financial Management Information and Graphics consistent with industry
best practices.
• Revised Change of Shift Form.
• Revised Resource Request Form.
• Revised Procurement Justification Form.
• Updated DLAN and VC Alert Procedures.
In addition to the foregoing changes, the Emergency Operations Staffing list has been
updated to reflect staffing changes and include back-up staff for key positions. This will
allow staff selected as alternates to train for their roles before they are called upon to fill
them.
Following City Council adoption of the EOP, staff will submit the document to the Ventura
County Sheriff's Office of Emergency Services for inclusion in the Ventura County
Operational Area Plans Library.
FISCAL IMPACT
There is no fiscal impact associated with adoption of the Emergency Operations Plan.
COUNCIL GOAL COMPLIANCE
This action does not support a current strategic directive.
STAFF RECOMMENDATION (ROLL CALL VOTE REQUIRED)
1. Disaster Council – Recommend approval of the 2022 City of Moorpark
Emergency Operations Plan; and
2. City Council – Adopt Resolution No. 2022-_____, approving the 2022 City of
Moorpark EOP, and rescinding Resolution No. 2014-3312, subject to EOP final
language approval by the City Manager, and authorize the Mayor to sign a
promulgation letter constituting the adoption of the EOP by the City of Moorpark.
Attachment: Draft Resolution No. 2022-____
31
ATTACHMENT
RESOLUTION NO. 2022-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MOORPARK, CALIFORNIA, ADOPTING THE 2022 CITY OF
MOORPARK EMERGENCY OPERATION PLAN, AND
RESCINDING RESOLUTION NO. 2014-3312
WHEREAS, the City of Moorpark recognizes the threat that emergencies pose to
people and property within the community; and
WHEREAS, undertaking emergency preparedness and planning incident
management will reduce the potential for harm to people and property from future
emergencies; and
WHEREAS, an Emergency Operations Plan (EOP) has been prepared consistent
with the requirements of the National Incident Management System and the California
Standardized Emergency Management System; and
WHEREAS, the Moorpark Disaster Council and the City Council have reviewed
the EOP at a joint meeting held on April 20, 2022, finding the EOP is consistent with the
requirements of Chapter 2.48, Emergency Preparedness, of the Moorpark Municipal
Code and defines the scope of preparedness and emergency management activities
necessary for the City to meet any condition constituting a local emergency or state of
emergency, and provides for the organization, powers and duties, services, and staff of
the emergency organization; and
WHEREAS, the Moorpark Disaster Council has recommended approval of the
EOP.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MOORPARK DOES
HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The 2022 Emergency Operations Plan, included as Exhibit “A” to
this resolution, entitled "City of Moorpark Emergency Operations Plan" is hereby adopted,
subject to final language approval by the City Manager, County of Ventura Sheriff's Office
of Emergency Services, and California Office of Emergency Services.
SECTION 2. The City of Moorpark recognizes the 2022 City of Moorpark
Emergency Operations Plan as a document containing multiple Appendices and that
those Appendices will be updated regularly.
SECTION 3. The 2014 Emergency Operations Plan approval are rescinded,
including rescinding Resolution No. 2014-3312.
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Resolution No. 2022-___
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SECTION 4. The City Clerk shall certify to the adoption of this resolution and
shall cause a certified resolution to be filed in the book of original resolutions.
PASSED AND ADOPTED this 20th day of April, 2022.
________________________________
Janice S. Parvin, Mayor
ATTEST:
____________________________
Ky Spangler, City Clerk
Attachment: Exhibit “A” - City of Moorpark 2022 Emergency Operations Plan
33
City of Moorpark
2022
EMERGENCY
OPERATIONS
PLAN
EXHIBIT A
Resolution No. 2022-____
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This plan was developed by Terra Firma Enterprises in coordination with the City of Moorpark to improve
emergency preparedness, response, and recovery and to satisfy the Standardized Emergency
Management System requirements as presented in Title 19 of the California Code of Regulations and the
National Incident Management System. It is understood that disaster preparedness is not an exact
science, and this Emergency Operations Plan does not guarantee the safety of any individual, structure,
asset or organization in a disaster. Terra Firma Enterprises assumes no liability for fatalities, injuries,
property damage or financial loss resulting from a disaster.
ACKNOWLEDGMENTS
The following vital documents were used as reference information in compiling this plan:
FEMA Comprehensive Preparedness Guide (CPG) 101: “Developing and Maintaining Emergency
Operations Plans,” 2020 (draft v0.5)
FEMA Comprehensive Preparedness Guide (CPG) 502: “Considerations for Fusion Center and
Emergency Operations Center Coordination" ‐ 2010
Cal OES: “Local Government Emergency Planning Guidance”
Cal OES: “SEMS Guidelines” ‐ 2009
Cal OES: “State of California Emergency Plan” ‐ 2017
City of Moorpark Emergency Operations Plan – 2015
City of Moorpark 2000‐2005 Safety Element, March 2001
Technical Background Report for the Safety Element, August 2000
Ventura County Multi‐Hazard Mitigation Plan – 2015 (City of Moorpark is included in this plan)
Resolution No. 2022-____
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022
i
Table of Contents
ACKNOWLEDGMENTS ......................................................................................................................................... i
INTRODUCTION.................................................................................................................................................. 1
FOREWORD ................................................................................................................................................... 1
ASSUMPTIONS: .............................................................................................................................................. 1
EMERGENCY MANAGEMENT GOALS: .............................................................................................................. 1
ORGANIZATION OF THE EMERGENCY OPERATIONS PLAN (EOP): ....................................................................... 1
ACTIVATION OF THE EOP AND THE EOC: .......................................................................................................... 2
APPROVAL AND PROMULGATION: .................................................................................................................. 2
MAINTENANCE OF EOP: .................................................................................................................................. 2
LETTER OF PROMULGATION ........................................................................................................................... 3
RECORD OF REVISIONS .................................................................................................................................. 4
DISTRIBUTION LIST ........................................................................................................................................ 5
DEPARTMENT/AGENCY CONCURRENCE ......................................................................................................... 6
PART ONE – BASIC PLAN ..................................................................................................................................... 7
SECTION ONE ‐ OVERVIEW ............................................................................................................................. 7
PURPOSE .............................................................................................................................................................. 7
SCOPE ................................................................................................................................................................... 7
PHASES OF EMERGENCY MANAGEMENT ............................................................................................................. 7
PUBLIC AWARENESS AND EDUCATION ................................................................................................................ 9
AMERICANS WITH DISABILITIES ACT / DISABILITY, ACCESS, AND FUNCTIONAL NEEDS .................................... 10
DISASTER ANIMAL CARE CONSIDERATIONS ....................................................................................................... 13
TRAINING AND EXERCISES.................................................................................................................................. 13
ALERTING AND WARNING .................................................................................................................................. 14
SECTION TWO ‐ STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) .............................................. 15
SECTION THREE ‐ NATIONAL INCIDENT MANAGEMENT SYSTEM .................................................................... 23
GENERAL ............................................................................................................................................................ 23
NIMS COMPONENTS .......................................................................................................................................... 23
SECTION FOUR – CITY OF MOORPARK EMERGENCY MANAGEMENT ORGANIZATION ..................................... 25
GENERAL ............................................................................................................................................................ 25
CONCEPT OF OPERATIONS ................................................................................................................................. 25
EMERGENCY MANAGEMENT ORGANIZATION AND RESPONSIBILITIES ............................................................. 25
CITY OF MOORPARK’S EOC ................................................................................................................................ 30
CITY EOC ACTIVATION POLICY ............................................................................................................................ 31
EMPLOYEE RESPONSE ........................................................................................................................................ 32
SECTION FIVE ‐ CONTINUITY OF GOVERNMENT ............................................................................................. 35
PURPOSE ............................................................................................................................................................ 35
RESPONSIBILITIES ............................................................................................................................................... 35
PRESERVATION OF LOCAL GOVERNMENT ......................................................................................................... 35
LINES OF SUCCESSION FOR OFFICIALS CHARGED WITH DISCHARGING EMERGENCY RESPONSIBILITIES .......... 35
ALTERNATE CITY HALL ........................................................................................................................................ 36
PRESERVATION OF VITAL RECORDS ................................................................................................................... 36
Resolution No. 2022-____
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022
INTRODUCTION ii
LINES OF SUCCESSION FOR DEPARTMENT HEADS ............................................................................................. 38
SECTION SIX ‐ MUTUAL AID ........................................................................................................................... 39
INTRODUCTION .................................................................................................................................................. 39
MUTUAL AID SYSTEM AND REGIONS ................................................................................................................. 39
MUTUAL AID COORDINATORS ........................................................................................................................... 39
VOLUNTEER AND PRIVATE AGENCIES ................................................................................................................ 40
POLICIES AND PROCEDURES .............................................................................................................................. 40
CITY OF MOORPARK MUTUAL AID AGREEMENTS .............................................................................................. 41
SECTION SEVEN ‐ AUTHORITIES AND REFERENCES ......................................................................................... 45
GENERAL ............................................................................................................................................................ 45
AUTHORITIES ...................................................................................................................................................... 45
REFERENCES ....................................................................................................................................................... 47
SECTION EIGHT –HAZARD SUMMARY FOR CITY OF MOORPARK ..................................................................... 49
CITY OVERVIEW .................................................................................................................................................. 49
SECTION NINE ‐ LIST OF ACRONYMS AND ABBREVIATIONS ............................................................................ 51
SECTION TEN ‐ GLOSSARY OF TERMS ............................................................................................................. 53
PART TWO – EOC POSITION CHECKLISTS ............................................................................................................ 65
CITY OF MOORPARK EOC ORGANIZATION CHART .......................................................................................... 65
RESPONSIBILITIES CHART .............................................................................................................................. 66
COMMON EOC RESPONSIBILITIES .................................................................................................................. 67
MANAGEMENT SECTION – GENERAL INFORMATION ..................................................................................... 69
MANAGEMENT FUNCTION ORGANIZATION CHART ....................................................................................... 71
MANAGEMENT SECTION STAFF ..................................................................................................................... 71
MULTI‐AGENCY COORDINATION GROUP ........................................................................................................... 73
CITY COUNCIL ..................................................................................................................................................... 75
EOC DIRECTOR ................................................................................................................................................... 77
PUBLIC INFORMATION OFFICER ......................................................................................................................... 81
EOC COORDINATOR / LIAISON OFFICER ............................................................................................................. 87
LEGAL OFFICER ................................................................................................................................................... 91
SAFETY OFFICER ................................................................................................................................................. 93
SECURITY OFFICER .............................................................................................................................................. 95
OPERATIONS SECTION ‐ GENERAL INFORMATION.......................................................................................... 97
OPERATIONS SECTION ORGANIZATION CHART .............................................................................................. 98
OPERATIONS SECTION STAFF ........................................................................................................................ 98
OPERATIONS SECTION COORDINATOR ............................................................................................................ 101
FIRE/MEDICAL HEALTH BRANCH ...................................................................................................................... 105
POLICE BRANCH ............................................................................................................................................... 109
BUILDING AND SAFETY BRANCH ...................................................................................................................... 115
PUBLIC WORKS BRANCH .................................................................................................................................. 119
CARE AND SHELTER BRANCH ........................................................................................................................... 125
PLANNING/INTELLIGENCE SECTION ‐ GENERAL INFORMATION .................................................................... 129
PLANNING/INTELLIGENCE SECTION ORGANIZATION CHART ........................................................................ 130
PLANNING/INTELLIGENCE SECTION STAFF ................................................................................................... 131
PLANNING SECTION COORDINATOR ................................................................................................................ 133
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INTRODUCTION iii
SITUATION STATUS UNIT ................................................................................................................................. 137
DOCUMENTATION UNIT................................................................................................................................... 141
ADVANCE PLANNING UNIT .............................................................................................................................. 143
RECOVERY PLANNING UNIT ............................................................................................................................. 145
GIS MAPPING UNIT .......................................................................................................................................... 149
DEMOBILIZATION UNIT .................................................................................................................................... 151
LOGISTICS SECTION ‐GENERAL ..................................................................................................................... 153
LOGISTICS SECTION ORGANIZATION CHART ................................................................................................ 154
LOGISTICS SECTION STAFF ........................................................................................................................... 155
LOGISTICS SECTION COORDINATOR ................................................................................................................. 157
PROCUREMENT/PURCHASING UNIT ................................................................................................................ 161
INFORMATION SYSTEMS UNIT ......................................................................................................................... 165
PERSONNEL UNIT ............................................................................................................................................. 167
FACILITIES UNIT ................................................................................................................................................ 171
TRANSPORTATION UNIT ................................................................................................................................... 173
FINANCE/ADMINISTRATION SECTION ‐ GENERAL ........................................................................................ 175
FINANCE/ADMINISTRATION SECTION ORGANIZATION CHART ..................................................................... 177
FINANCE/ADMINISTRATION SECTION STAFF ............................................................................................... 177
FINANCE/ADMINISTRATION SECTION COORDINATOR .................................................................................... 179
TIME KEEPING UNIT ......................................................................................................................................... 183
COST ANALYSIS UNIT ........................................................................................................................................ 185
COST RECOVERY UNIT ...................................................................................................................................... 187
COMPENSATION/CLAIMS UNIT ........................................................................................................................ 189
SUPPORT DOCUMENTATION ........................................................................................................................... 191
MANAGEMENT SUPPORT DOCUMENTATION .............................................................................................. 193
LOCAL AND STATE EMERGENCY PROCLAMATIONS ......................................................................................... 195
CITY OF MOORPARK’S MUNICIPAL CODE ‐ EMERGENCY ORGANIZATION AND FUNCTIONS ........................... 203
CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID AGREEMENT ........................................... 207
THE PUBLIC INFORMATION OFFICER (PIO) SUPPORT DOCUMENTS ................................................................ 211
MEDIA PHONE LIST ‐ RADIO/TV/PRINT ............................................................................................................ 217
MEDIA RELATIONS DOS AND DON’TS .............................................................................................................. 219
SAMPLE MESSAGES FOR RELEASE TO THE PUBLIC AND MEDIA ...................................................................... 222
MEDIA ACCREDITATION PROCEDURES ............................................................................................................ 230
FEDERAL AVIATION REGULATIONS .................................................................................................................. 234
EOC VISITOR CONTROL PROCEDURES .............................................................................................................. 236
OPERATIONS SUPPORT DOCUMENTATION .................................................................................................. 238
ALERT AND WARNING ‐ ALERT AND WARNING PROCEDURES ........................................................................ 240
ACCESS AND FUNCTIONAL NEEDS CONSIDERATIONS ...................................................................................... 244
FUNCTIONAL PLANNING AREAS TO CONSIDER ................................................................................................ 246
DISABLED, ACCESS AND FUNCTIONAL NEEDS (DAFN) ..................................................................................... 254
COUNTY, STATE AND FEDERAL ROLES AND RESPONSIBILITIES ........................................................................ 254
SHELTER IN‐PLACE INSTRUCTIONS ................................................................................................................... 258
NATIONAL WEATHER SERVICE ISSUANCES ...................................................................................................... 260
EMERGENCY POTABLE WATER PROCUREMENT & DISTRIBUTION ................................................................... 262
WATER CONCEPT OF OPERATIONS .................................................................................................................. 263
PLANNING/INTELLIGENCE SUPPORT DOCUMENTATION .............................................................................. 266
ACTION PLANNING ........................................................................................................................................... 268
PLANNING P TOOL............................................................................................................................................ 271
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INTRODUCTION iv
STANDING OBJECTIVES ‐ EMERGENCY OPERATIONS CENTER ......................................................................... 272
AFTER ACTION/CORRECTIVE ACTION REPORTS ............................................................................................... 274
LOGISTICS SUPPORT DOCUMENTATION ...................................................................................................... 280
CONSIDERATIONS FOR FEEDING ‐ EOC SUPPORT AND FIELD STAFF ................................................................ 282
ANIMAL CARE ................................................................................................................................................... 284
REQUESTING CRITICAL INCIDENT STRESS MANAGEMENT (CISM) PROCEDURES ............................................ 286
GUIDELINES FOR UTILIZATION OF VOLUNTEERS ............................................................................................. 288
FINANCE/ADMINISTRATION SUPPORT DOCUMENTATION ........................................................................... 292
DISASTER ACCOUNTING RECORDS ................................................................................................................... 294
DO’S AND DON’TS FOR USING DISASTER ACCOUNTING RECORDS .................................................................. 296
LOCAL DISASTER FINANCIAL MANAGEMENT ACTIVITIES BY PHASE ................................................................ 298
PUBLIC ASSISTANCE OVERVIEW ....................................................................................................................... 300
PROCEDURES FOR APPLYING FOR FINANCIAL ASSISTANCE ............................................................................. 302
FEMA CATAGORIES OF WORK .......................................................................................................................... 306
TYPES OF RECOVERY PROGRAMS..................................................................................................................... 308
HAZARD MITIGATION ....................................................................................................................................... 310
SUPPORT DOCUMENTATION ‐ FORMS ......................................................................................................... 314
PIO STATUS LOG ............................................................................................................................................... 316
CITY OF MOORPARK EOC VISITATION REQUEST FORM ................................................................................... 318
EOC CHANGE OF SHIFT BRIEFING WORKSHEET ............................................................................................... 320
EOC CHECK‐IN LIST (ICS‐211) ............................................................................................................................ 322
ACTIVITY LOG (ICS 214) .................................................................................................................................... 324
CITY OF MOORPARK DAILY SHELTER ACTIVITY REPORT ................................................................................... 326
CITY OF MOORPARK EOC ACTION PLAN (ICS 201, 202, 203, 205) ................................................................... 328
AFTER ACTION/CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE ................................................... 334
RESOURCE REQUEST FORM ............................................................................................................................. 344
PROCUREMENT TRACKING FORM .................................................................................................................... 346
REQUEST FOR PUBLIC ASSISTANCE .................................................................................................................. 350
DESIGNATION OF APPLICANT’S AGENT RESOLUTION (CAL OES 130) .............................................................. 352
PROJECT ASSURANCES FOR FEDERAL ASSISTANCE .......................................................................................... 354
PROJECT WORKSHEET ...................................................................................................................................... 358
FORCE ACCOUNT LABOR SUMMARY ............................................................................................................... 360
MATERIALS SUMMARY RECORD ...................................................................................................................... 361
CONTRACT WORK SUMMARY .......................................................................................................................... 364
APPENDICES .................................................................................................................................................... 366
APPENDIX A – EOC NOTIFICATION LIST ........................................................................................................ 368
APPENDIX B – OTHER ESSENTIAL CONTACTS ............................................................................................... 372
APPENDIX C –CITY OF MOORPARK INTERNAL CONTACT INFORMATION ....................................................... 374
APPENDIX D –CITY OF MOORPARK EOC FLOORPLAN & ARRIVAL PROCEDURES ............................................ 384
APPENDIX E – CITY EOC PHONE NUMBERS .................................................................................................. 386
APPENDIX F – VENTURA COUNTY AGENCIES SATELLITE PHONE LISTING ....................................................... 388
APPENDIX G – OUTREACH ORGANIZATIONS TO ACCESS AND FUNTIONAL NEEDS POPULATIONS .................. 394
APPENDIX H – CITY OF MOORPARK SECURE LOCATIONS .............................................................................. 396
APPENDIX I – EMERGENCY ALERT SYSTEM ACTIVATION (EAS) PROCEDURES ................................................ 398
APPENDIX J ‐ DLAN QUICK REFERENCE GUIDE ............................................................................................. 400
APPENDIX K ‐ VC ALERT PROCEDURES ......................................................................................................... 404
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INTRODUCTION v
APPENDIX L – AMERICAN RED CROSS SHELTER LISTING ............................................................................... 408
APPENDIX M – LICENSED AND CERTIFIED HEALTHCARE LOCATIONS (2021) .................................................. 410
APPENDIX N – 100‐UNIT MASS CASUALTY TRAILER INVENTORY .................................................................. 412
APPENDIX O – CITY OF MOORPARK CRITICAL FACILITIES .............................................................................. 414
ANNEXES ........................................................................................................................................................ 416
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022
PART ONE – BASIC PLAN 1
INTRODUCTION
FOREWORD
This Emergency Operations Plan (EOP) addresses the City of Moorpark’s planned response to extraordinary
emergency situations associated with natural, human caused or technological disasters. The plan does not
address normal day‐to‐day emergencies, or the well‐established and routine procedures used in coping with
such emergencies. Instead, the operational concepts reflected in this plan focus on potential large‐scale
disasters that can generate unique situations requiring unusual emergency responses and may require the
activation of the City’s Emergency Operations Center (EOC).
This plan is a preparedness document—designed to be read, understood, and exercised prior to an
emergency. It designates the City of Moorpark as part of the California Standardized Emergency
Management System (SEMS) and the National Incident Management System (NIMS).
Each element of the emergency management organization is responsible for assuring the preparation and
maintenance of appropriate and current Standard Operating Procedures (SOPs) resource lists and checklists
that detail how assigned responsibilities are performed to support implementation of the EOP and to ensure
an effective response during a major disaster.
ASSUMPTIONS:
The City is responsible for emergency activities within the City and will commit available resources
to save lives, minimize injury to persons, minimize damage to property and protect the
environment.
The City uses the Incident Command System (ICS), SEMS and NIMS in emergency response
operations.
The Director of Disaster Services is the City Manager or designee and will coordinate the City’s
disaster response in conformance with its Municipal Code.
The City will participate in the Ventura County Operational Area (OA).
The resources of the City will be made available to other local agencies and residents to cope with
disasters affecting this area.
The City will commit its resources to a reasonable degree before requesting mutual aid assistance.
Mutual aid assistance will be requested when disaster relief requirements exceed the City’s ability
to meet them.
EMERGENCY MANAGEMENT GOALS:
Provide effective life safety measures, reduce property loss, and protect the environment.
Provide for the rapid resumption of impacted businesses and community services.
Provide accurate documentation and records required for cost recovery efforts.
ORGANIZATION OF THE EMERGENCY OPERATIONS PLAN (EOP):
Part One ‐ Basic Plan. Overall organizational and operational concepts relative to response and
recovery, as well as an overview of potential hazards.
Part Two ‐ Emergency Response Organization Functions. Description of the emergency response
organization and emergency action checklists and reference material.
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022
PART ONE – BASIC PLAN 2
Appendices – A restricted‐use document ‐ contains the disaster/emergency organization’s
notification numbers, other essential numbers, and secure and sensitive information.
Annexes – Specific Plans that augment the EOP, i.e., Public Safety Power Shutoffs, Disaster Debris
Management Plan, Disaster Recovery Plan, and others. To maintain currency, the annexes shall be
updated independently of the body of the plan and are considered confidential documents.
ACTIVATION OF THE EOP AND THE EOC:
On the order of the City Manager or designee as empowered by the City Municipal Code, provided
that the existence or threatened existence of a Local Emergency has been proclaimed in
accordance with the Code.
When the Governor has proclaimed a State of Emergency in an area including this jurisdiction.
Automatically on the proclamation of a State of War Emergency as defined in California
Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code).
A Presidential Declaration of a National Emergency.
Automatically on receipt of an attack warning or the observation of a nuclear detonation.
APPROVAL AND PROMULGATION:
This EOP will be reviewed by all departments/agencies assigned a primary function in the Emergency
Responsibilities Matrix (in Part 1, Section 4 of this Plan). The EOP will be submitted to the City Council for
review and approval. Upon approval of the City Council, the EOP will be submitted to the Ventura County
Sheriff Offices of Emergency Services (Sheriff OES) for a courtesy review.
MAINTENANCE OF EOP:
The EOP will be reviewed annually to ensure that plan elements are valid and current.
The Emergency Management Program Manager is responsible for revising the EOP that will enhance the
conduct of response and recovery operations and will prepare, coordinate, publish and distribute any
necessary changes to the plan to all City departments and other agencies as shown on the distribution list
on page 5 of this EOP.
Legal Counsel to the City will also review documents that provide the legal basis for emergency planning to
ensure compliance with SEMS/NIMS requirements and modify, as necessary.
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022
PART ONE – BASIC PLAN 3
Approval Date: ________________________
LETTER OF PROMULGATION
TO: OFFICIALS, EMPLOYEES, AND CITIZENS OF THE CITY OF MOORPARK
The preservation of life and property is an inherent responsibility of local, state, and federal government.
The City of Moorpark has prepared this Emergency Operations Plan (EOP) to ensure the most effective
and economical allocation of resources for the maximum benefit and protection of the civilian population
in time of emergency.
While no plan can prevent death and destruction, good plans carried out by knowledgeable and well‐
trained personnel can and will minimize losses. This plan establishes the emergency organization, assigns
tasks, specifies policies and general procedures, and provides for coordination of planning efforts of the
various emergency staff and service elements utilizing the Standardized Emergency Management System
(SEMS) 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 to any emergency.
This Emergency Operations Plan is an extension of the Ventura County Emergency Operations Plan and
the State of California Emergency Plan. It will be reviewed and exercised periodically and revised as
necessary to meet changing conditions.
The City Council gives its full support to this plan and urges all officials, employees, and citizens,
individually and collectively, to do their share in the whole community emergency effort in the City of
Moorpark.
This EOP will become effective on approval by the City Council.
__________________________
Janice S. Parvin
Mayor
City of Moorpark
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RECORD OF REVISIONS
Change # Date
Summary of Change Page Numbers Entered By
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DISTRIBUTION LIST
Departments/Agencies Receiving Copies of the EOP: No. of
Copies
Mayor 1
City Council 4
Director of Disaster Services (City Manager) 1
Assistant City Manager 1
City Attorney 1
City Clerk 1
City Engineer/Public Works Director 1
Community Development Director 1
Finance Director 1
Library, City (Catalogued as Reference Volume) 1
EOC 8
Moorpark Police Department (Ventura County Sheriff) 1
Ventura County Fire Protection District 1
Ventura County Operational Area – Ventura County Sheriff's OES 1
TOTAL DISTRIBUTED COPIES 24
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DEPARTMENT/AGENCY CONCURRENCE
DEPARTMENT TITLE CONTACT NAME
City Attorney Attorney Kevin Ennis
City Manager’s Office
(Director of Disaster Services) City Manager Troy Brown
City Manager’s Office Assistant City Manager PJ Gagajena
Community Development
Department Director Carlene Saxton
Finance Department Director Vivien Avella
Human Resources/Risk Management Human Resources
Manager Arlene Balmadrid
Police Department
(Department Operations Center) Chief Victor Fazio
Public Works City Engineer, Director Daniel Kim
Parks, Recreation & Community
Services Director Jeremy Laurentowski
Ventura County Fire Protection Dist. Battalion Chief Jeff Shea
Ventura County Sheriff’s Office of
Emergency Services Director Patrick Maynard
Signatures are on file with City Manager’s Office.
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PART ONE – BASIC PLAN
SECTION ONE ‐ OVERVIEW
PURPOSE
The Basic Plan addresses the City's planned response to natural, human caused and technological
disasters or emergencies. It provides an overview of operational concepts and identifies components of
the City’s emergency management organization within the SEMS, the NIMS and describes the overall
responsibilities of the federal, state, county and City entities for protecting life, property, the environment
and assuring the overall well‐being of the population.
SCOPE
This EOP:
Describes the organizational structures, roles and responsibilities, policies, and protocols for
providing emergency response and recovery support
Facilitates response and short‐term recovery activities
Is flexible enough for use in all emergencies/disasters
Describes the purpose, situation and assumptions, concept of operations, organization and
assignment of responsibilities, administration and logistics, plan development and maintenance
and authorities and references
Includes pre‐incident and post‐incident public awareness, education and communications plans
and protocols
PHASES OF EMERGENCY MANAGEMENT
Emergency management activities during peacetime and national security emergencies are often
associated with the four emergency management phases indicated below. However, not every
disaster/emergency necessarily includes all indicated phases.
Preparedness
The preparedness phase involves activities taken in advance of an emergency. These activities
develop operational capabilities and effective responses to a disaster/emergency. These actions
might include disaster/emergency planning, training and exercises and public education. Those
identified in this plan as having either a primary or support mission relative to response and recovery
should prepare SOPs and checklists detailing assignments, policies, notification processes, and
resource lists. Staff should be acquainted with these SOPs and checklists through periodic training in
the activation and execution procedures.
Response
Emphasis is placed on saving lives, property, environment, control of the situation and minimizing effects
of the disaster/emergency. Immediate response is accomplished within the affected area by local
government agencies and segments of the private sector.
The emergency management organization will give priority to the following operations:
Dissemination of accurate and timely emergency public information and warning to the public
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Situation analysis
Resource allocation and control
Evacuation and rescue operations
Medical care operations
Medical Examiner operations
Care and shelter operations
Animal care operations
Access and perimeter control
Public health operations
Restoration of vital services and utilities
When local resources are committed to the maximum and additional resources are required, requests
for mutual aid will be initiated through the Ventura County Operational Area. Fire and law
enforcement agencies will request or render mutual aid directly through established channels. Any
action which involves financial outlay by the jurisdiction, or a request for military assistance, must be
authorized by the appropriate local official. If required, Cal OES may coordinate the establishment of
one or more Disaster Support Areas (DSAs) where resources and supplies can be received, stockpiled,
allocated, and dispatched to support operations in the affected area(s).
Depending on the severity of the emergency, a Local Emergency may be proclaimed, the local EOC
may be activated, and Ventura County Operational Area will be advised. The Director of California
Office of Emergency Services (Cal OES) may request a gubernatorial proclamation of a State of
Emergency. Should a State of Emergency be proclaimed, state agencies will, to the extent possible,
respond to requests for assistance. These activities will be coordinated with the Cal OES Director.
Cal OES may also activate the State Operations Center (SOC) in Sacramento to support Cal OES Regions,
state agencies and other entities in the affected areas and to ensure the effectiveness of the state's SEMS.
The State Regional EOC (REOC) in Los Alamitos, or an alternate location, will support the Ventura County
Operational Area.
If the Governor requests and receives a Presidential declaration of an Emergency or of a Major Disaster
under Public Law 93‐288, the Governor will appoint a State Coordinating Officer (SCO). The SCO and an
appointed Federal Coordinating Officer (FCO) will coordinate and control state and federal recovery efforts
in supporting local operations. All emergency response efforts and initial recovery support may be
coordinated by the REOC.
Recovery
As soon as possible, the Director of Cal OES, operating through the SCO, will bring together representatives
of federal, state, county, and city agencies, as well as representatives of the American Red Cross and other
Non‐Governmental Organizations (NGOs), to coordinate the implementation of assistance programs and
establishment of support priorities. Local Assistance Centers (LACs) or telephonic centers may also be
established, providing a "one‐stop" service to initiate the process of receiving federal, state, local, and non‐
profit volunteer recovery assistance.
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The recovery period has major objectives that may overlap, including:
Reinstatement of family autonomy
Provision of essential public services
Permanent restoration of private and public property
Identification of residual hazards
Plans to mitigate future hazards
Recovery of costs associated with response and recovery efforts
Mitigation1
Mitigation includes activities that provide a critical foundation in the effort to reduce the loss of life and
property from natural, human‐caused, or technological disasters by avoiding or lessening the impact of a
disaster and providing value to the public by creating safer communities.2 Mitigation seeks to break the
cycle of disaster damage, reconstruction, and repeated damage. Mitigation efforts occur both before and
following disaster events. Post‐disaster mitigation is part of the recovery process. Mitigation tools include:
Local ordinances and statutes (zoning ordinance, building codes and enforcement, etc.)
Structural measures
Tax levy or abatements
Public information and community relations
Land use planning
Professional training
PUBLIC AWARENESS AND EDUCATION
The public's response to any disaster/emergency is based on an understanding of the nature of the
disaster/emergency, the potential hazards, the likely response of emergency services and knowledge of what
individuals and groups should do to increase their chances of survival and recovery.
Pre‐disaster awareness and education programs must be viewed as equal in importance to all other
preparations for emergencies and receive an adequate level of planning. These programs must be
coordinated among local, state, and federal officials to ensure their contribution to emergency
preparedness and response operations. Emergency Public Information procedures are addressed in Part
Two, Management Section Support Documentation.
Use of 2‐1‐1 Information and Referral Services: The City of Moorpark and the County of Ventura
supplement the public information programs with established 2‐1‐1 information and referral services to
increase the public’s access to vital emergency‐related information, including evacuation routes, shelter
locations, road closures, to reduce inappropriate calls to 911 and to make referrals to essential health and
social services. The 2‐1‐1 program improves access to government and non‐profit community services for
1 National Fire Protection Association’s Standard 1600 recommends a fifth “Prevention Phase” to prevent damage
and life impacts from disasters. Federal Emergency Management Agency and Cal OES recognizes “prevention” as a
component of the Mitigation Phase.
2 U.S. Department of Homeland Security National Incident Management System, October 2017, pg.66
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people who are most at risk, including older adults, people with disabilities, non‐English speaking, those
incapacitated by the disaster and people new to their communities.
AMERICANS WITH DISABILITIES ACT / DISABILITY, ACCESS, AND FUNCTIONAL NEEDS
Emergency preparedness and response programs must be made accessible to people with disabilities
and access and functional needs (DAFN) and is required by the Americans with Disabilities Act of 1990
(ADA). Disabilities would include but not be limited to mobility, vision, hearing, cognitive disorders,
mental illnesses and language barriers.
The California Government Code 8593.3 defines “access and functional needs population” as individuals
who have the following conditions:
Developmental or intellectual disabilities
Physical disabilities
Chronic conditions
Injuries
Limited English proficiency or who are non‐English speaking
Older adults
Children
People living in institutionalized settings
Those who are low income, homeless, transportation disadvantaged, including those who are
dependent on public transit
Those who are pregnant
The United States Census Bureau, American Community Survey (ACS)3 estimates the following data for
the City of Moorpark:
6.2% of the population under 65 years of age has a disability
13.4% of the population is 65 years of age and older
27.1% of the population over 5 years who do not speak English “very well” (limited English
Proficiency)
23.6% of the population is under 18 years old
4.4% of the population are in poverty
16.8% of the population are foreign born
The City understands the need to integrate DAFN issues and needs into the EOP to ensure that no segment
of the population is marginalized during a disaster. To accommodate the needs of the whole community,
planners for the City of Moorpark EOP have augmented the following areas in the EOP to fully address
DAFN needs and concerns:
Notification and warning procedures
3 https://www.census.gov/quickfacts/moorparkcitycalifornia, accessed August 16, 2021
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Evacuation considerations
Emergency transportation issues
Sheltering requirements
Accessibility to medications, refrigeration, and back‐up power
Accessibility to mobility devices or service animals while in transit or at shelter
Accessibility to information and translation services
ADA / DAFN Concept of Operations
Pre‐Response Actions
The following is a list of items to be completed by the EOC Coordinator / Liaison Officer before an actual
disaster occurs. These items represent ongoing roles and responsibilities:
Develop a general understanding of the City’s DAFN populations, their distribution throughout
the City and their general needs.
Work with City Public Information Officer (PIO) to ensure methods used for alert and warning are
accessible to persons with hearing, speech, and vision disabilities, as well as non‐English speaking
persons.
Work with the Transportation Unit Leader to ensure plans are in place with public and private
providers of accessible transportation to assist, as needed, with the evacuation of persons with
disabilities, access, and functional needs, including identification of a mechanism to track
equipment when life safety requires separation of the equipment from the owner during
evacuation.
Assist the PIO to develop preparedness and pre‐scripted emergency messages and associated
communication methods that are appropriate for all elements of the access and functional needs
community.
In conjunction with the Care and Shelter Coordinator and the ARC, review existing potential
shelter sites regarding compliance with ADA requirements, (access, signage, etc.).
Identify shelters that have access to electricity, or emergency generators for people with
disabilities who may need such support for battery‐powered wheelchairs, respirators, light
computers, and other such electronic assistance devices.
Identify sources for support resources such as durable medical equipment (i.e., wheelchairs,
walkers, and canes), personal hygiene supplies, skilled staff (such as translators, persons who can
assist with activities of daily living, etc.).
Ensure policies and procedures have been developed for the assessment of need and approval
for replacement of medication and durable medical equipment (including equipment repair).
Ensure language has been incorporated or changed in policy and procedure revisions that allows
for service/companion animals in shelters.
Response Actions
The EOC Coordinator / Liaison Officer is the leader for the DAFN in the Care and Shelter Branch of the
Operations Section in the City EOC. Since DAFN considerations are included in so many aspects of an
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emergency response, the EOC Coordinator / Liaison Officer will be working in coordination with many of
the City EOC representatives. The EOC Coordinator / Liaison Officer is responsible for ensuring that
DAFN are planned for and have the same services available to them as the rest of the community.
Coordination will take place on a variety of levels including, but not limited to:
Public Information Officer ‐ Work to provide approved messages that are accessible to all sectors
within the DAFN population, including the persons that are hearing and sight impaired and those
who require messages in a different language.
Care and Shelter ‐ Work to accommodate DAFN in the shelter locations, ensuring that medical
and health services are available, including access to medications, medical supplies, counseling,
translation services, etc.
Care and Shelter/Animal Services ‐ Work to address the needs of service animals that are serving
evacuees of the DAFN population. (Service animals are allowed in approved shelters and will be
accommodated for through coordination with the Care and Shelter Branch.)
Logistics Section ‐ Transportation ‐ Work to address the access and transportation needs of DAFN,
including the use of paratransit companies, vehicles, and equipment. The Transportation
Coordinator and the EOC Coordinator / Liaison Officer will work closely together during
evacuation operations.
Logistics Section ‐ Procurement ‐ Work to coordinate the procurement and purchasing of DAFN
equipment and supplies. A large portion of efforts will be focused on transportation and care and
shelter operations.
Volunteer/Service Representatives ‐ Work with volunteer representatives and their respective
organizations to address the needs of DAFN.
Post‐Response Actions
Post‐response actions will include initial damage assessment, continuation of public services for the
disabilities, access, and functional needs population. Many of the services will need to be provided in the
response phase, as well as the recovery phase. Entities that were needed to provide services to meet the
immediate disaster needs will implement their respective continuity plans to continue services following
the initial response.
In planning for emergencies, all these individual differences make it important for every household and
each individual to consider what they need in their plans and their supplies:
Households with children should understand the school’s plan where the children will stay safe,
if adults in the household need to shelter in other locations, until the immediate hazard is over.
Individuals who are deaf or hard of hearing should make sure that they can receive emergency
alerts and warnings in an accessible form.
Individuals who require accessible transportation should work with their local paratransit and
disability service providers to make an emergency plan.
People who speak languages other than English may need to identify sources of alerts and
warnings and information about community plans in other languages.
People without vehicles should know local plans for public transportation and may need to
arrange for transportation from local government, organizations or others.
Households with infants should plan for food and supplies for infants and nursing mothers.
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People with dietary needs should have adequate emergency food supply to meet their needs.
People who take medications should maintain an adequate supply and copies of their
prescriptions.
People with service animals should work with local emergency management to ensure that their
service dog will be admitted to shelters with them during emergencies (as required by law) and
should make sure their emergency kit supplies include food and other items for their service
animal.
People who require power for medical or other assistive devices should consider how they will
maintain the use of these devices if there is a loss of power. Keep extra batteries for small devices
(hearing aids, cell phones for example) and consider obtaining and learning how to use a
generator for home use and carrying a charger when away from home, especially when loss of
power may jeopardize health or safety.
DISASTER ANIMAL CARE CONSIDERATIONS
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs that state and local
emergency preparedness plans address the needs of people with pets and service animals after a major
disaster, including the rescue, care and sheltering of animals. The needs of animals during a disaster have been
incorporated into this plan, especially in the areas of transportation and care and shelter activities.
TRAINING AND EXERCISES
The City’s Emergency Management Organization conducts regular training and exercising of city staff in
the use of this plan and other specific training as required for compliance with both SEMS and NIMS. The
Program Manager for the Emergency Management Division is responsible for coordinating, scheduling,
and documenting the training and exercises.
The objective is to train and educate public officials, disaster/emergency response personnel and
volunteers. Both training and exercises are important components to prepare staff for managing disaster
operations.
Training includes classroom instruction and drills. All staff who may participate in emergency response in
the EOC, in department operating centers (DOCs) or at the field level must receive appropriate
SEMS/NIMS/ICS training. Refer to Cal OES’s Training Matrix on their website for specific SEMS/NIMS/ICS
classes and target audiences.
Regular exercises are necessary to maintain the readiness of operational procedures. Exercises provide
staff with an opportunity to become thoroughly familiar with the procedures, facilities and systems which
will be used in a disaster. Annual exercises are required by both SEMS and NIMS.
The Emergency Management Program Manager will conduct regular training and exercising of EOC staff in
the use of this plan and other specific training as required for compliance with both SEMS and NIMS. The
Emergency Management Program Manager is also responsible for coordinating, scheduling and
documenting the training and exercises
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ALERTING AND WARNING
Warning is the process of alerting governmental forces and the public to the threat of imminent
extraordinary danger. Dependent upon the nature of the threat and the population group at risk,
warning can originate at any level of government.
Success in saving lives and property depends on the timely dissemination of warning and emergency
information to persons in threatened areas. Local government is responsible for warning the populace of
the jurisdiction. The City utilizes various modes to alert and warn the community. Special attention is
paid to those population groups that may need additional alerting and warning assistance, i.e., persons
that are hard of hearing or visually impaired, persons that do not speak English, etc. The various systems
are described and the "Emergency Conditions and Warning Actions" through which these systems may be
accessed is in Part Two, Operations Section Support Documentation.
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SECTION TWO ‐ STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
GENERAL
The SEMS has been adopted by the City for managing response to multi‐agency and multi‐jurisdiction
emergencies and to facilitate communications and coordination between all levels of the system and
among all responding agencies. California Code of Regulations (CCR), Title 19, Division 2, Chapter 1
establishes the standard response structure and basic protocols to be used in emergency response and
recovery.
SEMS incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and
existing mutual aid systems, the Operational Area Concept, and multi‐agency or inter‐agency
coordination. Local governments must use SEMS to be eligible for funding of their personnel‐related costs
under state disaster assistance programs.
SEMS regulations specify that all local governments within a county geographic area be organized into a
single Operational Area. On November 21, 1995, the Ventura County Board of Supervisors adopted a
formal resolution establishing the Ventura County Operational Area. The Ventura County Sheriff’s Office
of Emergency Services is the lead agency for the Ventura County Operational Area.
When the Ventura County Operational Area EOC is activated, the Sheriff of Ventura County, or the
Sheriff’s designee, designated by County Ordinance, is the Operational Area Coordinator and has the
overall responsibility for coordinating and supporting disaster/emergency operations within the County.
The Operational Area is the focal point for information sharing and support requests by cities within the
County. The Operational Area Coordinator and supporting staff constitutes the Operational Area
emergency management staff. The Operational Area staff submits all requests for support other than for
Law and Fire Mutual Aid that cannot be obtained within the County, and other relevant information, to
Cal OES Southern Region, Mutual Aid Region I.
The Ventura County EOC will fulfill the role of the Operational Area EOC. Activation of the Operational
Area EOC during a State of Emergency or a Local Emergency is required by SEMS regulations under the
following conditions:
A local government within the Operational Area activates its EOC and requests activation of the
Operational Area EOC to support their emergency operations
Two or more cities within the Operational Area proclaim a local emergency
The county and one or more cities proclaim a local emergency
A city, city and county, or county requests a governor's proclamation of a state of emergency, as
defined in the Government Code Section 8558(b)
A state of emergency is proclaimed by the governor for the county or two or more cities within
the Operational Area
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The Operational Area requests resources from outside its boundaries. This does not include
resources used in normal day‐to‐day operations which are obtained through existing mutual aid
or auto aid agreements
REGIONAL
Because of its size and geography, the state has been divided into six mutual aid regions. The purpose
of a mutual aid region is to provide for the more effective application and coordination of mutual aid
and other emergency related activities.
Cal OES has also established three Administrative Regions (Coastal, Inland and Southern). These
Administrative Regions are how Cal OES maintains day‐to‐day contact with emergency services
organizations at local, county and private sector organizations.
In SEMS, 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. The
regional level also coordinates overall state agency support for emergency response activities within
the region.
The City of Moorpark is within Cal OES’ Southern Administrative Region and Region 1 mutual aid
region (Region 1A for law enforcement mutual aid).
STATE
The state level of SEMS manages state resources in response to the emergency needs of the other
levels and coordinates mutual aid among the mutual aid regions and between the regional level and
state level. The state level also serves as the coordination and communication link between the state
and the federal disaster response system.
FEDERAL
Department of Homeland Security
The Homeland Security Act of 2002 established the Department of Homeland Security (DHS) to
prevent terrorist attacks with the United States; reduce the vulnerability of the United States to
terrorism, natural disasters, and other emergencies; and minimize the damage and assist in the
recovery from terrorist attacks, natural disasters, and other emergencies.
Federal Emergency Management Agency
The Federal Emergency Management Agency (FEMA) serves as the main federal government contact
during disasters and national security emergencies. In a disaster, different federal agencies may be
involved in the response and recovery operations. Federal disaster assistance is organized under the
concept of the Emergency Support Functions (ESFs) as defined in the National Response Plan. All
contact with FEMA and other federal agencies must be made through the Operational Area during
the response phase. During the recovery phase, there may be direct city contact with FEMA and other
federal agencies.
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SEMS REQUIREMENTS FOR LOCAL GOVERNMENTS
The City will comply with SEMS regulations to be eligible for state funding of response‐related personnel
costs and will:
1. Use SEMS when:
a. A local emergency is declared or proclaimed, or
b. The local government EOC is activated
2. Establish coordination and communications with Incident Commanders either:
a. Through DOCs to the EOC, when activated, or
b. Directly to the EOC, when activated
3. Use existing mutual aid systems for coordinating fire and law enforcement resources.
4. Establish coordination and communications between the City’s EOC when activated, and any state
or local emergency response agency having jurisdiction at an incident within the City's boundaries.
5. Use multi‐agency or inter‐agency coordination to facilitate decisions for overall local government
level disaster/emergency response activities.
The requirement to use SEMS includes:
Fulfilling management and coordination role of local government, and
Providing for the five essential SEMS functions of management, operations, planning/intelligence,
logistics and finance/administration
CITY’S RESPONSIBILITIES UNDER SEMS
The development of SEMS will be a cooperative effort of all departments and agencies within the City
with an emergency response role. The Emergency Management Program Manager has the lead staff
responsibility for SEMS development and planning with responsibilities for:
Communicating information within the City on SEMS requirements and guidelines
Coordinating SEMS development among departments and agencies
Identification of all departments and agencies involved in field level response
Identification of departments and agencies with DOCs
Coordinating with other local governments, the Operational Area, and volunteer and private
agencies on development of SEMS
Incorporating SEMS into the City’s EOP and procedures
Incorporating SEMS into the City’s emergency ordinances, agreements, memorandum of
understandings, etc.
Identification of special districts and their emergency role that operate or provide services within
the City. The emergency role of these special districts should be determined, and provisions made
for coordination during emergencies
Identification of local volunteer and private agencies that have an emergency response role.
Contacts should be made to develop arrangements for coordination in emergencies
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The City will participate in the Ventura County Operational Area and will coordinate and communicate
with the Operational Area during emergencies/disasters. All City staff who may participate in
emergencies in the EOC, in DOCs, or at the field level must receive appropriate SEMS training as required
by SEMS regulations. New staff should be trained as they are hired.
The City ensures that EOC staff participates regularly in emergency management exercises to improve
preparedness, response and recovery activities.
SEMS EOC ORGANIZATION
SEMS regulations require local governments to provide for the following five functions in their EOC:
Management ‐ Overall emergency policy and coordination through the joint efforts of
governmental agencies and private organizations.
Operations ‐ Coordinate all jurisdictional operations in support of the emergency response
through implementation of the City's EOC Action Plan.
Planning/Intelligence ‐ Collect, evaluate and disseminate information; develop the City's EOC
Action Plan and After‐Action/Corrective Action Report in coordination with other functions; and
maintaining documentation.
Logistics ‐ Provide facilities, services, personnel, equipment and materials.
Finance/Administration ‐ Financial activities and other administrative aspects.
The EOC organization may include representatives from county and state agencies, special districts,
volunteer agencies, and private agencies with significant response roles.
MAJOR SEMS COMPONENTS
Organization Flexibility ‐ Modular Organization
The five essential SEMS functions will be established as “sections” within the EOC, and all other functions
will be organized as branches, groups or units within sections. The types of activated functions and their
relationship to one another will depend upon the size and nature of the incident. Only those functional
elements that are required to meet current objectives will be activated. Those functions which are needed
but not staffed will be the responsibility of the next higher element in the organization.
Management of Personnel ‐ Hierarchy of Command and Span‐of‐Control
The position title “coordinator” refers to the lead person of each organizational element in the EOC. The
term coordinator is used because the role of EOC elements is to coordinate. Each activated function will
have a person in charge of it, but a supervisor may oversee more than one functional element. Every
individual will have a supervisor and each supervisor will generally be responsible for no more than seven
employees, with the ideal span‐of‐control being three to five persons.
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EOC Action Plans
At local, Operational Area, regional and state levels, the use of EOC Action Plans provide designated staff
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 the priorities and objectives, the tasks and personnel assignments associated
with meeting them.
The Action Planning process should involve Management and General staff (Operations, Planning,
Logistics and Finance Section Coordinators) along with other EOC elements, special district
representatives and other agency representatives, as needed. The Planning/Intelligence Section is
responsible for coordinating the development of the Action Plan and for facilitation of Action Planning
meetings.
Action Plans are developed for a specified operational period which may range from a few hours to 24
hours. The operational period is determined by first establishing a set of priority actions that need to be
performed. A reasonable time frame is then established for accomplishing those actions. The Action Plans
need not be complex but should be sufficiently detailed to guide EOC elements in implementing the
priority actions. Guidelines for developing Action Plans and example action plan formats are contained in
Part Two‐Planning/Intelligence Support Documentation ‐ Action Planning.
SEMS COORDINATION
Multi‐Agency or Inter‐Agency Coordination at the Local Government Level
Multi‐Agency or Inter‐Agency Coordination is important for:
Establishing priorities for response
Allocating critical resources
Developing strategies for handling multi‐agency response problems
Sharing information
Facilitating communications
Multi‐Agency / Inter‐Agency Coordination in the City’s EOC
Emergency response is coordinated at the EOC through:
- Representatives from the City departments and agencies
- Representatives from outside agencies including County, special districts, volunteer agencies
and private organizations
Coordination with agencies not represented in the EOC may be accomplished through various
methods of communications.
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Involvement in the EOC action planning process is essential for effective emergency management.
Multi‐Agency Coordination (MAC) Group
May be established formally
Should develop consensus on priorities, resource allocation, and response strategies
May function within the EOC, at another location or through conference calls—but should remain
in contact with the EOC
EOC Action Plan should incorporate group priorities and objectives
Group objectives should be implemented through the EOC
The City of Moorpark may participate with other local governments and agencies in a multi‐
agency coordination group organized by another local government, Operational Area, or regional
level
Coordination with the Field Response Level
Coordination among SEMS levels is clearly necessary for effective emergency response. In a major
emergency, the City’s EOC may be activated to coordinate the overall response while the ICS is used by
field responders. Communication with field personnel will typically be via radio and cell phone, as dictated
by the incident either through a DOC or to the appropriate branch in EOC.
Coordination with Ventura County Operational Area Level
Coordination and communications should be established between the City’s activated EOC and the
Operational Area. For the County of Ventura, this channel is through the Operational Area EOC (OA EOC
activated) or Sheriff’s OES Duty Officer (OA EOC not activated). The communications links are telephone,
satellite phone, radio, video conferencing, data (DLAN) and the Ventura County Auxiliary Communications
Services (ACS) radio system, runner, etc.
Ventura County will use an OA Multi‐Agency / Inter‐Agency Coordination Group (MAC/IACG Group)
concept when developing response and recovery operations. When and where possible, the County will
include jurisdictional representatives in planning for jurisdictional support.
Coordination with Special Districts
Special districts are defined as local governments in SEMS. The disaster/emergency response role of
special districts is generally focused on normal services.
Coordination and communications should be established among special districts which are involved in
disaster/emergency response, other local governments and the Operational Area. This may be
accomplished in various ways depending on the local situation. Relationships among special districts,
cities, county government and the Operational Area are complicated by overlapping boundaries and by
the multiplicity of special districts. Special districts need to work with the local governments in their
service areas to determine how best to establish coordination and communications in
disasters/emergencies.
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Typically, special district boundaries cross municipal boundary lines. A special district may serve several
cities and county unincorporated areas. In such a situation, the special district may wish to provide a
liaison representative to the Operational Area EOC to facilitate coordination and communication with the
various entities it serves.
Special Districts serving the City of Moorpark include:
Ventura County Watershed Protection District
Ventura County Waterworks District No. 1
Moorpark Unified School District
Ventura County Fire Protection District
Ventura Regional Sanitation District
Calleguas Municipal Water District
Coordination with Volunteer and Private Agencies
City EOCs will generally be a focal point for coordination of response activities with many non‐
governmental agencies. The City’s EOC will establish and practice communications with private and
volunteer agencies providing services within the city, such as Volunteer Organizations Active in Disaster
(VOAD), the American Red Cross, Salvation Army, and Auxiliary Communication Services (ACS).
Agencies that play key roles in the response should have representatives at the EOC. If an agency supports
several functions and has only one representative at the EOC, the agency representative should be located
at the liaison area. If an agency is supporting one function only, its representative may be located with
that functional element. Some agencies may have several personnel participating in functional elements
in the EOC. For example, American Red Cross personnel may be part of the staffing for the Care and
Shelter element of the EOC.
Agencies that have countywide response roles and cannot respond to numerous city EOCs may be
represented at the Operational Area level.
Cities served by many private and volunteer agencies may not be able to accommodate representatives
in the EOC from all agencies that have important response roles. Cities should develop alternate means
of communicating with these agencies when liaison representation is not practical.
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SECTION THREE ‐ NATIONAL INCIDENT MANAGEMENT SYSTEM
GENERAL
In addition to SEMS, the City recognizes and has incorporated the NIMS into the EOP, training and
exercises. NIMS incorporates the use of the ICS.
NIMS COMPONENTS4
Fundamentals and Concepts
Flexibility ‐ NIMS components are adaptable to any situation, from planned special events to
routine local incidents to incidents involving interstate mutual aid or Federal assistance. Some
incidents need multiagency, multijurisdictional, and/or multidisciplinary coordination. Flexibility
allows NIMS to be scalable and, therefore, applicable for incidents that vary widely in terms of
hazard, geography, demographics, climate, cultural, and organizational authorities.
Standardization ‐ NIMS defines standard organizational structures that improve integration and
connectivity among jurisdictions and organizations. NIMS defines standard practices that allow
incident personnel to work together effectively and foster cohesion among the various
organizations involved. NIMS also includes common terminology, which enables effective
communication.
Unity of Effort ‐ Unity of effort means coordinating activities among various organizations to
achieve common objectives. Unity of effort enables organizations with specific jurisdictional
responsibilities to support each other while maintaining their own authorities.
Resource Management
NIMS resource management guidance enables many organizational elements to collaborate and
coordinate to systematically manage resources—personnel, teams, facilities, equipment, and supplies.
Effective resource management includes leveraging the City’s resources, engaging private sector
resources, involving volunteer organizations, and encouraging further development of mutual aid
agreements.
This component includes three sections:
Resource Management Preparedness ‐ involves identifying and typing resources; qualifying,
certifying, and credentialing personnel; planning for resources; and acquiring, storing, and
inventorying resources.
Resource Management During an Incident ‐ The resource management process during an
incident includes standard methods to identify, order, mobilize, and track resources
Mutual Aid ‐ Mutual aid involves sharing resources and services between jurisdictions or
organizations.
4 Federal Emergency Management Agency, National Management System, Third Edition, 2017.
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Command and Coordination
NIMS standard incident command structures are based on the following key organizational systems:
The ICS ‐ ICS is a standardized, on‐scene, all‐hazard incident management concept.
Emergency Operations Centers ‐ EOCs are locations where staff from multiple agencies typically
come together to address imminent threats and hazards and to provide coordinated support to
incident command, on‐scene personnel, and/or other EOCs. EOCs may be fixed locations,
temporary facilities, or virtual structures with staff participating remotely.
Multi‐Agency Coordination Group ‐MAC Groups, sometimes called policy groups, are part of the
off‐site incident management structure of NIMS. MAC Groups consist of representatives from
stakeholder agencies or organizations. They are established and organized to make cooperative
multiagency decisions. MAC Groups act as policy‐level bodies during incidents, supporting
resource prioritization and allocation, and enabling decision making among elected and
appointed officials and those responsible for managing the incident (e.g., the Incident
Commander). In some instances, EOC staff also carry out this activity.
Joint Information System (JIS) ‐ JISs consist of the processes, procedures, and tools to enable
communication to the public, incident personnel, the media, and other stakeholders.
Communications and Information Management
The Communications and Information Management component describes systems and methods that help
to ensure that incident personnel and other decision makers have the means and information they need
to make and communicate decisions. The four key principles are: 1) Interoperability; 2) Reliability,
Scalability, and Portability; 3) Resilience and Redundancy; and 4) Security.
Communications Management – Includes communications management practices and
considerations such as Standardized Communication Types, Policy and Planning, Agreements,
Equipment Standards and Training to assist incident personnel from different disciplines,
jurisdictions, organizations and agencies communicate with each other effectively during
incidents.
Incident Information – Incident Reports (Situation Reports and Status Reports) enhance
situational awareness and help ensure that personnel have easier access to essential information.
Incident Action Plans (IAPs) contain the incident objectives that the Incident Commander or
Unified Command establishes and address tactics for the planned operational period, generally
12 to 24 hours.
Communications Standards and Formats – NIMS requires the use of Common Terminology, Plain
Language, Data Interoperability and the incorporation of technology (radio, telephone system,
public warning and notification systems, hardware and software, Geographic Information
Systems and social media) as a mechanism to offer increased situational awareness to
jurisdictions involved in the incident and/or the public.
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SECTION FOUR – CITY OF MOORPARK EMERGENCY MANAGEMENT ORGANIZATION
GENERAL
This section establishes policies and procedures and assigns responsibilities to ensure the effective
management of emergency operations under the SEMS / NIMS. This section also provides information on
the City’s emergency management structure and how the emergency management team is activated.
CONCEPT OF OPERATIONS
The EOC is activated for a variety of reasons based upon support requirements of a jurisdiction or
organization, the requirements of an emergency management organization to support field operations,
the context of the threat, the anticipation of events or in response to an incident. Table 1 depicts the
various EOC activation levels based on the incident size, scope and complexity.
Table 1 EOC Activation Levels
EMERGENCY MANAGEMENT ORGANIZATION AND RESPONSIBILITIES
The City Manager, who serves as the Director of Disaster Services will direct the City’s Emergency
Management Organization (including emergency response and recovery). The Director of Disaster
Services may appoint an EOC Director, such as the Assistant City Manager. The Director of Disaster
Services is responsible to the City Council per Chapter 2.48 of the City’s Municipal Code and for
implementing the City's EOP.
Activation Level Description Staffing
3 Enhanced
Operations
A situation or threat has developed that requires
enhanced monitoring and coordination
Local resources are adequate and available
Local emergency may or may not be proclaimed
Off‐duty personnel may be recalled
Emergency Management
Program Manager plus a
few essential personnel
focused on situational
awareness
2 Partial
Activation
A situation or threat has developed that requires
coordination extending beyond the normal workday
Moderate to severe emergency/disaster wherein local
resources are not adequate and mutual aid may be
required on a regional or even statewide basis
The EOC should be activated
Off‐duty personnel may be recalled
A Local Emergency may be proclaimed and a State of
Emergency may be proclaimed
EOC is partially staffed;
limited or partial liaison
support and technical
specialist (based upon the
needs of the incident)
1 Full
Activation
Incident of such magnitude that it requires or may
require extensive response and recovery efforts and
significant resources
A situation or threat has developed that requires 24/7
coordination, monitoring and support
All General Staff positions
activated; including
applicable liaison
positions
Operations conducted on
a 24‐hour basis
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The Director of Disaster Services and EOC Director are supported by the City’s Emergency Management
Organization and have overall responsibility for:
Organizing, staffing and operating the City’s EOC
Operating communications and warning systems
Providing information and guidance to the public
Maintaining information on the status of resources, services, and operations
Directing overall operations
Obtaining support for the City and providing support to other jurisdictions as required
Identifying and analyzing potential hazards and recommending appropriate countermeasures
Collecting, evaluating and disseminating damage assessment and other essential information
Providing status and other reports to the Ventura County Operational Area EOC.
The City’s Emergency Organization Matrix is contained in Table 2.
Ventura County Operational Area (See Figure 1)
If the Ventura County Operational Area is activated, the Sheriff of Ventura County, designated by County
Ordinance, will function as the Operational Area Coordinator and will have the overall responsibility for
coordinating and supporting emergency operations within the County. The Operational Area will also be
the focal point for information transfer and support requests by cities and special districts within the
County. The Operational Area Coordinator and supporting staff will constitute the Operational Area
emergency management staff. The Operational Area staff will submit all requests for support that cannot
be obtained within the county (other than for Law and Fire Mutual Aid), and other relevant information,
to Cal OES Mutual Aid Region I. Fire mutual aid and Law Enforcement mutual aid is coordinated through
the designated Regional Fire and Law Enforcement Coordinators.
Reporting to the Ventura County Operational Area
City reports and notifications are to be made to the Ventura County Operational Area. These reports and
notifications include:
Activation of the City EOC
Proclamation of a Local Emergency (See Local Emergencies and Proclamations in the
Management Support Documentation)
Reconnaissance Reports
City Status Reports
Initial Damage Estimates
Incident Reports
Mutual Aid Region Emergency Management
The City of Moorpark is within Cal OES Mutual Aid Region 1 for Fire, Cal OES Region 1a for Law and the
Medical Examiner and the Cal OES Southern Administrative Region. The primary mission of Southern
Region's emergency management organization is to support Operational Area response and recovery
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operations and to coordinate non‐law and non‐fire Mutual Aid Regional response and recovery operations
through the Regional EOC (REOC).
State Emergency Management
The Governor, through Cal OES and its Mutual Aid Regions, will coordinate statewide operations to include
the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies
and other resources as required. The Cal OES Director or, assisted by State agency directors and their
staffs and identified volunteer agency staff, will constitute the State emergency management staff.
The State of California Emergency Organization Chart is contained in Figure 2.
FEMA JFO
(Joint Field Office)
CalOES SOC
(State Operations
Center)
CalOES REOC
(Regional Operations
Center)
MAC Group
(VC Multi‐Agency
Coordination Group)
JIC
(VC Joint Information
Center)
City EOCs
Camarillo
Fillmore
Moorpark
Ojai
Oxnard
Port Hueneme
Santa Paula
Simi Valley
Thousand Oaks
Ventura
County AOCs/DOCs
(Agency/Dept Operations
Centers)
Fire Protection District
General Services Agency
Health Care Agency
Human Services Agency
Public Works Agency
Sheriff’s Office
ACPs/ICPs
(Area/Incident
Command Posts)
Special Districts, NGO,
other local government
and Military EOCs
School Districts
Harbor Districts
Water Districts
VOAD
American Red Cross
VC Transportation Commission
NBVC
OA EOC
(VC Operational Area
/ County Emergency
Op Center)
Figure 1 Ventura County Operational Area
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Table 2 ‐ City of Moorpark EOC Organizational Matrix
P =Primary S=Support
City of Moorpark
EOC Organization Matrix City Clerk City Council City Mgr Office City Attorney Community Dev. Finance Fire Dept. (County) Human Rsrcs / Risk Mgmt. Library Parks, Rec. & Comm Svcs Police Dept. (County) Public Works Utilities Special Districts Volunteer Agencies MANAGEMENT Policy/Multi Agency Coord Group S P P S S S S S S S S S
EOC. Director P S S S
Public Information Officer P S S S
EOC Coordinator/ Liaison Officer S P
Safety Officer P S
Security Officer P
Legal Advisor P OPERATIONS Ops. Coordinator S S S S P
Fire/Medical/Health Branch P
Police Branch P
Care and Shelter Branch P S S
Public Works Branch P S
Building and Safety Branch P PLANNING Plans/Intel. Coord. P
Situation Status Unit P
Documentation Unit P S
Advance Planning Unit P
Recovery Planning Unit P S
GIS Unit S P
Demobilization Unit P S LOGISTICS Logistics Coord. S S P
Info. Systems Branch P
Transportation Unit P
Personnel Unit S S P
Facilities Unit S P
Procurement/Purchasing Unit P FINANCE Finance Coord. S P
Cost Recovery Unit S P
Time Keeping Unit S P
Compensation/Claims Unit S P
Cost Analysis Unit S P RECOVERY S P P S S S S S S S S S
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Figure 2 California Emergency Organization
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CITY OF MOORPARK’S EOC
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 Disaster Services, EOC
staff and representatives from organizations who are assigned emergency management responsibilities.
The level of EOC staffing will vary with the specific emergency.
An EOC provides a central location of authority and information and allows for coordination among staff
who must make emergency decisions. The following functions are performed in the City’s EOC:
Managing and coordinating emergency operations
Receiving and disseminating emergency information
Developing emergency policies and procedures
Collecting intelligence from, and disseminating information to, the various EOC representatives,
and, as appropriate, to County, Operational Area, State, military, and federal agencies
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
City resources committed to the emergency
Maintaining contact and coordination with support DOCs, other local government EOCs, and the
Ventura County Operational Area
Providing emergency information and instructions to the public, making official releases to the
news media and the scheduling of press conferences as necessary
EOC Location and Description
Due to the sensitive nature of the location of the EOC, this information regarding the primary and the
alternate EOC is found in the restricted use section of this EOP, the Appendix.
Displays
Because the major purpose of the EOC is accumulating and sharing information to ensure a
coordinated and timely emergency response, status boards for tracking emergency activities will be
made available for use in both the primary and alternate EOCs. All EOC sections must maintain display
devices so that other sections can quickly comprehend what actions have been taken, what resources
are available, and to track the damage in the city resulting from the disaster. The Planning/Intelligence
Section is responsible for the display of information.
At the onset of any disaster, a significant events log will be compiled for the duration of the
emergency. Key disaster information will be 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.
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Communications
The City’s EOC is equipped with telephone service (AT&T), data lines, portable cellular service (by both
area providers, including potential use of the FirstNet First Responder cellular network), satellite
phone, and radio systems. One of the designated alternate EOC locations has landline telephone
service. In addition, the EOC is supported by members of the Auxiliary Communication Services
(volunteer ham radio operators). Communication facilities will be continuously staffed during
emergencies, either by volunteers or City staff. The Logistics Section is responsible for
communications.
EOC Management
The EOC and alternate EOC facility management is the responsibility of the Program Manager of the
Emergency Management Division and includes maintaining the operational readiness of the primary
and alternate EOCs.
CITY EOC ACTIVATION POLICY
Activation of the local government level means that at least one local government official implements
SEMS/NIMS as appropriate to the scope of the emergency and the local government’s role in response to
the emergency.
The City EOC is activated when field response agencies need support, a citywide perspective is needed, or
multi‐departments need to coordinate. The EOC may be partially or fully staffed to meet the demands of
the situation.
When to Activate:
An emergency that has occurred or might occur of such a magnitude that it will require a large
commitment of resources from two or more City Departments over an extended period
On the order of the City Manager or designee when the City or parts of the City have been
impacted or threatened by a hazard. A Local Emergency may be or has been proclaimed
When the Governor has proclaimed a State of Emergency in an area which includes the City
Automatically upon the proclamation of a "State of War Emergency" as defined by the California
Emergency Services Act or when the Governor proclaims a State of Emergency in an area which
includes the County of Ventura
By a Presidential Declaration of a National Emergency
Automatically upon receipt of an attack warning or the observation of a nuclear detonation
Following a significant event causing damage in Ventura County or neighboring jurisdictions
Upon notification of an uncontrolled release or failure of Bard Reservoir
Who Can Activate:
The following individuals, either acting as the EOC Director or on behalf of the EOC Director, or their
appointed representatives (as referenced in Part Two – Management ‐ Continuity of Government Lines
of Succession) are authorized to activate the EOC:
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City Manager
Assistant City Manager
City Engineer/Public Works Director
Parks, Recreation and Community Services Director
Community Development Director
Finance Director
Emergency Management Program Manager
How to Activate: (EOC Activation and setup instructions are also in the EOC)
Contact the City Manager or Emergency Management Program Manager.
Identify yourself and provide a callback confirmation phone number if requested.
Briefly describe the disaster/emergency situation causing this request.
City Manager and Emergency Management Program Manager will designate personnel to set up
the EOC and determine appropriate EOC activation level.
Notify EOC staff.
Notify Ventura County Sheriff’s Office of Emergency Services of the City’s EOC activation.
Deactivation
Section Coordinators and the EOC Director will authorize EOC deactivation by position and function.
EMPLOYEE RESPONSE
Ultimately, all employees must be prepared to report to the EOC if requested, provided they are physically
able to do so. If the telephone system has failed and no other means of communication is available,
employees are encouraged to listen to the radio, as the City may utilize the designated Emergency Alert
System (EAS) radio station for Ventura County (KVTA 1590 AM, KHAY 100.7 FM and KMLA 103.7 FM to
broadcast information relative to City employees. The City may also utilize a VC Alert message to request
that employees come to the EOC.
All city personnel must realize that as disaster service workers they may need to use good judgment and
“self‐activate” to their job site if the situation warrants, and all means of communication is down.
PROCEDURES
Immediately after a disaster event:
A. The City Manager, all department heads, all division managers and staff members assigned with
responsibility for emergency services and public information officer shall respond to City Hall or
the City’s EOC if physically able.
B. In addition, a representative from the Ventura County Sheriff's Department (if available), City
Engineer staff, and the Building Official shall also respond to City Hall or the EOC.
C. In addition to employees identified in A and B, above, the following employees shall contact their
immediate Supervisor and call the City’s EOC phone number, to determine if they need to report
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to City Hall or the EOC: Program Managers, Senior/Management Analysts, Senior Information
Systems Administrator, City Clerk and Deputy City Clerk, all Maintenance Workers, and Principal
Planner. If unable to contact a supervisor by phone or internet these employees are to report to
City Hall or the EOC if physically able. All other employees of the City are required to call the City’s
EOC phone number and report their availability to report to work and leave a message with their
immediate contact information, such as phone number(s), email address, or street address. If an
employee is unable to receive a return phone call or email, they are required to call back no less
than twice daily to report their availability to report to work.
D. If an employee lives outside of the City and cannot get into the City, employees identified in A.
and C., above, shall request direction from their supervisor whether they should report as a
Disaster Services Volunteer to the local municipal agency closest to their location, either by phone
or in person, until access becomes available to the City. It may be possible to make radio contact
with the City from the EOC of another jurisdiction if there is no phone or internet access.
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SECTION FIVE ‐ CONTINUITY OF GOVERNMENT
PURPOSE
A major disaster or national security emergency could result in the death or injury of key government
officials and/or the partial or complete destruction of established seats of government, and public and
private records essential to continued operations of government and industry. Government at all levels
is responsible for providing continuity of effective leadership, authority and adequate direction of
emergency and recovery operations. The California Government Code Section 8643(b) and the
Constitution of California provide the authority for state and local government to reconstitute itself in the
event incumbents are unable to serve.
RESPONSIBILITIES
Government at all levels is responsible for providing continuity of effective leadership, authority and
adequate direction of emergency and recovery operations (preparedness, response, recovery, and
mitigation). Under California's concept of mutual aid, local officials remain in control of their jurisdiction's
emergency operations while other jurisdictions may provide additional resources upon request. A key
aspect of this control is to be able to communicate official requests, situation reports, and emergency
information during any disaster a community might face.
PRESERVATION OF LOCAL GOVERNMENT
The California Government Code Section 8643(b) and the Constitution of California provide the authority
for state and local government to reconstitute itself in the event incumbents are unable to serve.
LINES OF SUCCESSION FOR OFFICIALS CHARGED WITH DISCHARGING EMERGENCY RESPONSIBILITIES
The first step in assuring continuity of government is to have personnel who are authorized and prepared
to carry out emergency actions for government in the event of a natural, technological, or national
security disaster.
Article 15, Section 8638 of the California Emergency Services Act (CESA) authorizes governing bodies to
designate and appoint three standby officers for each member of the governing body and for the chief
executive, if not a member of the governing body. Standby officers may be residents or officers of a
political subdivision other than that to which they are appointed. Standby officers take the same oath as
regular officers and are designated Number 1, 2, or 3.
A successor to the Director of Disaster Services (City Manager) is appointed by the City Council. The
succession occurs:
Should the director be unavailable or unable to serve, the individuals listed below, in order, shall
act as the acting Director of Disaster Services.
First Alternate: Assistant City Manager
Second Alternate: City Engineer/Public Works Director
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Third Alternate: Parks, Recreation, and Community Services Director
Fourth Alternate: Community Development Director
Notification of any successor changes shall be made through the established chain of command.
Article 15, Section 8637 of the CESA authorizes political subdivisions to provide for the succession of
officers (department heads) having duties related to law and order and/or health and safety. (See Lines
of Succession list for city departments at the end of this Section.)
Article 15, Section 8644 of the CESA establishes a method for reconstituting the governing body. It
authorizes that, should all members, including all standbys be unavailable, temporary officers shall be
appointed as follows:
By the chair of the County Board of Supervisors in which the political subdivision is located, or, if
they are unavailable,
By the chairman of the board of any other county within 150 miles (nearest and most populated
down to farthest and least populated), or if he or she is unavailable,
By the mayor of any city within 150 miles (nearest and most populated down to farthest and least
populated).
Article 15, Section 8642 CESA authorizes local governing bodies to convene as soon as possible whenever
a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily
within the political subdivision.
Article 15, Section 8643 CESA describes the duties of a governing body during emergencies as follows:
Ascertain the damage to the jurisdiction and its personnel and property.
Reconstitute itself and any subdivisions.
Perform functions in preserving law and order and furnishing local services.
ALTERNATE CITY HALL
If the City Hall is damaged and unsafe for routine city government activities, the alternate location for
day‐to‐day operations is:
1st Alternate: Moorpark Community Center Citrus Room, 799 Moorpark Avenue, Moorpark
2nd Alternate: Arroyo Vista Recreation Center, 4550 Tierra Rejada Road, Moorpark
3rd Alternate: Moorpark Public Services Facility, 627 Fitch Avenue, Moorpark
PRESERVATION OF VITAL RECORDS
In the City of Moorpark, the following individuals are responsible for the preservation of vital records:
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1. City Clerk
2. Deputy City Clerk
Vital records are defined as those records that are essential to:
Protect and preserve the rights and interests of individuals, governments, corporations, and
other entities. Examples include vital statistics, land and tax records, license registers, and
articles of incorporation.
Conduct emergency response and recovery operations. Records of this type include utility
system maps, locations of emergency supplies and equipment, emergency operations plans and
procedures, personnel rosters, etc.
Reestablish normal governmental functions and protect the rights and interests of government.
Constitutions and charters, statutes and ordinances, court records, official proceedings and
financial records would be included here.
Vital paper records of the City are routinely stored in the City’s Records vault located in City Hall. The
vital records are also stored electronically in Laserfiche and Pentamation. Backup of these vital electronic
records are also stored at the MPSC and then off site in Utah. There is current duplication of electronic
files occurring at the Moorpark Police Service Center (MPSC) and backup vital electronic records are also
sent out of state.
Each city department should identify, maintain and protect its own essential records.
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LINES OF SUCCESSION FOR DEPARTMENT HEADS
SERVICE/DEPARTMENT TITLE/POSITION
City Attorney 1 Attorney (Contract)
2 Assistant Attorney (Contract)
City Manager’s Office
(Director of Disaster Services)
1 City Manager
2 Assistant City Manager
3 City Engineer/Public Works Director
4 Parks, Recreation, and Comm. Services Director
5 Community Development Director
6 Finance Director
7 Assistant to the City Manager
8 Community Services Manager
9 Deputy Community Development Director
10 Finance Program Manager
City Clerk
1 City Clerk
2 Deputy City Clerk
3 Assistant City Manager
Community Development
1 Community Development Director
2 Deputy Community Development Director
3 Principal Planner
Finance Department
1 Finance Director
2 Program Manager
3 Accountant
Human Resources/Risk Management
1 Human Resources Manager
2 Assistant City Manager
3 City Manager
Library
1 City Librarian
2 Community Services Manager
3 Parks and Recreation Director
Police Department
(Department Operations Center)
1 Captain (Police Chief)
2 Sergeant
3 Watch Commander
Public Works
1 City Engineer/Public Works Director
2 Public Works Manager
3 Public Works Superintendent/Inspector
4 Assistant Engineer
Parks, Recreation & Community Services
1 Parks and Recreation Director
2 Community Services Manager
3 Recreation Services Manager
4 Senior Management Analyst
5 Parks and Facilities Supervisor
6 Recreation Supervisor
Public Information Officer
1 Assistant to the City Manager
2 Deputy Community Development Director
3 Community Services Manager
Ventura County Fire Protection District
1 Division Chief
2 Battalion Chief
3 Station Captain
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SECTION SIX ‐ MUTUAL AID
INTRODUCTION
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(s). The
basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided
for in the CESA (see Part Two Management Support Documentation‐Legal Documents). This Agreement
was developed in 1950 and has been adopted by the state, all 58 counties and most incorporated cities in
the State of California (City of Moorpark adopted this Agreement in 1989). The Master Mutual Aid
Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities,
personnel and resources, but may also receive or render assistance to other jurisdictions within the state.
State government is obligated to provide available resources to assist local jurisdictions in emergencies.
It is the responsibility of the local jurisdiction to negotiate, coordinate and prepare mutual aid
agreements. Emergency Management Mutual Aid (EMMA) agreements exist in law enforcement, fire
services, building and safety, medical and public works and emergency managers . In addition to these
Mutual Aid agreements, the Governor signed (September 2005) the Emergency Management Assistance
Compact (EMAC) which allows the state of California to participate with the other 49 states, the District
of Columbia, Puerto Rico, Guam and the U.S. Virgin Islands in a nationwide mutual aid system.
MUTUAL AID SYSTEM AND REGIONS
A statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement,
allows for the progressive mobilization of resources to and from emergency response agencies, local
governments, Operational Areas, regions and state with the intent to provide requesting agencies with
adequate resources. The general flow of mutual aid resource requests and resources within mutual aid
systems are depicted in the diagram in Figure 5.
The adoption of SEMS and NIMS does not alter existing mutual aid systems. These systems work through
local government, Operational Area, regional and state levels consistent with SEMS.
Mutual aid regions are established under the CESA. Six mutual aid regions numbered I‐VI have been
established within California. The City of Moorpark is within Region 1 (Region 1A for Law Enforcement).
Each mutual aid region consists of designated counties. Region 1 and 1A is in the Cal OES Southern
Administrative Region (Figure 7).
MUTUAL AID COORDINATORS
To facilitate mutual aid, discipline‐specific mutual aid systems work through designated mutual aid
coordinators at the Operational Area, regional and state levels. The 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 level. Mutual aid coordinators
may function from an EOC, their normal departmental location or other locations depending on the
circumstances.
Mutual aid requests that do not fall into one of the discipline‐specific mutual aid systems are handled
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through the emergency services mutual aid system by emergency management staff at the local
government, Operational Area, regional and state levels. The flow of resource requests and information
among mutual aid coordinators is illustrated in Figure 6.
VOLUNTEER AND PRIVATE AGENCIES
Volunteer agencies and private agencies may participate in the mutual aid system along with
governmental agencies. Some volunteer agencies such as the American Red Cross, Salvation Army,
Auxiliary Communication Services, Community Emergency Response Teams, Volunteer Organizations
Active in Disasters (VOAD), faith‐based organizations and others are an essential element of the statewide
emergency response to meet the needs of disaster victims. Volunteer agencies mobilize volunteers and
other resources through their own systems. They also may identify resource needs that are not met within
their own systems that would be requested through the mutual aid system. Volunteer agencies with
extensive involvement in the emergency response should be represented in EOCs.
Some private agencies have established mutual aid arrangements to assist other private agencies within
their functional area. For example, electric and gas utilities have mutual aid agreements within their
industry and established procedures for coordinating with governmental EOCs. In some functional areas,
services are provided by a mix of special district, municipal and private agencies. Mutual aid arrangements
may include both governmental and private agencies.
The Ventura County Operational Area EOC has identified a Business Advisory Group to enhance
coordination and information exchange between government and private agencies.
To the extent the City utilizes individual private sector volunteers, such volunteers should be registered
with the city as Disaster Service Workers (DSW). This process must include the administration of a loyalty
oath by the City Clerk or other authorized city staff. Registration as a DSW allows volunteers to receive
liability protections for their actions during an emergency that are within the scope of their responsibilities
and also allows them to be eligible for workers compensation benefits. (See Government Code section
8657, Labor Code sections 3211.92 & 4353.) Liability protections also exist for private sector companies
and non‐profit organizations who register with Cal OES for volunteer assistance and for activities related
to their voluntary participation in and assistance with public sector training activities. (See Government
Code section 8657.5.)
POLICIES AND PROCEDURES
Mutual aid resources will be provided and utilized in accordance with the California Master
Mutual Aid Agreement.
During a proclaimed emergency, inter‐jurisdictional mutual aid will be coordinated at the county,
operational area or mutual aid regional level.
Because different radio frequencies are in use among most agencies, local agencies should
provide incoming mutual aid forces with portable radios having local frequencies.
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The City of Moorpark will make non‐law and non‐fire mutual aid requests via the Ventura County
Operational Area via the Ventura County Sheriff’s Office of Emergency Services. Requests should
specify, at a minimum:
‐ Incident name
‐ Order and/or request number
‐ Date and time of order
‐ Quantity, kind and type of resources needed (include special support needs as
appropriate)
‐ Reporting location and contact (specific)
‐ Requested time of delivery (specific, not simply ASAP)
‐ Communications systems to be used
‐ Person/title placing request
‐ Callback phone number for clarification or additional information
‐ For State and Federal agencies, a way to reference the originating office’s order number
CITY OF MOORPARK MUTUAL AID AGREEMENTS
State of California, Master Mutual Aid March 11, 1958
State of California, Emergency Management Mutual Aid (EMMA) November 2001
Ventura County/Cities, Emergency Building & Safety Services July 11, 1995
Ventura County/Cities, Public Works July 11, 1995
Ventura County/Cities, Ventura County Automatic Aid Agreement 1996
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*Excerpted from the State Emergency Plan, 2017 page 65
Resource
Resources
Federal
State
Region
Operational
Area
Affected Local
Government
Unaffected Local
Governments, State
Agencies, Federal
Jurisdictions, NGOs,
CBOs and Tribal
Governments within the
OA.
Unaffected Operational
Areas within the Region
State Agencies within
the Region
State Agencies
Other Regions
Operational Areas in
Other Region
Federal Agencies
Figure 3 Mutual Aid System Flow Chart*
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*Excepted from State of California Emergency Plan, 2017, page 64
*Excerpted from the State Emergency Plan, 2017 page 64
Figure 4 Discipline‐Specific Mutual Aid Systems*
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*Excepted from State of California Emergency Plan, 2017, page 60
Figure 5 State Mutual Aid Region Map*
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SECTION SEVEN ‐ AUTHORITIES AND REFERENCES
GENERAL
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code),
hereafter referred to as the Act, provides the basic authorities for conducting emergency operations
following a proclamation of Local Emergency, State of Emergency or State of War Emergency by the
Governor and/or appropriate local authorities, consistent with the provisions of the Act.
The Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title
19 of the California Code of Regulations), hereafter referred to as SEMS, establishes SEMS which
incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and
existing mutual aid systems, the Operational Area concept and multi‐agency or inter‐agency coordination.
The California Emergency Plan, which is promulgated by the Governor, is published in accordance with
the Act and provides overall statewide authorities and responsibilities and describes the functions and
operations of government at all levels during emergencies or disasters. Section 8568 of the Act states, in
part, that "the State Emergency Plan shall be in effect in each political subdivision of the state, and the
governing body of each political subdivision shall take such action as may be necessary to carry out the
provisions thereof". Local emergency plans are, therefore, considered to be extensions of the California
Emergency Plan.
The National Incident Management System, hereafter referred to as NIMS, was mandated by Homeland
Security Presidential Directive (HSPD) ‐ 5 and is based on the Incident Command System and the multi‐
agency coordination system.
The National Response Framework is a guide as to how the nation conducts all‐hazards incident response.
It is built upon flexible, scalable and adaptable coordinating structures to align key roles and
responsibilities across the nation, linking all levels of government and private sector businesses and
nongovernmental organizations.
The federal government does not assume command for local emergency management but rather provides
support to local agencies. This Framework is based on the premise that incidents are typically managed
at the lowest possible geographic, organizational and jurisdictional level.
AUTHORITIES
The following provides emergency authorities for conducting and/or supporting emergency operations:
Federal
Americans with Disabilities Act of 1990 (ADA)
ADA Amendments Act (ADAAA)
Communications Act of 1934, as amended
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Executive Order 13347 – Individuals with Disabilities in Emergency Preparedness
Emergency Management Assistance Compact (EMAC), 2005
Emergency Planning and Community Right‐To‐Know Act of 1986, also known as the Superfund
Amendments and Reauthorization Act of 1986, Title III (42 U.S.C. §§ 11001‐11050)
Federal Civil Defense Act of 1950, Public Law 920, as amended
Federal Communications Commission – Emergency Alert System Rules
Homeland Security Act, Public Law 107‐296, as amended (6 U.S.C. §101‐557)
Homeland Security Presidential Directive #5, February 28, 2003
Homeland Security Presidential Directive #8, December 17, 2005
Post‐Katrina Emergency Management Reform Act of 2006, Public Law 109‐295
Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, Public Law 93‐288, as
amended
Sandy Recovery Improvement Act of 2013
Section 508 of the Rehabilitation Act of 1973
Volunteer Protection Act of 1997, Public Law 105‐19 (42 U.S.C. §§ 14501‐14505)
State
California Emergency Services Act, Ch. 7 of Div. 1 of Title 2 of the Government Code
California Disaster Assistance Act (CDAA), Title 19, Chapter 6 of the California Code of Regulations
California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter
6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous
materials
California Government Codes, §§11135, 8588.15 and 8608
California Health and Safety Codes, §§101025 and 34070‐34082
California Education Code, §32282
California Code of Regulations, Title 19 (Public Safety), Division 2 (CAL OES) Emergency and Major
Disasters, Subchapter 3, Disaster Services Worker Volunteer Program
California Code of Regulations, Title 22, §72551 and §87223
California Code of Regulations, Title 24, Accessibility Regulations
Standardized Emergency Management System (SEMS) Regulations, Chapter 1 of Division 2 of Title
19 of the California Code of Regulations and Government Code Section 8607(a)
California Master Mutual Aid Agreement
Executive Order S‐2‐05, National Incident Management System Integration into the State of
California
“Good Samaritan” Liability
Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State
of War Emergency
Orders and Regulations which may be Selectively Promulgated by the Governor during a State of
Emergency
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LOCAL (City and County)
City of Moorpark Emergency Services City Municipal Code, Chapter 2.48 Emergency
Preparedness
City of Moorpark Resolution No. 89‐537 relating to Workers’ Compensation Benefits for
Disaster Service Workers, March 1989
City of Moorpark Resolution No. 2016‐3556 relating to the approving of the 2015 Ventura
County Multi‐Hazard Mitigation Plan with Appendices, November 2016 (and sequential
resolutions approving sequential Ventura County Multi‐Hazard Mitigation Plans)
City of Moorpark Resolution No. 2006‐2517 adopting NIMS, September 2006
City of Moorpark Resolution No. 89‐536 adopting the master Mutual Aid Agreement,
dated March 1, 1989
County of Ventura Resolution No. 236 adopting the Master Mutual Aid Agreement, dated
March 11, 1958
County of Ventura Resolution No. 239 establishing policy for emergency actions by Public
Works forces, dated January 21, 1969
County of Ventura Sandbag Policy, adopted by the Board of Supervisors on February 10,
1981
Ventura County Operational Area Organization Agreement adopted November 21, 1995.
Resolution Adopting the National Incident Management System, R‐06, October 4, 2005.
Ventura County Ordinance No. 4410 pertaining to public emergency adopted February 9,
2009
REFERENCES
Federal
Americans with Disabilities Act Accessibility Guidelines (ADAAG)
Hazardous Materials Emergency Planning Guide, NRT‐1 and Plan Review Guide, NRT‐1A:
(Environmental Protection Agency's National Response Team)
National Fire Protection Association (NFPA) Standard 1600
National Incident Management System (NIMS): U.S. Department of Homeland Security
National Response Framework: U.S. Department of Homeland Security, 2016
National Disaster Recovery Framework: U.S. Department of Homeland Security, 2016
Pre‐Disaster Recovery Planning Guide for Local Governments: U.S. Department of Homeland
Security, 2017
NIMS Emergency Operations Plan (EOP) Compliance Checklist
U.S. Dept. of Homeland Security: Local and Tribal NIMS Integration
State
California Emergency Plan, 2017
California (CAL OES) Emergency Planning Guidance for Local Government and Crosswalk (Checklist
for Reviewing Emergency Plans)
California Fire and Rescue Operations Plan
California Hazardous Materials Incident Contingency Plan
Standardized Emergency Management System (SEMS) Guidelines
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California (CAL OES) Implementation Guidelines for the National Incident Management System
(NIMS)
California Law Enforcement Mutual Aid Plan
Local (City and County)
Ventura County Dam Failure Response Plan
Ventura County Energy Shortage Emergency Response Plan adopted December 10, 1996
Ventura County Oil Spill Response Plan, Revised November 2011
Ventura County Emergency Operations Plan 2021
Ventura County Operational Area Tsunami Evacuation Plan, June 2011
Ventura County Animal Regulation Department Emergency Operations Plan, 2009
Ventura County Hazardous Materials Area Plan, 2014
Ventura County Multi‐Hazard Mitigation Plan, 2022 (Includes the City of Moorpark)
Ventura County Nuclear Response Plan, 2011
Ventura County Mass Care & Shelter Plan, 2019
City of Moorpark General Plan, 2004
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SECTION EIGHT – HAZARD SUMMARY FOR CITY OF MOORPARK
CITY OVERVIEW
This section is based on the City of Moorpark's Safety Element (SE) in the City’s General Plan (GP) and the
Ventura County Multi‐Hazard Mitigation Plan. The SE of the GP was last updated in 2001. (The General
Plan is currently in the process of being updated). The Ventura County Multi‐Hazard Mitigation Plan
(which includes the City of Moorpark) was last completed in 2015 and is currently being updated. The
Ventura County Multi‐Hazard Mitigation Plan assesses the risks posed by natural and human‐caused
hazards and establishes a mitigation strategy for reducing these risks. For more specific information on
the City’s hazards, refer to the SE of the City’s GP and the Ventura County Multi‐Hazard Mitigation Plan.
The City lies within the southeastern portion of the County of Ventura which is located on the coast,
West of Los Angeles, and South and East of Santa Barbara. The City is surrounded by open hills,
mountains and agricultural lands. State Route 118 and State Route 23 traverse the City. The City has
a residential population of approximately 36,326(2020 U.S. Census ) and consists of 12.58
approximate square miles.
The City is exposed to numerous natural, human‐caused and technological hazards and risks noted in
the list below. They range in severity from minor to catastrophic. For hazard details refer to the
Ventura County Multi‐Hazard Mitigation Plan.
The City of Moorpark is vulnerable to the following potential hazards:
CITY OF MOORPARK POTENTIAL HAZARDS
Civil Unrest Flood (urban, riverine)
Climate Change Cyber‐Security Incident
Dam Failure Hazardous Materials Incident
Drought Mass Casualty / Transportation Incident
Earthquake Pandemic/Epidemic
Fire Terrorism
Flood (urban, riverine) Landslide
An earthquake could impact major segments of or the total population.
Moorpark has industry and faces the potential for hazardous materials incidents from the
stationary hazardous materials users as well as transportation accidents, pipeline ruptures, and
illegal dumping.
There is one dam, Bard Reservoir, which could have a direct impact on the City of Moorpark.
A portion of the City of Moorpark may be subject to flooding, due to flash flooding, urban flooding
(storm drain failure/infrastructure breakdown), river channel overflow, downstream flooding,
etc.)
A transportation incident such as a major air crash, train derailment or trucking or shipping
incidents could impact areas within the City.
A civil unrest incident could impact areas within the City or the entire City.
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MOORPARK REGIONAL MAP
MOORPARK PLANNING MAP
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SECTION NINE ‐ LIST OF ACRONYMS AND ABBREVIATIONS
AAA Area Agency on Aging
ACS Auxiliary Communications Services
AFN Access and Functional Needs
ARC American Red Cross
AS Animal Services
CDAA California Disaster Assistance Act
CESA California Emergency Services Act
CISM Critical Incident Stress Management
COG Continuity of Government
COOP Continuity of Operations
DAFN Disabilities and Access and Functional Needs
DME Durable Medical Equipment
DSW Disaster Service Worker
EAS Emergency Alert System
EHP Environmental Historic Preservation
EMAC Emergency Management Assistance Compact
EMMA Emergency Management Mutual Aid
EMSA Emergency Medical Services Authority
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESF Emergency Support Functions
FAST Functional Assessment and Support Teams
FCO Federal Coordinating Officer
FTS Field Treatment Sites
GAR Governor's Authorized Representative
HCA Health Care Agency
HHS Department of Health and Human Services
HSA Human Services Agency
HSC Homeland Security Council
HSOC Homeland Security Operations Center
HSPD Homeland Security Presidential Directive
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IACG Inter Agency Coordination Group
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IHP Individuals and Households Program
IHSS In‐Home Support Services
JFO Joint Field Office
JIC Joint Information Center
JIS Joint Information System
LAC Local Assistance Center
MACS Multi‐Agency Coordination System
ME Medical Examiner
NIMS National Incident Management System
OA Operational Area
REOC Regional Emergency Operations Center
RPA Request for Public Assistance
SEMS Standardized Emergency Management System
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SECTION TEN ‐ GLOSSARY OF TERMS
This Glossary contains definitions of terms commonly used in the Standardized Emergency
Management System (SEMS) and the National Incident Management System (NIMS).
Action Plan: "Action Plan" means 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.
After Action Report: A report covering response actions, application of SEMS and NIMS, modifications to
plans and procedures, training needs, and recovery activities. After action reports are required under
SEMS after any emergency which requires a declaration of an emergency. Reports are required within 90
days.
Area Command: An organization established to: 1) oversee the management of multiple incidents that
are each being handled by an Incident Command System organization; or 2) to oversee the management
of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has
the responsibility to set overall strategy and priorities, allocate critical resources based on priorities,
ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.
Base Flood: A term used in the National Flood Insurance Program to indicate the minimum size flood to
be used by a community as a basis for its floodplain management regulations. The Base Flood is a flood
which has a one‐percent chance of being equaled or exceeded in any given year. The Base Flood is also
known as a 100‐year flood or one‐percent chance flood.
Base Flood Elevation (BFE): The elevation for which there is a one‐percent chance in any given year that
flood levels will equal or exceed it. The BFE is determined by statistical analysis for each local area and
designated on the Flood Insurance Rate Map. It is also known as the 100‐Year Flood.
Branch: The organizational level at the SEMS Field Level having functional or geographic responsibility for
major parts of incident operations. The Branch level is organizationally between Section and
Division/Group in the Operations Section, and between Section and Units in the Logistics Section.
Branch Director: The ICS title for individuals responsible for supervision of a Branch at the Field Level. At
SEMS EOC levels, the title Branch Coordinator is preferred.
Civil Air Patrol: A civilian auxiliary of the United Stated Air Force which provides personnel, services, and
equipment for specified missions in support of state and local emergency operations.
Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or agency
specific codes are used when utilizing Clear Text.
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CLERS: California Law Enforcement Radio System. The State’s radio system dedicated to public safety/law
enforcement purposes that run of the State’s microwave backbone. Local CLERS VHF channels provide
State EAS audio to broadcasters.
CLETS: California Law Enforcement Telecommunications System. CLETS terminals can be permissioned to
originate EDIS messages. Please see EDIS definition below.
Command Staff: The Command Staff at the Field level consists of the Information Officer, Safety Officer,
and Liaison Officer. They report directly to the Incident Commander and may have an assistant or
assistants, as needed. These functions may also be found at the EOC levels and would be referred to as
Management Staff.
Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial
photography, and other information or intelligence.
Communications Unit: An organizational unit in the Logistics Section responsible for providing
communication services at an incident or an EOC. A communications Unit may also be a facility (e.g., a
trailer or mobile van) used to provide the major part of an Incident Communications Center.
Compensation Unit/Claims Unit: Functional unit within the Finance/Administration Section responsible
for financial concerns resulting from property damage, injuries or fatalities at the incident or within an
EOC.
Continuity of Government (COG): All measures that may be taken to ensure the continuity of essential
functions of governments in the event of emergency conditions, including line‐of succession for key
decision makers.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs,
analyzing cost data, making cost estimates, and recommending cost‐saving measures.
Declaration: The formal action by the President to make a State eligible for major disaster or emergency
assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 3‐288, as
amended (the Stafford Act).
Declaration Process: When a disaster strikes, local authorities and individuals request help from private
relief organizations and their State government, which give all assistance possible. If assistance is beyond
their capability, the Governor requests a Presidential declaration of a major disaster or an emergency.
Delegation of Authority: A statement provided to the Incident Commander by the Agency Executive delegating
authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations,
constraints and other considerations or guidelines as needed. Many agencies require written Delegation of
Authority to be given to Incident Commanders prior to their assuming command on larger incidents.
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Demobilization Unit: Functional unit within the Planning Section responsible for assuring orderly, safe
and efficient demobilization of incident or EOC assigned resources.
Deputy Incident Commander (Section Chief or Branch Director): A fully qualified individual who, in the
absence of a superior, could be delegated the authority to manage a functional operation or perform a
specific task. In some cases, a Deputy could act as relief for a superior and therefore must be fully qualified
in the position. Deputies may also be found as necessary at all SEMS EOC levels.
Disaster Assistance Program: A program that provides state funding or reimbursement for local
government response related personnel costs incurred in response to an incident as defined in Section
2402 (i).
Disaster Service Worker: Includes public employees and any unregistered person impressed into service
during a State of War emergency, a State of emergency, or a Local Emergency by a person having authority
to command the aid of citizens in the execution of his duties. It does not include anyone registered as an
active firefighting member of any regularly organized volunteer fire department, having official
recognition, and full or partial support of the county, city, town or district in which such fire department
is located.
Division: Divisions are used to divide an incident into geographical areas of operation. Divisions are
identified by alphabetic characters for horizontal applications and, often, by numbers when used in
buildings. Divisions are also used at SEMS EOC levels and are found organizationally between Branches
and Units.
Division or Group Supervisor: The position title for individuals responsible for command of a Division or
Group at an Incident. At EOC level, the title is Division Coordinator.
Documentation Unit: Functional unit within the Planning Section responsible for collecting, recording
and safeguarding all documents relevant to an incident or within an EOC.
Emergency Alert System: The EAS is a national public warning system that requires broadcasters, cable
television systems, wireless cable systems, satellite digital audio radio service (SDARS) providers, and
direct broadcast satellite (DBS) providers to provide the communications capability for the President to
address the American public during a national emergency. The system also may be used by state and local
authorities to deliver important emergency information, such as AMBER alerts, SILVER Alerts, and weather
information targeted to specific areas.
Emergency Management Coordinator: The individual within each jurisdiction that is delegated the day‐
to‐day responsibility for the development and maintenance of all emergency management coordination
efforts.
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Emergency Public Information System: The network of information officers and their staffs who operate
from EPICs (Centers) at all levels of government within the state. The system also includes the news media
through which emergency information is released to the public.
Emergency Support Function: A grouping of government and certain private‐sector capabilities into an
organizational structure to provide the support, resources, program implementation, and services that are most
likely to be needed to save lives, protect property and the environment, restore essential services and critical
infrastructure, and help victims and communities return to normal, when feasible, following domestic incidents.
The ESFs serve as the primary operational‐level mechanism to provide assistance to State, local, and tribal
governments or to Federal departments and agencies conducting missions of primary Federal responsibility.
EOC Action Plan: The plan developed at SEMS EOC levels which contains objectives, actions to be taken,
assignments and supporting information for the next operational period.
Essential Facilities: Facilities that are essential for maintaining the health, safety, and overall well‐being
of the public following a disaster (e.g., hospitals, law enforcement and fire department buildings, utility
facilities, etc.). May also include buildings that have been designated for use as mass care facilities (e.g.,
schools, churches, etc.).
Facilities Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS Field
Response Level that provides fixed facilities for the incident. These facilities may include the Incident
Base, feeding areas, sleeping areas, sanitary facilities, etc.
Federal Disaster Relief Act: Public Law 93‐288, as amended, that gives the President broad powers to
supplement the efforts and available resources of state and local governments in carrying out their
responsibilities to alleviate suffering and damage resulting from major (peacetime) disasters.
Field Coordination Center: A temporary facility established by Cal OES within or adjacent to areas
affected by a disaster. It functions under the operational control of the Cal OES mutual aid regional
manager and is supported by mobile communications and personnel provided by Cal OES and other state
agencies.
Field Treatment Site: Temporary sites utilized for emergencies when permanent medical facilities are not
available or adequate to meet emergency medical care needs. The FTS is designed to provide triage and
medical care for up to 48 hours or until new patients are no longer arriving at the site. The Medical/Health
Branch has the authority to activate an FTS and determine the number and location of FTSs.
Finance/Administration Section: One of the five primary functions found at all SEMS levels which is
responsible for all costs and financial considerations. At the incident the Section can include the Time
Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.
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Flood Insurance Rate Map (FIRM): The official map of a community prepared by FEMA, which shows the
base flood elevation, along with the special hazard areas and the risk premium zones. The study is funded
by FEMA and is based on detailed surveys and analysis of the site‐specific hydrologic characteristics.
Food Unit: Functional unit within the Service Branch of the Logistics Section responsible for providing
meals for incident and EOC personnel.
Function: In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations,
Planning, Logistics and Finance/Administration. The same five functions also are found at all SEMS EOC
levels. At the EOC, the term Management replaces Command. The term function is also used when
describing the activity involved, e.g., "the planning function."
Functional Element: Refers to a part of the incident, EOC or DOC organization such as section, branch,
group or unit.
General Staff: The group of management personnel reporting to the Incident Commander or to the EOC
Director. They may each have a deputy, as needed. At the Field SEMS level, the General Staff consists of:
Operations Section Chief, Planning/Intelligence Section Chief, Logistics Section Chief and the
Finance/Administration Section Chief
Group: Groups are established to divide the incident into functional areas of operation. Groups are
composed of resources assembled to perform a special function not necessarily within a single geographic
division. (See Division.) Groups are located between Branches (when activated) and Resources in the
Operations Section.
Hazard Mitigation Plan: The plan resulting from a systematic evaluation of the nature and extent of
vulnerability to the effects of natural hazards present in society that includes the actions needed to minimize
future vulnerability to hazards.
Incident Action Plan: The plan developed at the field response level which contains objectives reflecting
the overall incident strategy and specific tactical actions and supporting information for the next operational
period. The plan may be oral or written.
Incident Commander: The individual responsible for the command of all functions at the field response level.
Incident Command Post (ICP): The location at which the primary command functions are executed. The
ICP may be collocated with the incident base or other incident facilities.
Incident Command System (ICS): The nationally used standardized on‐scene emergency management
concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the
complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within
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a common organizational structure, with responsibility for the management of resources to effectively
accomplish stated objectives pertinent to an incident.
Incident Management Team: The Incident commander and appropriate General and Command Staff
personnel assigned to an incident.
Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate
strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations
of what can be accomplished when all allocated resources have been effectively deployed. Incident
objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical
alternatives.
Individual Assistance (IA): Supplementary Federal assistance provided under the Stafford Act to
individuals and families adversely affected by a major disaster or an emergency. Such assistance may be
provided directly by the Federal Government or through State or local governments or disaster relief
organizations.
Joint Field Office (JFO): A temporary Federal facility established locally to provide a central point for
Federal, State, local, and tribal executives with responsibility for incident oversight, direction, and/or
assistance to effectively coordinate protection, prevention, preparedness, response, and recovery
actions. The JFO will combine the traditional functions of the JOC, the FEMA DFO, and the JIC within a
single Federal facility.
Joint Information Center (JIC): A facility established to coordinate all incident‐related public information
activities. It is the central point of contact for all news media at the scene of the incident. Public
information officials from all participating agencies should collocate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive
organization designed to provide consistent, coordinated, timely information during a crisis or incident
operations. The mission of the JIS is to provide a structure and system for developing and delivering
coordinated interagency messages; developing, recommending, and executing public information plans
and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a
response effort; and controlling rumors and inaccurate information that could undermine public
confidence in the emergency response effort.
Joint Operations Center (JOC): The JOC is the focal point for all Federal investigative law enforcement
activities during a terrorist or potential terrorist incident or any other significant criminal incident and is
managed by the Senior Federal Law Enforcement Officer. The JOC becomes a component of the JFO when
the National Response Plan is activated.
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Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for coordinating with
representatives from cooperating and assisting agencies. At SEMS EOC levels, the function may be done
by a Coordinator and/or within a Section or Branch reporting directly to the EOC Director.
Logistics Section: One of the five primary functions found at all SEMS levels. The Section responsible for
providing facilities, services and materials for the incident or at an EOC.
Management by Objectives: In SEMS field and EOC levels, this is a top‐down management activity which
involves a three‐step process to achieve the desired goal. The steps are establishing the objectives,
selection of appropriate strategy(s) to achieve the objectives; and the direction or assignments associated
with the selected strategy.
Mass Care Facility: A location where temporary services are provided to disaster victims during an emergency
which may include lodging, food, clothing, registration, welfare inquiry, first aid, and essential social services.
Master Mutual Aid Agreement: An agreement entered by and between the State of California, its various
departments and agencies, and the various political subdivision, municipal corporations, and other public
agencies of the State of California to assist each other by providing resources during an emergency.
Mutual aid occurs when two or more parties agree to furnish resources and facilities and to render
services to each other to prevent and combat any type of disaster or emergency.
Mobilization Center: An off‐incident location at which emergency service personnel and equipment are
temporarily located pending assignment to incidents, release, or reassignment.
Multi‐Agency Coordination System (MACS): The combination of personnel, facilities, equipment,
procedures and communications integrated into a common system. When activated, MACS has the
responsibility for coordination of assisting agency resources and support in a multi‐agency or multi‐
jurisdiction environment. A MAC Group functions within the MACS. MACS organizations are used within
the California Fire Services.
Multi‐purpose Staging Area (MSA): A pre‐designated location such as a County/District Fairgrounds
having large parking areas and shelter for equipment and operators, which provides a base for
coordinated localized emergency operations, a rally point for mutual aid coming into an area, and a site
for post‐disaster population support and recovery.
Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree
to assist one another upon request, by furnishing personnel and equipment.
Mutual Aid Coordinator: An individual at local government, operational area, region or state level that is
responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources.
Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
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Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination
of mutual aid and other emergency operations within a geographical area of the state, consisting of two
or more county (operational) areas.
Mutual Aid Staging Area: A temporary facility established by the California Emergency Services Agency
(CalOES) within, or adjacent to, affected areas. It may be supported by mobile communications and
personnel provided by field or headquarters staff from state agencies, as well as personnel from local
jurisdictions throughout the state.
National Disaster Medical System (NDMS): A coordinated partnership between DHS, HHS, DOD, and the
Department of Veterans Affairs established for the purpose of responding to the needs of victims of a
public health emergency. NDMS provides medical response assets and the movement of patients to
healthcare facilities where definitive medical care is received when required.
National Flood Insurance Program (NFIP): The Federal program, created by an act of Congress in 1968
that makes flood insurance available in communities that enact satisfactory floodplain management
regulations.
National Incident Management System (NIMS): A set of principles that provides a systematic, proactive
approach guiding government agencies at all levels, nongovernmental organizations, and the private
sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects
of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property
and harm to the environment.
National Infrastructure Coordination Center (NICC): Managed by the DHS Information Analysis and
Infrastructure Protection Directorate, the NICC monitors the Nation’s critical infrastructure and key
resources on an ongoing basis. In the event of an incident, the NICC provides a coordinating vehicle to
share information with critical infrastructure and key resources information‐sharing entities.
National Interagency Coordination Center (NICC): The organization responsible for coordinating
allocation of resources to one or more coordination centers or major fires within the Nation. Located in
Boise, ID.
National Response Framework (NRF): A guide to how the Nation conducts all‐hazards response.
National Warning System: The federal portion of the civil defense warning system, used to disseminate
warning and other emergency information from the warning centers or regions to warning points in each
state.
One Hundred (100)‐Year Flood: The flood elevation that has a one‐percent chance of being equaled or
exceeded in any given year. It is also known as the base flood elevation.
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Operational Area: An intermediate level of the state emergency organization, consisting of a county and
all political subdivisions within the county area.
Operational Area Coordinator: The individual within the operational area responsible for a specific
function such as law enforcement, Medical Examiner’s services, or emergency medical services.
Operational Period: The time scheduled for execution of a given set of operation actions as specified in
the Incident or EOC Action Plan. Operational Periods can be of various lengths, although usually not over
24 hours.
Operations Section: One of the five primary functions found at all SEMS levels. The Section responsible
for all tactical operations at the incident, or for the coordination of operational activities at an EOC.
Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific
strategies and tactics for incident control operations and for service and support planning. Planning
meetings are an essential activity at all SEMS EOC levels.
Planning Section: (Also referred to as Planning/Intelligence). One of the five primary functions found at
all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to
the incident or an emergency, and for the preparation and documentation of Incident or EOC Action Plans.
The section also maintains information on the current and forecasted situation, and on the status of
resources assigned to the incident.
Public Assistance (PA): Supplementary Federal assistance provided under the Stafford Act to State and
local governments or certain private, nonprofit organizations other than assistance for the direct benefit
of individuals and families.
Public Information Officer: The individual at field or EOC level that has been delegated the authority to
prepare public information releases and to interact with the media. Duties will vary depending upon the
agency and SEMS level.
Recovery: Activities traditionally associated with providing Federal supplemental disaster recovery
assistance under a Presidential major disaster declaration. These activities usually begin within days after
the event and continue after the response activities cease. Recovery includes individual and public
assistance programs which provide temporary housing assistance, grants and loans to eligible individuals
and government entities to recovery from the effects of a disaster.
Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding
Federal agencies to restore the affected area.
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Regional Director (RD): A director of a regional office of FEMA, or his/her designated representative. As
used in the Stafford Act, Regional Director also means the Disaster Recovery Manager who has been
appointed to exercise the authority of the regional Director for a particular emergency or major disaster.
Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions.
REOCS are used to coordinate information and resources among operational areas and between the
operational areas and the state level.
Resources Unit: Functional unit within the Planning Section at the SEMS Field Response level responsible
for recording the status of resources committed to the incident. The Unit also evaluates resources
currently committed to the incident, the impact that additional responding resources will have on the
incident, and anticipated resources needs.
Safety Officer: A member of the Command Staff at the incident or within an EOC responsible for
monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring
personnel safety. The Safety Officer may have assistants.
Section: That organization level with responsibility for a major functional area of the incident or at an
EOC, e.g., Operations, Planning, Logistics, Administration/Finance.
Section Chief: The ICS title for individuals responsible for command of functional sections: Operations,
Planning/Intelligence, Logistics and Administration/Finance. At the EOC level, the position title will be
Section Coordinator.
Shelter Manager: An individual who provides for the internal organization, administration, and operation
of a shelter facility.
Situation Status Unit: Functional unit within the Planning Section responsible for the collection,
organization and analysis of incident status information, and for analysis of the situation as it progresses.
Reports to the Planning Section Chief.
Span of Control: The supervisory ratio maintained within an ICS or EOC organization. A span of control of
five‐positions reporting to one supervisor is considered optimum.
Special District: A unit of local government (other than a city, county, or city and county) with authority
or responsibility to own, operate or maintain a project (as defined in California Code of Regulations
2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established
under section 6500 et seq. of the Code.
Stafford Act: Robert T. Stafford disaster Relief and Emergency Assistance Act, PL 100‐707, signed into law
November 23, 1988; amended the Disaster Relief Act of 1974, PL 93‐288.
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Standardized Emergency Management System (SEMS): A system required by California Government
Code for managing response to multi‐agency and multi‐jurisdiction emergencies in California. SEMS
consists of five organizational levels which are activated as necessary: Field Response, Local Government,
Operation Area, Region, and State.
State Coordinating Officer (SCO): The person appointed by the Governor to act for the State in
cooperation with the Federal Coordinating Officer.
State of Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the
safety of persons and property within the state caused by such conditions as air pollution, fire, flood,
storm, epidemic, riot, or earthquake or other conditions, other than conditions, resulting from a labor
controversy, or conditions causing a "state of war emergency", which conditions by reason of magnitude,
are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single
county, city and county, or city and require the combined forces of a mutual aid region or regions to
combat.
State of War Emergency: The condition which exists immediately, with or without a proclamation thereof
by the Governor, whenever the state or nation is directly attacked by an enemy of the United States, or
upon the receipt by the state of a warning from the federal government that such an enemy attack is
probable or imminent.
State Operations Center (SOC): An EOC facility operated by CalOES at the state level in SEMS.
Strike Team: A set number of resources of the same kind and type that have an established minimum
number of personnel.
Supply Unit: Functional unit within the Support Branch of the Logistics Section responsible for ordering
equipment and supplies required for incident operations.
Support Branch: A Branch within the Logistics Section in the field responsible for providing personnel,
equipment and supplies to support incident operations. Includes the Supply, Facilities and Ground
Support Units.
Task Force: A combination of single resources assembled for a particular tactical need with common
communications and a leader.
Technological Hazard: Includes a range of hazards emanating from the manufacture, transportation, and
use of such substances as radioactive materials, chemicals, explosives, flammables, agricultural pesticides,
herbicides and disease agents; oil spills on land, coastal waters or inland water systems; and debris from
space.
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Time Unit: Functional unit within the Finance/Administration Section responsible for recording time for
incident or EOC personnel and hired equipment.
Triage: A process of priority sorting sick and injured people on the basis of urgency and type of condition
presented so that they can be routed to appropriate medical facilities.
Type: Refers to resource capability. A Type 1 resource provides a greater overall capability due to power,
size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with
additional information in selecting the best resource for the task.
Unified Area Command: A Unified Area Command is established when incidents under an Area Command
are multi‐jurisdictional. (See Area Command and Management.)
Unified Command: In ICS, Unified Command is a unified team effort which allows all agencies with
responsibility for the incident, either geographical or functional, to manage an incident by establishing a
common set of incident objectives and strategies. This is accomplished without losing or abdicating
agency authority, responsibility or accountability.
Unity of Command: The concept by which each person within an organization reports to one and only
one designated person.
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PART TWO – EOC POSITION CHECKLISTS
CITY OF MOORPARK EOC ORGANIZATION CHART
City Council
*EOC Director
*Operations Section
Coordinator
**Fire/Med/Health
Branch
**Police Branch
Building and Safety
Branch
Public Works
Branch
Care and Shelter
Branch
*Planning/Intelligence
Coordinator
Situation Status
Unit
Resource Status
Damage
Assessment
Documentation
Unit
Advance Planning
Unit
Recovery Planning
Unit
GIS Unit
Demobilization
Unit
*Logistics Section
Coordinator
Procurement/
Purchasing Unit
Information
Systems Unit
Personnel Unit
Facilities Unit
Transportation
Unit
*Finance/Administration
Coordinator
Time Keeping
Unit
Cost Analysis
Unit
Cost Recovery
Unit
Comp/Claims Unit
Public Information Officer Safety Officer
Legal Advisor Security Officer
EOC Coordinator /
Liaison Officer
Multi‐Agency Coordination Group
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.
** Contract service/liaison position.
Field Units will be coordinating and communicating with each of the Branches under the Operations
Section. The Incident Command System will be used in the field.
With this EOC Organization, only those functions that are necessary will be activated. The dotted lines
represent the flexibility of the activation of these functions.
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RESPONSIBILITIES CHART
Responsibilities:
Management (Management Function)
Responsible for overall emergency management policy and coordination through the joint efforts of
governmental agencies, non‐governmental organizations, and private organizations. The EOC Director
will either activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all city operations in support of the disaster response through
implementation of the city’s EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating, and disseminating information; coordinating the development of
the city’s EOC Action Plan in coordination with other sections; tracking critical resources assigned to the
event, initiating and preparation of the city’s After‐Action/Corrective Action Report, Improvement Plan
and maintaining documentation.
Logistics Section
The Logistics Section is responsible for providing communications, facilities, services, personnel,
equipment, supplies, and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects.
Management
Operations Planning Logistics Finance
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COMMON EOC RESPONSIBILITIES
(The following checklist is applicable to all EOC positions).
ACTIVATION
Check‐in with EOC Finance Section upon arrival at the EOC. Sign in using the ICS‐
211 Forms (ICS 211 can be found in the Forms Section of the Support
Documentation).
Report to your EOC organizational supervisor.
Identify yourself with your EOC identification, print your name on the EOC
Organization chart and start an Individual Log (ICS 214 can be found in the Forms
Section of the Support Documentation).
Obtain a briefing on the situation from your EOC organizational supervisor.
Determine your personal operating location and set up, as necessary.
Review your position responsibilities.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Ensure all functions within your Section are appropriately staffed. Make required
personnel assignments as staff arrives.
Log into DLAN (County emergency management platform. Procedures can be
found in the Appendices).
Based on the situation as known or forecast determine likely future Section
needs.
GENERAL DUTIES
Establish operating procedure with the Logistics Section for use of telephone,
radio and data systems. Make any priorities or special requests known.
Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off‐site
communications.
Determine and anticipate support requirements and forward to your EOC
organizational supervisor.
Monitor your position activities and adjust staffing and organization to meet
current needs.
Use face‐to‐face communication in the EOC whenever possible and document
decisions and policy.
Keep your EOC organizational supervisor advised of your status and activity and
on any problem areas that now need or will require solutions.
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COMMON EOC RESPONSIBILITIES
(The following checklist is applicable to all EOC positions).
DOCUMENTATION/
REPORTS
Open and maintain an individual Activity Log (ICS 214 Form). Make sure to note
your check‐in time on the Activity Log (ICS 214 can be found in the Forms Section
of the Support Documentation). Document messages received, action taken,
decision justification and documentation, requests filled and EOC personnel, time
on duty and assignments.
Maintain required records and documentation to support the After‐
Action/Corrective Action Report and the history of the disaster/emergency.
Review situation reports as they are received. Verify information where questions
exist.
Ensure that your personnel and equipment time records and a record of
expendable materials used are provided to your EOC organizational supervisor at
the end of each operational period.
Do NOT throw any paperwork (notes, memos, messages, etc.) away. This
documentation can be used to support FEMA reimbursement.
RESOURCES
Determine 24‐hour staffing requirements and request additional support as
required.
Keep up to date on the situation and resources associated with your position.
Request additional resources through the appropriate Logistics Section Unit.
SHIFT CHANGE
Brief your relief at shift‐change time. Ensure in‐progress activities are identified
and follow‐up requirements are known. Use the EOC Change of Shift Briefing
Worksheet. (See Support Documentation for the EOC Change of Shift Briefing
Worksheet).
Provide incoming personnel the next EOC Action Plan.
Submit completed logs, timecards, etc. to your EOC organizational supervisor
before you leave.
Determine when you should return for your next work shift.
Follow EOC check out procedures, including signing out, workstation clean‐up,
providing phone number where you can be reached and turning in 214’s to your
organizational supervisor.
DEACTIVATION /
DEMOBILIZATION
Ensure that all required forms or reports are completed and submitted to your
EOC organizational supervisor prior to your release and departure.
Provide input to the EOC After‐Action/Corrective Action Report, if asked.
Deactivate your position and close out logs when authorized by your EOC
organizational supervisor.
Clean up work area before you leave.
Leave contact information where you can be reached.
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MANAGEMENT SECTION – GENERAL INFORMATION
PURPOSE
To direct and manage the City of Moorpark’s response and recovery from an emergency in a uniformed,
collective, collaborative and coordinated effort.
OVERVIEW
The Management Section is responsible for overall emergency policy and coordination through the joint
efforts of governmental agencies and private organizations.
Functions in the Management Section include:
EOC Director
Public Information Officer
EOC Coordinator / Liaison Officer
Safety Officer
Security Officer
Legal Advisor
Multi‐Agency Coordination Group
City Council
OBJECTIVES
The overall objective of emergency management is to ensure the effective management of response and
recovery activities and resource allocation associated with all hazards. To carry out its responsibilities,
Management Section will accomplish the following objectives during a disaster/emergency:
Overall management and coordination of emergency response and recovery operations, including
on‐scene incident management as required.
Coordinate and liaison with appropriate federal, state, and other local government agencies and
non‐governmental agencies, as well as applicable segments of private sector entities and
volunteer agencies.
Establish priorities and resolve any conflicting demands for support.
Prepare and disseminate emergency public information to inform, alert and warn the public.
Disseminate damage information and other essential data.
CONCEPT OF OPERATIONS
The Management Section will operate under the following policies during a disaster/emergency as the
situation dictates:
SEMS and NIMS will be followed.
All existing City and departmental operating procedures will be adhered to unless modified by the
City Council or EOC Director.
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All on‐duty personnel are expected to remain on duty until properly relieved of duty. Off‐duty
personnel will be expected to return to work in accordance with adopted policies
Operational periods will be determined by the EOC Director. Operational periods should be event
driven.
SECTION ACTIVATION PROCEDURES
The following individuals, either acting as the EOC Director or on behalf of the EOC Director, or their
appointed representatives (as referenced in Section Five ‐ Continuity of Government Lines of
Succession) are authorized to activate the EOC:
City Manager
Assistant City Manager
City Engineer/Public Works Director
Parks, Recreation and Community Services Director
Community Development Director
Finance Director
When to Activate
The Management Section may be activated when the City's EOC is activated or upon the order of the
EOC Director or appointed representative.
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MANAGEMENT FUNCTION ORGANIZATION CHART
MANAGEMENT SECTION STAFF
The Management Section is led by the EOC Director established for every EOC activation to coordinate
EOC operations. The City Manager by city ordinance will fill this position while serving as the Director of
Disaster Services during a disaster/emergency. The EOC Director, Public Information Officer, Legal
Advisor, EOC Coordinator / Liaison Officer, Safety Officer and Security Officer make up the EOC
Management Team. The Management team advises and assists the EOC Director on policy matters and in
the development of overall strategy to mitigate the incident and rules, regulations, proclamations, and
orders.
Multi‐Agency Coordination Group
The Multi‐Agency Coordination Group (MACG) is activated only when needed when emergencies (planned
or unplanned) involve more than one agency or jurisdiction with response authorities. The MACG will be
the primary avenue for establishing policy‐level decisions and directives that transcend multiple agencies
and jurisdictions. It will be the avenue through which incidents and resource allocations are prioritized
when resources are scarce and incidents are forced to compete, will work to harmonize polices across
agencies and jurisdictions, offer strategic guidance and direction to support incident management
activities, and ensure the integration of communications systems and information sharing.
City Council
Proclaim and/or ratify a local emergency, approve emergency orders, and serve as City Official.
EOC Director
The EOC Director is responsible for the overall management of the City’s emergency response and
recovery effort. The EOC Director determines the operational period and the priorities for the operational
period.
Public Information Officer
The Public Information Officer (PIO) ensures that information support is provided on request; that
information released is consistent, accurate and timely and appropriate information is provided to all
required agencies, the media, and the public.
City Council
*EOC Director
Public Information Officer EOC Coordinator
Legal Advisor Safety Officer
Liaison Officer Security Officer
Multi‐Agency Coordination Group
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When multiple local, state federal agencies are involved, a Joint Information Center (JIC) may be
established. The Public Information Officer will coordinate and communicate with the JIC or assign an
individual to the JIC to ensure coordination of information dissemination with local, state, and federal
agencies.
EOC Coordinator / Liaison Officer
The EOC Coordinator / Liaison Officer facilitates the overall functioning of the EOC and serves as a
resource to the EOC Director. The EOC Coordinator / Liaison Officer also serves as the point of contact
for Agency Representatives from assisting organizations and agencies outside the city government
structure and aids in coordinating the efforts of these outside agencies to reduce the risk of them
operating independently. This ensures each agency is doing what it does best and maximizes the
effectiveness of available resources. Any state and/or federal emergency official should contact the EOC
Coordinator / Liaison Officer to ensure continuity of operations. The EOC Coordinator / Liaison Officer also
serves as a central coordination for DAFN population concerns.
Safety Officer
The Safety Officer is responsible for identifying and mitigating safety hazards and situations of potential
city liability during EOC operations. This position will be needed mostly at the beginning of activating the
EOC.
Security Officer
The Security Officer is responsible for security of all EOC facilities and personnel access.
Legal Officer
The Legal Officer is the City Attorney and provides legal advice to the EOC Director in all legal matters
relative to the emergency and assists in the proclamation of an emergency.
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MULTI‐AGENCY COORDINATION GROUP
SUPERVISOR: EOC Director
PRIMARY DUTIES
Activated only when needed.
Support the EOC Director.
Assist in making cooperative multi‐agency decisions.
Support policy‐level, resource prioritization and allocation decisions.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENT &
NOTIFICATIONS
Upon arrival, identify yourself as a member of the Multi‐Agency Coordination
Group and report to the EOC Director.
Clarify issues regarding your authority and assignment.
Notify your home agency/department of your role in the MAC.
Communicate MAC Group decisions to agency/department.
MEETINGS/
BRIEFINGS
Obtain a briefing from your staff about the disaster/emergency and impact on
your Agency/Department’s operational capability.
As appropriate, report to the EOC Director for a briefing and provide a status
report of your Agency/Department.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Maintain all required records and documentation to support the After‐
Action/Corrective Action Report and the history of the disaster/emergency.
Review situation reports as they are received. Verify information where questions
exist.
Ensure that your personnel and equipment time records and a record of
expendable materials used are provided to your EOC organizational supervisor at
the end of each operational period.
Do NOT throw any paperwork (notes, memos, messages, etc.) away. This
documentation can be used to support FEMA reimbursement.
POLICIES
Support the Director of Disaster Services to develop temporary emergency policies
for managing the strategic aspects of the disaster/emergency.
Propose amended or new policies.
RESOURCES
Determine 24‐hour staffing requirements and request additional support as
required.
Keep up to date on the situation and resources associated with your position.
Request additional resources through the appropriate Logistics Section Unit.
Support the allocation of available scarce resources based on incident
prioritization and related criteria including the most effective and efficient use of
those resources.
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MULTI‐AGENCY COORDINATION GROUP
ONGOING
ACTIVITIES
Review your position responsibilities.
Assist the EOC Director in the preparation of the Action Plan, if requested.
Participate with other MAC representatives to prioritize incidents using
established prioritization criteria and the best available situation analysis
information.
Resolve emergency‐related common issues with other MAC representatives.
Participate in strategic planning discussions.
Ensure Continuity of Government and Continuity of Operations and prepare the
EOC for transition to a recovery organization to restore the City to pre‐disaster
conditions as quickly and effectively as possible.
Commit to engaging in all MAC Group discussions and responsibilities.
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CITY COUNCIL
SUPERVISOR: Electorate
PRIMARY
RESPONSIBILITIES
*Proclaim and/or **ratify a local emergency.
Approve policies, recommendations, and emergency proclamations as
submitted by the City Manager.
Communicate with other elected officials.
Disseminate disaster related information provided by the EOC to constituents.
Support the EOC Director and provide policy guidance when needed.
Obtain briefings from EOC Director and provide information to the public and
media in coordination with the Public Information Officer.
Host and accompany VIP’s and government officials on tours of the emergency.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING Do not respond to the EOC, unless requested to do so by the EOC Director.
MEETINGS /
BRIEFINGS
Receive incident briefing from EOC Director (City Manager) or designee by
phone or arranged meeting location.
Call emergency meetings of the City Council to proclaim and/or ratify a local
emergency and approve emergency orders as needed.
Three (3) members of the City Council are needed for an official quorum.
Emergency proclamations must be ratified within seven (7) days.
Approve extraordinary expenditure requirements, as necessary.
POLICIES
Review, at least every 14 days, the need for continuing the Local Emergency and
proclaim the termination of the Local Emergency as conditions warrant.
In consultation with the EOC Director, Multi‐Agency Coordination Group and
General Staff, develop temporary emergency policies for managing the strategic
aspects of the emergency.
ONGOING
ACTIVITIES
Upon request of PIO, and EOC Coordinator / Liaison Officer host and accompany
VIP's and governmental officials on tours of the emergency area. Coordinate all
tours with PIO and the EOC Coordinator / Liaison Officer.
Provide interviews to the media as arranged by the PIO.
Refer all requests for emergency information to the EOC Director or PIO.
Develop or utilize existing citizen’s advisory group to address concerns, as
appropriate.
Consider developing an emergency planning task force within the local business
or trade association to discuss concerns and disseminate pre‐event planning
information and post‐event recovery information.
Encourage post‐event discussions in the community to identify perceived areas
of improvements.
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*Proclaim a local emergency – The City Council, if in session, and the Director of Disaster Services, when
City Council is not in session, can proclaim a local emergency.
**Ratify a local emergency – Whenever a local emergency is proclaimed by the Director of Disaster
Services, the City Council shall take action to ratify the proclamation within seven (7) days thereafter or
the proclamation shall have no further force or effect. If the City Council does not ratify the local
emergency, such inaction shall not affect the validity of the local emergency during the time it was in
effect.
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EOC DIRECTOR
SUPERVISOR: City Council
PRIMARY
RESPONSIBILITIES
Establish priorities and overall EOC objectives.
Provide leadership of all EOC Sections and management and coordination of
emergency response and recovery operations.
Support all General Staff section coordinators.
Provide executive decision making.
Approve the EOC Action Plan.
Responsible for the local emergency proclamation process (See Management
Support Documentation, Local and State Emergencies and Proclamations).
Ensure direct connection to the Multi‐Agency Coordination and City Council, if
activated.
Identify staffing needs and work with Logistics Section to provide support staff
as needed.
Ensure liaison with appropriate federal, state, county, cities, special districts,
private and volunteer entities. (May be assigned to the EOC Coordinator/Liaison
Officer).
Coordinate with affected city departments/agencies.
Establish a Joint Information Center if needed. (May be assigned to the PIO).
Coordinate incident‐wide messaging.
Manage VIPs and conduct VIP briefings.
In coordination with the PIO, ensure timely, accurate and actionable information
is provided to public and the media via incident hotline, press releases,
interviews, press conferences and social media.
Provide technical support, guidance and advice to the City’s appointed Recovery
Director (Deputy Community Development Director or Principal Planner), if
established.
Coordinate EOC tasks with EOC sections that overlap with short term recovery
(i.e., Local Assistance Center, Damage Assessment, Town Halls/ Community
Meetings).
Coordinate with the EOC Coordinator / Liaison Officer to ensure all emergency
response and recovery operations address disabilities and access and functional
needs (DAFN) concerns.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67
ACTIVATION &
NOTIFICATIONS
Establish, with input from General Staff, operational period and EOC priorities.
(See Planning Support Documentation‐ Standing Objectives).
Determine the operational status and appropriate level of activation based on
situation as known.
Ensure city EOC personnel are notified and directed to report to the EOC.
Ensure that EOC positions and ICS field positions are filled as needed.
Mobilize appropriate personnel for initial activation of the EOC.
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EOC DIRECTOR
Activate an alternate EOC as required. When there is damage to the primary
EOC sufficient to render it unusable, report to the alternate EOC or initiate a
virtual EOC.
Ensure the EOC is properly set up and ready for operations.
Ensure the EOC Coordinator/Liaison Officer notifies Ventura County Sheriff’s
OES that the City EOC has been activated.
ASSIGNMENTS/
STAFFING
Establish the appropriate level of staffing for the EOC (If position is not utilized,
unit responsibility rests with EOC Director):
EOC Coordinator/Liaison Officer
Public Information Officer
Legal Officer
Safety Officer
Security Officer
Operations Section Coordinator
Planning/Intelligence Section Coordinator
Logistics Section Coordinator
Finance/Administration Section Coordinator
Assign person to record EOC Director’s actions.
Assign staff to initiate check‐in procedures. (See Forms in the Support
Documentation for a copy of the Check‐In Form.)
Identify staffing needs and work with the Logistics Section to provide support
staff as needed.
MEETINGS /
BRIEFINGS
Obtain briefing from current Incident Commander, or with persons responsible
for public works, fire, and police operations to obtain incident status and
information or from whatever sources are available.
Brief incoming EOC Section personnel prior to their assuming their duties.
Briefings should include:
Current situation assessment
Identification of specific job responsibilities
Identification of co‐workers within the job function and/or geographical
assignment
Availability of communications
Location of work area
Identification of eating and sleeping arrangements as appropriate
Procedural instructions for obtaining additional supplies, services, and
personnel
Identification of operational period work shifts
Reminder to Section Coordinators to prepare work objectives in
coordination with their Section staff
Ensure that all EOC management team meetings, General Staff meetings and
policy decisions are documented by a scribe.
Establish the frequency of briefing sessions.
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EOC DIRECTOR
Conduct periodic briefings for your Section and General Staff. Ensure that all
organizational elements are aware of priorities.
Conduct periodic briefing sessions with the elected officials and other VIPs of
relevant problems and decisions, as needed.
ACTION
PLANNING
Meet with the Plans Section Coordinator to determine need for the Planning P
process. Establish the “Battle Rhythm” for the current operational period.
Schedule the first planning meeting.
Establish overall EOC priorities and develop objectives for the Management
function. Make a list of key issues to be addressed by the Management Section
with input from all General Staff.
Update EOC priorities and EOC objectives as needed.
Approve and authorize the implementation of the EOC Action Plan developed
and prepared by the Planning/Intelligence Section and EOC management team.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Ensure that all your Section personnel and equipment time records and a record
of expendable materials used are provided to the Finance/Administration
Section at the end of each operational period.
Approve the following documents or reports:
Situation Reports
Press Releases
EOC Action Plan
Initial Damage Estimate Report
Advance/Contingency Plans
POLICIES
Confirm the delegation of authority. Obtain any guidance or direction, as
necessary.
Determine appropriate delegation of purchasing authority to the
Procurement/Purchasing Unit of the Logistics Section.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Request additional personnel to maintain a 24‐hour operation as required.
Determine if support is required from other jurisdictions. Logistics Section will
implement all Mutual Aid requests (except for law enforcement and fire).
ONGOING
ACTIVITIES
Provide overall leadership, management and emergency response and recovery
operations support for all EOC Sections.
Provide executive decision making.
Ensure that all departments account for personnel and work assignments.
Ensure all department/agency actions support established EOC priorities.
Carry out responsibilities of all other EOC Sections not currently staffed.
Develop and issue appropriate rules, regulations, proclamations, and orders.
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EOC DIRECTOR
Initiate Emergency Proclamations as needed (See Management Support
Documentation – Local and State Emergency Proclamations.)
Consider activating the Multi‐Agency Coordination Group to address citywide
issues (i.e., reduced hours of operations for regular city business), continuity of
government and continuity of operations issues.
Set priorities for restoration of city services.
In conjunction with the PIO, coordinate and conduct news conferences and
review media releases as required. Establish procedure for information releases
affecting inter‐agency coordination.
Authorize PIO to release information to the media and to access the Emergency
Alert System (EAS) and other communication systems. EAS can be accessed via
the Ventura County Operational Area EOC if necessary.
Ensure that the Emergency Coordinator/Liaison Officer is providing for and
maintaining positive and effective inter‐agency coordination.
Establish and maintain contacts with adjacent jurisdictions/agencies and with
other organizational levels as appropriate.
Keep the Mayor, City Council and the Operational Area informed of the incident
and EOC activities.
Monitor performance of EOC personnel for signs of stress or under‐
performance; initiate Critical Incident Stress Debriefing or Psychological First
Aid as appropriate in coordination with Personnel Unit of the Logistics Section.
DEACTIVATION /
DEMOBILIZATION
Authorize deactivation of sections, branches, or units when they are no longer
required. Approve the Demobilization Plan (drafted by Planning).
Ensure that the EOC Coordinator/Liaison Officer notifies higher level EOCs and
appropriate organizations of planned time for demobilization.
Ensure that any open actions are completed before demobilization.
Ensure that all required forms or reports are completed prior to demobilization.
Provide all completed documentation to the Documentation Unit, prior to your
departure. Turn over financial information to Finance/Administration Section
Coordinator.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
Deactivate the EOC and close out logs when the emergency no longer requires
activation.
Proclaim termination of the emergency and proceed with recovery operations.
TERMINATION
Complete a final situation report stating the end of EOC operations.
Ensure smooth transition from EOC response to recovery operations, as
necessary. Provide on‐going technical guidance on recovery activities.
Schedule Incident Debriefing.
Assist with the development of a Final AAR.
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PUBLIC INFORMATION OFFICER
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Serve as the dissemination point for all media releases related to city impacts
and activities. (Other agencies wishing to release information regarding the City
of Moorpark to the public should coordinate through the Public Information
function.)
Coordinate use of the City’s public notification systems, social media and the
City’s website.
Ensure that the public within the affected area receives complete, accurate,
timely, and consistent information about lifesaving procedures, health
preservation instructions, emergency status, relief programs and services and
other information. Information released should be posted in hard copy in the
EOC and to DLan.
Review and coordinate all related information releases, including dissemination
of emergency information to city departments to keep employees apprised of
the situation.
Maintain a relationship with the media representatives and hold periodic press
conferences as required.
Provide news releases, answer questions the media may have, and arrange for
tours or photo opportunities of the incident.
If multiple agencies and/or jurisdictions are affected and response operations
are expected over 24 hours, a Joint Information Center (JIC) may be activated.
The JIC may include county, state and federal agencies. If a JIC is established the
PIO shall coordinate with and may send a representative to the JIC.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67
NOTIFICATIONS
Notify PIO’s in the field that the PIO function has been established in the EOC.
Distribute PIO phone numbers and contact information.
Notify local media of PIO contact numbers.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine need for additional PIO personnel and request approval from the EOC
Director. Forward the request to Logistics Section. (Note: In a large‐scale event,
providing public information will exceed the capabilities of a single individual.
The public information function may grow to a team effort).
Provide staffing to handle incoming media and public calls.
Consider establishing/staffing a hotline to answer inquiries from the public.
Establish staff to monitor a rumor control function to identify false or erroneous
information. Develop procedure to be used to correct such information.
Determine staffing requirements for a Joint Information Center if needed.
MEETINGS /
BRIEFINGS
Attend all Section meetings and briefings.
Arrange for meetings between media, city officials or incident level PIOs for
information on specific incidents.
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PUBLIC INFORMATION OFFICER
Provide periodic briefings and press releases about the disaster/emergency
throughout the affected areas. Refer media representatives to incident level
PIOs for specific information.
Periodically prepare briefings for elected officials or VIPs, as needed, and
directed by the EOC Director.
ACTION
PLANNING
Assist Management function in developing Section objectives for the EOC
Action Plan.
Participate in the EOC Planning process.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Prepare and provide approved information to the media. Post news releases in
the EOC, Media Information Center and DLAN and other appropriate areas.
Ensure the EOC Director approves press releases before distribution.
Maintain file copies of all information releases.
Prepare, update, and distribute a Disaster Assistance Information Directory to
the public with locations to obtain food, shelter, supplies, health services, etc.
Prepare materials describing any health risks, appropriate self‐help or first aid
actions and other appropriate survival measures.
Prepare instructions for people who must evacuate from a high‐risk area,
including the following information for each threat: evacuation guidance,
evacuation routes; suggestions on types and quantities of clothing, food,
medical items that evacuees should bring and location of shelters.
Develop a fact sheet for field personnel to distribute to residences and local
businesses, as appropriate (include information about water and electrical
outages/shortages, water supply stations, health services, etc.).
Maintain file copies of information released and posted in the EOC.
Provide copies of all releases to the EOC Director.
Provide personnel and equipment time records to the EOC Director at the end
of each work shift.
POLICIES
Implement city PIO/media procedures (See Management Section Supporting
Documentation).
Obtain approval from the EOC Director for the release of information.
Secure guidance from the EOC Director regarding the release of available
information, authorization to access the Emergency Alert System (EAS) and the
cable system, if needed. (See Management Support Documentation, Alert
and Warning Procedures).
Be sure that all elected officials, departments, agencies, and response
organizations in the city are aware that they must coordinate release of
emergency information through the PIO and that all press releases must be
cleared with the EOC Director before releasing information to the media.
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PUBLIC INFORMATION OFFICER
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
Coordinate all media events with the EOC Director.
Respond to information requests from EOC Director and management team.
Keep the EOC Director advised of all unusual requests for information and of all
major, critical, or actionable media comments.
Determine requirements for support to the PIO function at other EOC levels.
Coordinate with Incident Commanders and field PIOs to work with the media
at incidents.
Arranges media visits with adjacent jurisdictions, as appropriate.
Establish a Joint Information Center (JIC), if required, and work with Logistics
for facility and equipment needs.
Coordinate with an activated Op Area JIC to:
Ensure coordination of local, state, and federal and the private sector
public information activities.
Obtain technical information (health risks, weather, etc.).
Schedule and post times and locations of news briefings.
Establish a Media Information Center if needed. Location will be determined as
needed. Provide necessary workspace, materials, telephones, and staffing. If
there are multiple local, state, and federal agencies involved consider
establishing a JIC or if a JIC is established, designate staff to participate at the
JIC.
Obtain, process, and summarize information in a form usable in presentations
(maps, fact sheets, pictures, status sheets and related visual aids) for media and
the public.
Determine which radio and TV stations are operational (See Management
Support Documentation.)
Broadcast emergency information/updates on cable television, and online
platforms either through message board or live taping of EOC Director or
designee.
Record all interviews that you give.
Interact with other branches/groups/units to provide and obtain information
relative to public information operations.
Coordinate with the Situation Status Unit of the Planning/Intelligence Section
and define areas of special interest for public information action. Identify
means for securing the information as it is developed.
Maintain an up‐to‐date picture of the situation for presentation to media.
Arrange for tours and photo opportunities when staffing levels and time permit.
Coordinate VIP tours with EOC Coordinator/Liaison Officer, and EOC Director.
Monitor broadcast and social media to:
Get general information
Identify and correct inaccurate information
Identify and address any rumors
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PUBLIC INFORMATION OFFICER
Work with the EOC Coordinator / Liaison Officer to ensure that
announcements, information, and materials are appropriate, translated and
prepared for special populations (non‐English speaking; non‐readers; elderly;
the hearing, sight and mobility impaired; etc.).
Warn all non‐English speaking and hearing‐impaired persons of the emergency
/ hazard by:
Using bilingual employees whenever possible.
Translating all warnings, written and spoken, into appropriate
languages.
Contacting media outlets (radio/television) that serve the languages you
need.
Utilizing 9‐1‐1 translation services and video services to contact the
deaf.
Work with the EOC Coordinator / Liaison Officer to utilize all available public
information dissemination methods for persons who have sight impairments,
speak a foreign language and all other DAFN populations including:
TDD/TDY (for foreign language translation)
Mental Health client list (via the County)
In Home Support Services (IHSS) client list (via the County)
Adult Protective Services list (via the County)
Children Protective Services list (via the County)
Veterans Services list (via the County)
Area Agency on Aging client list (via the County)
Moorpark Unified School District student lists
Southern California Edison (Listing of Persons with Durable Medical
Equipment)
Ventura County 2‐1‐1
Issue timely and consistent advisories and instructions for life safety, health,
and assistance.
What to do and why.
What not to do and why.
Hazardous areas and structures to stay away from.
Evacuation routes, instructions, and arrangements for persons without
transportation or special needs (non‐ambulatory, sight‐impaired, etc.).
Location of mass care shelters, first aid stations, food, and water
distribution points, etc.
Location where volunteers can register and be assigned tasks.
Street, road, bridges and freeway overpass conditions, congested areas
to avoid and alternate routes to take.
Instructions from the Medical Examiner and public health officials
pertaining to dead bodies, potable water, human waste and spoiled
food disposal.
Curfew information, if applicable.
School information
Weather hazards when appropriate.
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PUBLIC INFORMATION OFFICER
Public information hotline numbers.
Status of Local Proclamation, Governor’s Proclamation or Presidential
Declaration.
Local, state, and federal assistance available; locations and times to
apply.
Local Assistance Center (LAC) locations, opening dates and times or
phone numbers of Assistance Center.
How and where people can obtain information about relatives/friends
in the emergency/disaster area. (Coordinate with the American Red
Cross on the release of this information.)
Prepare final news releases and advise media representatives of points‐of‐
contact for follow‐up stories.
DEACTIVATION /
DEMOBILIZATION See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
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Page intended to be blank.
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EOC COORDINATOR / LIAISON OFFICER
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Coordinate with Agency Representatives assigned to the EOC and handle
requests from other agencies for sending liaison personnel to other EOCs.
Function as a central location for incoming Agency Representatives, provide
workspace, and arrange for support as necessary and provide an orientation
briefing, as appropriate.
Assist the EOC Director in providing orientations for VIPs and other visitors to the
EOC.
Ensure that all developed guidelines, directives, action plans and
appropriate situation information is disseminated to Agency
Representatives.
Provide outside agency information and guidance to the EOC Director.
Maintain contact with the Ventura County Operational Area EOC Liaison
Officer.
Serve as a central coordination point for DAFN population concerns.
Determine the scope of the incident and the impact on DAFN populations.
Determine which DAFN populations are impacted.
Ensure emergency communications, evacuations and mass care and
sheltering activities address DAFN needs and comply with local, state, and
federal guidelines and standards.
Provide advice and assistance pertaining to DAFN concerns with other
Sections as they manage resources and activities.
Coordinate with Care and Shelter Branch, ARC, and emergency welfare
agencies to support DAFN needs.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Identify staffing needs and work with the Logistics Section to provide support
staff as needed into Sections requiring support.
MEETINGS /
BRIEFINGS
Attend and participate in Management Section meetings and briefings.
Brief Agency Representatives on current situation, priorities and EOC Action
Plan.
Provide periodic update briefings to Agency Representatives as necessary.
Present and discuss potential issues related to people with disabilities and
others with access and functional needs with Operations and Logistics Section
Coordinators at the beginning‐of‐shift briefing.
ACTION
PLANNING
Assist Management function in developing Section objectives for the EOC
Action Plan.
Participate in the EOC Planning P process.
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EOC COORDINATOR / LIAISON OFFICER
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Compile list of Agency Representatives (agency, name, EOC phone) and make
available to all Section and Branch/Group/Unit Coordinators.
Provide personnel and equipment time records to the EOC Director at the end
of work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Facilitate requests for support or information from outside agencies.
Determine status and resource needs and availability of other agencies.
Request trained, qualified and culturally / diverse competent staff to work with
non‐English or limited English proficiency speakers when needed.
Assist the Logistics Section, as requested to provide supplies, facility
modifications and resource allocation to support people with disabilities and
others with access and functional needs.
Coordinate with Ventura County Functional Assessment and Support Teams
(FAST) via the Human Services Agency at onset of evacuation and shelter
activation by Care and Shelter Branch, if needed.
ONGOING
ACTIVITIES
Request Agency Representatives contact their agency, determine level of
activation of agency facilities, and obtain any intelligence or situation
information that may be useful to the EOC.
Know the working location for any Agency Representative assigned directly to
a branch/group/unit.
Arrange and coordinate VIP tours with PIO, and City Council members.
Contact all on‐site Agency Representatives. Make sure:
- They have signed into the EOC
- They understand their assigned function
- They know their assigned work location
- They understand EOC organization and floor plan
Determine if outside liaison is required with other agencies such as:
- Local/county/state/federal agencies
- Schools
- Volunteer organizations
- Private sector organizations
- Utilities not already represented
Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous
releases that may impose risk across boundaries.
Respond to requests from sections and branches/groups/units for Agency
information. Direct requests to the appropriate Agency Representatives.
Respond to requests for liaison personnel from other agencies.
Act as liaison with state or federal emergency response officials and
appropriate city personnel.
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EOC COORDINATOR / LIAISON OFFICER
Determine if there are any communication problems in contacting outside
agencies. Provide information to the Information Systems Branch of the
Logistics Section.
Monitor impacted DAFN populations during evacuation and shelter activities to
ensure adequate support.
Monitor and assist with message development/translation, as needed,
including alert/warning messages to ensure DAFN populations are reached.
Assist PIO with press releases to address DAFN populations.
Keep the EOC Director apprised of all issues pertaining to DAFN populations.
Maintain awareness of operations, including trends, changes in services and
other variables that may indicate a need for service delivery adjustments for
people with disabilities and others with access and functional needs.
Obtain situation reports from Operations twice during each operational
period (depending on the length of the period) to maintain situational
awareness and identify any impacts to the DAFN population.
Assist the PIO to mitigate or resolve issues related to accessibility of
emergency notification systems and any other related items concerning
communications systems.
Assist the Operations Section, Care and Shelter Branch to provide sheltering,
tracking of persons in the shelter, shelter communications and resources,
provisions for service animals, mass feeding, and recovery.
Coordinate with the Care and Shelter Branch and the PIO to provide regularly
updated information on the location of shelters suitable for DAFN
populations.
Assist the Operations Section Police Branch to mitigate or resolve issues
related to emergency notification, evacuation, accessible vehicles (e.g.,
paratransit), evacuee tracking, and other transportation‐related items.
Monitor the progress of evacuation planning/operations (evacuation and re‐
entry) to assure that persons with disabilities, access and functional needs are
being accommodated.
Keep the EOC Director advised of your status and activity.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Monitor post‐incident public messages to assure that information regarding
recovery programs is provided in various languages and through other methods
that reach impacted disabilities, access, and functional needs populations.
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LEGAL OFFICER
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Provide counsel to the EOC on legal matters pertaining to emergency response
and recovery efforts.
Assist in the preparation of proclamations, ordinances, and legal documents
(See Management Support Documentation – State and Local Proclamations).
Advise the Multi‐Agency Coordination/Policy Group, EOC Director and
Management and General Staff, as needed, on the legality and/or legal
implications of contemplated emergency actions and policies.
Clarify legal responsibilities and/or potential liabilities.
Maintain legal information, records and reports relative to the emergency.
Participate as a member of the EOC management team when requested by EOC
Director.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify issues regarding your authority and assignment.
Determine 24‐hour staffing requirements and request additional support as
required.
MEETINGS /
BRIEFINGS Attend and participate in Management Section meetings and briefings.
ACTION
PLANNING
Assist Management function in developing Section objectives for the EOC
Action Plan.
Participate in the EOC Planning P process.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Prepare documents relative to evacuations, curfews, and demolition of
hazardous structures or conditions, as needed,
In coordination with City Clerk oversee the prepare of proclamations,
emergency ordinances and other legal documents required by the City Council
and the EOC Director. (See Management Support Documentation – State and
Local Proclamations).
Provide personnel and equipment time records to the EOC Director at the end
of work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Develop rules, regulations and laws required for the acquisition and/or control
of critical resources.
ONGOING
ACTIVITIES
Commence civil and criminal proceedings as necessary and appropriate to
implement and enforce emergency actions.
Advise the EOC Director on areas of legal responsibility and identify potential
liabilities.
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LEGAL OFFICER
Advise the Multi‐Agency Coordination/Policy Group, EOC Director and
Management and General staff of the legality and/or legal implications of
contemplated emergency actions and/or policies.
Keep the EOC Director advised of your status and activity.
DEACTIVATION /
DEMOBILIZATION See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
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SAFETY OFFICER
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Ensure that all facilities used in support of EOC operations have safe operating
conditions.
Monitor all EOC and related facility activities to ensure that they are being
conducted in as safe a manner as possible under the circumstances that exist.
Stop or modify all unsafe operations.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify issues regarding your authority and assignment.
Determine 24‐hour safety staffing requirements and request additional support
as required.
MEETINGS /
BRIEFINGS Attend and participate in Management Section meetings and briefings.
ACTION
PLANNING
Assist Management function in developing Section objectives for the EOC
Action Plan.
Participate in the EOC Planning P process.
DOCUMENTATION See Documentation and Reports in Common EOC Responsibilities on page 67.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Determine needs for special communication resources. Make needs known to
the Logistics Section.
ONGOING
ACTIVITIES
Support Safety Officers in the field to ensure safety of field operations for
employees and volunteers.
Tour the entire EOC area and determine the scope of on‐going operations and
learn the location of fire extinguishers, fire hoses and emergency pull stations.
Evaluate conditions and advise the EOC Director of any conditions and actions
which might result in liability—e.g., oversights, improper response actions, etc.
Coordinate with the Personnel Unit of the Logistics Section to ensure that
training for personnel includes safety and hazard awareness and is compliant
with OSHA requirements.
Be familiar with particularly hazardous conditions in the facility.
Ensure that the EOC is free from environmental threats (i.e., radiation exposure,
air purity, water quality, etc.).
Provide guidance regarding actions to be taken in preparation for aftershocks,
If the event that caused activation is an earthquake.
Assist in any EOC evacuation.
Assist in sealing off any dangerous areas. Provide access control as required.
Keep the EOC Director advised of safety conditions.
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SAFETY OFFICER
Coordinate with the Finance/Administration Section, Compensation/Claims
Unit on any personnel injury claims or records preparation as necessary for
proper case evaluation and closure.
DEACTIVATION /
DEMOBILIZATION See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
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SECURITY OFFICER
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Provide 24‐hour a day security for EOC facilities.
Control personnel access to facilities in accordance with policies established by
the EOC Director.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify issues regarding your authority and assignment.
Determine 24‐hour security staffing requirements and request additional
support as required.
MEETINGS /
BRIEFINGS Attend and participate in Management Section meetings and briefings.
ACTION
PLANNING
Assist Management function in developing Section objectives for the EOC
Action Plan.
Participate in the EOC Planning P process.
DOCUMENTATION See Documentation and Reports in Common EOC Responsibilities on page 67.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Determine needs for special communication resources. Make needs known to
the Logistics Section.
ONGOING
ACTIVITIES
Support Security Officers in the field to ensure security of field operations for
employees and volunteers.
Complete a radio or communications check with all on‐duty security personnel
as appropriate.
Provide executive security as appropriate or required.
Coordinate security for EOC critical facilities, supplies or materials, as needed.
Establish or relocate security positions as dictated by the situation.
Determine needs for special access facilities.
Assist in any EOC evacuation.
Assist in sealing off any danger areas. Provide access control as required.
Keep the EOC Director advised of security conditions.
DEACTIVATION /
DEMOBILIZATION See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
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OPERATIONS SECTION ‐ GENERAL INFORMATION
PURPOSE
To enhance response capabilities within the City of Moorpark during an all‐hazards event, including
support to all phases of emergency management. It is the policy of this Section that the priorities of
responses are:
Protect life, property, and environment.
Carry out objectives of the EOC Action Plan.
Ensure coordinated incident response.
Cooperate with other sections of the City’s emergency response team.
OVERVIEW
The Operations Section’s primary responsibility is to coordinate the response operations of various
elements involved in the disaster/emergency and to request resources as needed. These elements may
include:
Fire/Medical/Health Branch
Police Branch
Building and Safety Branch
Public Works Branch
Care and Shelter Branch
OBJECTIVES
The Operations Section is responsible for coordination of all response elements applied to the
disaster/emergency. The Operations Section carries out the objectives of the EOC Action Plan and
requests additional resources as needed.
CONCEPT OF OPERATIONS
The Operations Section will operate under the following policies during a disaster/emergency as the
situation dictates:
SEMS and the NIMS will be followed.
Existing City and departmental operating procedures will be adhered to unless modified by the
City Council or City Manager.
All on‐duty personnel are expected to remain on duty until properly relieved of duty. Off‐duty
personnel will be expected to return to work in accordance with Personnel Rules and Regulations.
Operational periods will be determined by the EOC Director and should be event driven.
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OPERATIONS SECTION ORGANIZATION CHART
OPERATIONS SECTION STAFF
The Operations Section Coordinator will determine, based on present and projected requirements, the
need for establishing specific and/or specialized branches. The following branches may be established as
the need arises:
Fire/Medical/Health Branch
Police Branch
Building and Safety Branch
Public Works Branch
Care and Shelter Branch
The Operations Section Coordinator may activate additional units as necessary to fulfill an expanded role.
Operations Section Coordinator
The Operations Section Coordinator, a member of the EOC Director’s General Staff, is responsible for
coordinating the City’s operations in support of the disaster/emergency response through
implementation of the City’s EOC Action Plan and for coordinating requests for mutual aid and other
operational resources. The Section Coordinator is responsible for:
Understanding the current situation
Predicting probable resource needs
Preparing alternative strategies for procurement and resources management
Operations Section
Fire/Med Health
Branch
Police Branch
Building & Safety
Branch
Public Works Branch
Care and Shelter
Branch
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Fire/Medical/Health Branch
The Fire/Medical/Health Branch is responsible for coordinating personnel, equipment, and resources
committed to the fire, field medical, search and rescue, hazardous materials and other elements of the
incident that may involve entry into hazardous atmospheres.
Medical/Health activities will be coordinated with the Ventura County Health Care Agency for appropriate
emergency medical response and medical examiner activities will be coordinated with the Ventura County
Medical Examiner’s Office. The Ventura County Health Care Agency is responsible for managing personnel,
equipment, and resources to provide the best patient care possible. Note: The County of Ventura Chief
Medical Examiner has Medical Examiner responsibilities in the City of Moorpark. In a wide‐scale disaster
within Ventura County, it may be several hours or days before the dead can be collected and processed by
the Medical Examiner’s Office.
Police Branch
The Police Branch is responsible for alerting and warning the public, coordinating evacuations, enforcing
laws and emergency orders, establishing safe traffic routes, ensuring that security is provided at incident
facilities, ensuring access control to damaged areas and ordering, and coordinating appropriate mutual
aid resources.
Public Works Branch
The Public Works Branch is responsible for coordinating all public works operations; maintaining public
facilities, surveying utilities and services, as well as restoring those that are damaged or destroyed;
assisting other functions with traffic issues, search and rescue, transportation, inspections, etc. as needed.
Building and Safety Branch
The Building and Safety Branch is responsible for the evaluation and inspection of all City‐owned and
private structures damaged in an incident.
Care and Shelter Branch
The Care and Shelter Branch is responsible for providing care and shelter for evacuees and will coordinate
efforts with the Ventura County Human Services Agency and the American Red Cross Ventura County and
other volunteer agencies. For animal sheltering issues, the Care and Shelter Branch will coordinate the
city’s Animal Services within Public Works and with Ventura County Animal Services.
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OPERATIONS SECTION COORDINATOR
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Ensure that the Operations Section function is carried out, including the
coordination of response for Fire/Medical Health, Police, Building and Safety,
Public Works, and Care and Shelter.
Establish and maintain mobilization/demobilization areas for incoming mutual
aid resources.
Develop and ensure that the EOC Action Plan’s operational objectives are carried
out.
Establish the appropriate level of organization within the Section, and
continuously monitor the effectiveness of that organization. Make changes as
required.
Coordinate activities within the Section.
Report to the EOC Director on all matters pertaining to Section activities.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Determine the operational status and appropriate level of activation based on
situation as known.
Mobilize appropriate personnel for initial activation of the EOC.
Notify EOC Director when your Section is fully operational.
Establish field communications with established Incident Command Posts or
DOCs, if activated.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine what Section positions should be activated and staffed.
Confirm that all key Operations Section personnel or alternates are in the EOC
or have been notified. Recall staff members necessary for the emergency.
Request additional personnel for the Section to maintain a 24‐hour operation as
required.
Carry out responsibilities of your Section not currently staffed.
MEETINGS /
BRIEFINGS
Brief new or relief personnel in your Branch. Briefings should include:
‐ Current situation assessment
‐ Identification of specific job responsibilities
‐ Identification of co‐workers within the job function and/or geographical
assignment
‐ Availability of communications
‐ Location of work area
‐ Identification of eating and sleeping arrangements as appropriate
‐ Procedural instructions for obtaining additional supplies, services, and
personnel
‐ Identification of operational period work shifts
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OPERATIONS SECTION COORDINATOR
Meet with other activated Section Coordinators, as needed.
Attend periodic briefing sessions conducted by the EOC Director.
Brief the EOC Director on major problem areas that need or will require
solutions.
Conduct periodic Operations Section briefings and work to reach consensus for
forthcoming operational needs.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Work closely with the Planning/Intelligence Section Coordinator in the
development of the EOC Action Plan. Ensure the development of Operations
Section objectives. (See Planning/Intelligence Support Documentation – Action
Planning and in the Forms Section).
Work closely with each Branch leader to ensure Operations Section objectives
as defined in the current EOC Action Plan are being addressed.
Work closely with Logistics Section – Support Staff to develop a Communications
Plan.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide copies of the any reports to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period.
Ensure that all your Section personnel and equipment time records and a record
of expendable materials used are provided to the Time Keeping Unit and Cost
Recovery Unit of the Finance/Administration Section at the end of each
operational period.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Provide resources to the field as needed.
Determine resources committed and resource needs.
Identify, establish, and maintain mobilization areas for operations‐related
equipment and personnel that come through Mutual Aid, as needed.
Authorize release of equipment and personnel to incident commanders in the
field.
Review suggested list of resources to be released and initiate recommendations
for their release. Notify the Situation Status Units of the Planning/Intelligence
Section.
ONGOING
ACTIVITIES
Receive, evaluate, and disseminate information relative to the Operations
Section.
Evaluate the field conditions associated with the disaster/emergency and
coordinate with the Situation Status Unit of the Planning/Intelligence Section.
Obtain and review major incident reports from the Situation Status Unit and
additional field operational information that may pertain to or affect Section
operations. Provide information to appropriate branches.
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OPERATIONS SECTION COORDINATOR
Coordinate with Incident Commanders and DOCs, if activated to support any
field activities.
Coordinate with Police, Fire/Medical Health Branches and Incident
Commanders, as appropriate, to determine the need for In‐Place Sheltering or
evacuations. Coordinate notification orders with these branches and the PIO.
Coordinate the designation of primary and alternate evacuation routes for each
incident with Police, Fire/Medical Health and Public Works Branches.
Coordinate with the Situation Status Unit in the Planning Section to ensure
primary and alternate evacuation routes are displayed on the situation maps.
Coordinate any display or mapping needs with the Planning/Intelligence Section.
Coordinate the activities of departments and agencies involved in the
operations.
Provide all relevant emergency information to the PIO.
Ensure that intelligence information from Branch leaders is made available to
the Planning/Intelligence Section.
Ensure that unusual weather occurrences within the jurisdiction are reported to
the National Weather Service (NWS) (see Operations Support Documentation
– NWS.)
Ensure that all fiscal and administrative requirements are coordinated through
the Finance/Administration Section, i.e., notification of any emergency
expenditures.
DEACTIVATION /
DEMOBILIZATION
Demobilize Operations Section staff when authorized by the EOC Director and
follow the Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Complete all required forms or reports and forward to the Documentation Unit,
prior to demobilization. Provide any financial information to
Finance/Administration Section Coordinator.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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FIRE/MEDICAL HEALTH BRANCH
PRIMARY: Fire Battalion Chief as designated by Fire
ALTERNATE: As Designated
SUPERVISOR: Operations Section Coordinator
PRIMARY
RESPONSIBILITIES
Coordinate search and rescue, fire operations, the prevention, control and
suppression of fire and hazardous materials incidents and the provision of
emergency medical care.
Evaluate and process requests for fire, hazardous materials, and rescue
resources.
Assist and serve as an advisor to the Operations Section Coordinator and other
Branches as needed.
Monitor and coordinate emergency medical care operations and treatment of
the sick and injured resulting from the incident with the Ventura County EMSA.
Provide Ventura County EMSA information on medical casualties and needs.
(Number of injuries and/or deaths). If the County Operational Area EOC is
activated, coordinate with the Medical/Health Branch.
Coordinate with the Ventura County Public Health Agency or if the County
Operational Area EOC is activated, coordinate with the Medical/Health Branch
regarding disease prevention and control activities.
Coordinate with Ventura County Medical Examiner for any issues dealing with
fatalities or if the County Operational Area EOC is activated, coordinate with the
Medical Examiner Branch.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Ensure on‐duty Fire personnel have been alerted and notified of the situation.
Ensure off‐duty Fire personnel have been notified of callback status, (when
they should report) in accordance with current department emergency
procedures.
Notify Ventura County Health Care Agency to coordinate any Medical/Health
issues for the City.
Identify patients and notify hospitals if contaminated or exposed patients are
involved.
Notify appropriate local, state, and federal response agencies.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the Section Coordinator.
ACTION
PLANNING Participate in the EOC Director’s action planning meetings.
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FIRE/MEDICAL HEALTH BRANCH
Coordinate with Section Coordinator in the development of the Operations
Section objectives for EOC Action Plan. Ensure Fire/Medical Health objectives
are incorporated. (See Planning/Intelligence Support Documentation – Action
Planning and the EOC Action Plan in the Forms Section.)
Set Fire Department priorities based on the nature and severity of the
disaster/emergency.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Complete and maintain status reports for major incidents requiring or
potentially requiring Operational Area, state, and federal response, and
maintain status of unassigned fire & rescue resources.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Estimate need for fire mutual aid.
Request mutual aid resources through proper channels when approved by the
Operations Section Coordinator.
‐ Order all fire resources through the Ventura County Operational Area
Fire Mutual Aid Coordinator
‐ Order all other resources through the Logistics Section
Coordinate with the Logistics Section for non‐mutual aid supplies, equipment,
personnel, and transportation for field operations.
Coordinate with Planning and Logistics Sections for tracking and accountability
of ordered resources.
Establish a multi‐purpose staging area as required for incoming fire mutual aid
resources.
Update the Regional Fire Mutual Aid Coordinator on major problems, actions
taken and resources available or needed.
ONGOING
ACTIVITIES
Assess the impact of the disaster/emergency on the Fire Department’s
operational capacity
Report to the Operations Section Coordinator when:
‐ EOC Action Plan needs modification
‐ Additional resources are needed or surplus resources are available
‐ Significant events occur
Support Fire Incident Commanders as requested.
Advise EOC staff on dangers associated with fire/hazardous materials.
Coordinate fire, hazardous materials and search and rescue operations.
Assist in dissemination of warning to the public.
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FIRE/MEDICAL HEALTH BRANCH
Provide for radiation monitoring and decontamination operations and
implement the Radiological Protection Procedures if needed.
Determine if current and forecasted weather and wind conditions will
complicate fires, hazardous material, releases, major medical incidents and/or
other potential problems.
Assist in efforts to identify spilled substances, including locating shipping papers
and placards, and contacting as required Ventura County Health Care Agency,
Cal OES, shipper, manufacturer, CHEMTREC, etc.
Ensure proper clean‐up arrangements are made with Ventura County
Environmental Health.
Provide support for decontamination operations.
Provide fire protection and safety assessment of shelters.
Coordinate firefighting water supplies with the Public Works Branch. Obtain
water system status and report to field Incident Commander or Command Post.
MEDICAL HEALTH ONGOING ACTIVITIES
Support appropriate emergency medical care and transportation of injured to
appropriate facilities.
Coordinate with the Medical/Health Branch in the County Operational Area EOC
to support all medical support/care, disease prevention and control activities,
distribution of medications and other medical supplies to shelters or treatment
areas as needed and coroner operations.
Provide an estimate of number and location of casualties that require
hospitalization to the Medical/Health Branch in the County Operational EOC.
Support Ventura County Health Care Agency as appropriate to provide
continued medical care for patients who cannot be moved when hospitals,
nursing homes and other health care facilities are evacuated.
Provide information on the disaster routes established within the city to the
Medical/Health Branch in the County Operational Area EOC.
Provide the PIO with information on public health hazards, mitigation
procedures and the locations of medical shelters, first aid facilities, and Field
Treatment Sites that may have been established by Ventura County Health Care
Agency.
Coordinate with the Ventura County Health Care Agency, Medical Examiner or
with the Medical/Health Branch if the County Operational EOC is activated to
support any temporary morgue facilities that have been established in the city.
Maintain list of known dead and forward to the Medical Examiner or the
Medical/Health Branch if the County Operational EOC has been activated.
Assist and coordinate with the Ventura County Health Care Agency or the
Medical/Health Branch if the County Operational EOC has been activated for the
reburial of any coffins that may be washed to the surface of inundated
cemeteries.
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FIRE/MEDICAL HEALTH BRANCH
Assess the need to provide mental health services to the public and coordinate
the provision of these services with Ventura County Health Care Agency or the
Medical/Health Branch if the County Operational EOC has been activated, if
needed.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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POLICE BRANCH
SUPERVISOR: Operations Section Coordinator
PRIMARY
RESPONSIBILITIES
Coordinate movement and evacuation operations during the disaster.
Alert and notify the public of the impending or existing emergency.
Activate any public warning systems.
Coordinate police and traffic control operations during the disaster.
Coordinate the provision of security at incident facilities.
Coordinate Law Enforcement Mutual Aid requests from emergency response
agencies through the Law Enforcement Mutual Aid Coordinator at the
Operational Area EOC.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Ensure that on‐duty Police personnel have been alerted and notified of the
current situation and that off‐duty Police personnel have been notified of call‐
back status, (when they should report) in accordance with current department
emergency procedures.
Ensure that Police personnel have completed status checks on equipment,
facilities, and operational capabilities.
Alter normal patrol procedures to accommodate emergency operations, if
needed.
Notify Watch Commander of status.
Alerting/Warning of Public (See Operations Support Documentation ‐ Alerting and
Warning)
Coordinate with Fire/Medical/Health Branches and field units to designate area
to be warned and/or evacuated.
Coordinate with the EOC Coordinator / Liaison Officer to evaluate the affected
or potentially affected area to determine the population demographics. Make
sure to identify what DAFN population may be impacted.
Develop and coordinate with the PIO the warning/evacuation message to be
delivered. At a minimum, the message should include:
‐ Identification of agency making notification
‐ Nature of the emergency and exact threat to public
‐ Threat areas
‐ Time available for evacuation
‐ Evacuation routes
‐ Location of evacuee assistance center
‐ Radio stations carrying instructions and details
Coordinate all emergency warning and messages with the EOC Director and the
PIO. Consider the following dissemination methods:
‐ Notifying police units to use loudspeakers and sirens to announce
warning messages.
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POLICE BRANCH
‐ Determining if helicopters are available and/or appropriate for
announcing warnings.
‐ Using automated notification systems, cable TV, local radio stations and
social media to deliver warning or emergency messages upon approval
of the EOC.
‐ Using the Emergency Alert System (EAS) for local radio and television
delivery of warnings. (See Operations Support Documentation ‐
Alerting and Warning).
‐ VCAlert ‐ to deliver warning or emergency messages to selected
residences upon approval of the EOC Director. (See Operations Support
Documentation ‐ Alerting and Warning).
‐ Using cadets, Disaster Services Workers reserves, and other City
personnel as necessary to help with warnings. Request through the
Logistics Section.
Ensure that dispatch notifies special facilities requiring warning/notification (i.e.,
hospitals, schools, government facilities, special industries, etc.)
Coordinate with EOC Coordinator / Liaison Officer to warn all non‐English
speaking; hearing, visually or mobility impaired persons; and other special needs
populations of the emergency / hazard by:
‐ Using bilingual employees whenever possible.
‐ Translating warnings, written and spoken, into appropriate languages.
‐ Contacting media outlets (radio/television) that serve the languages
you need.
‐ Utilizing video phones and 9‐1‐1 translation services to contact persons
with hearing impairment.
‐ Using pre‐identified lists and non‐governmental organizations with
outreach to people with access and functional needs.
Check vacated areas to ensure that all people have received warnings.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Coordinate with Section Coordinator in the development of the Operations
Section objectives for EOC Action Plan. Ensure Police objectives are
incorporated. (See Planning/Intelligence Support Documentation – Action
Planning and the EOC Action Plan in the Forms Section.)
Implement the evacuation portion of the EOC Action Plan.
Set the Police Department’s priorities based on the nature and severity of the
disaster/emergency.
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POLICE BRANCH
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Estimate need for law enforcement mutual aid
Request mutual aid assistance through the Ventura County Operational Area
Law Enforcement Coordinator.
Coordinate with the appropriate units of the Logistics Section for non‐mutual
aid supplies, equipment, personnel, and transportation for field operations.
Establish a multi‐purpose staging area as required for incoming law
enforcement mutual aid resources.
ONGOING
ACTIVITIES
Keep the Operations Section Coordinator advised of your Branch status and
activity and on any problem areas that now need or will require solutions.
Ensure that Police personnel have completed status checks on equipment,
facilities, and operational capabilities.
Ensure that all relevant communication systems are operational.
Ensure that field units begin safety/damage assessment survey of critical
facilities and report status information back through the Police Branch. Forward
information to the Planning/Intelligence Section.
Review situation reports as they are received. Verify information where
questions exist.
Refer all media contacts to PIO and provide information to the PIO on matters
relative to public safety.
Direct field units to report pertinent information (casualties, damage
observations, evacuating status, radiation levels, chemical exposure, etc.).
Coordinate with Ventura County Animal Services for all animal services needed.
EVACUATION ACTIVITIES
Implement the evacuation portion of the EOC Action Plan and/or support field
operations.
Establish emergency traffic routes in coordination with the Public Works
Branch, CHP, CalTrans and other affected city EOCs, as appropriate.
Coordinate with the Public Works Branch, CalTrans and CHP to determine
capacity and safety of evacuation routes and time to complete evacuation.
Ensure that evacuation routes do not enter hazard zones.
Ensure that VC‐Alert is employed to assist with evacuations.
Coordinate with city Animal Services (Public Works) and the Ventura County
Animal Services to assist with animal evacuations.
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POLICE BRANCH
Assist Public Works Branch with identifying and clearing debris from critical
routes required to support emergency response vehicles.
Identify alternate evacuation routes where necessary.
Coordinate with the EOC Coordinator / Liaison Officer to identify
persons/facilities that may have special evacuation requirements, i.e., people
with access and functional needs, hospitalized, elderly, institutionalized,
incarcerated etc.
‐ Check status
‐ Evacuate if necessary
‐ Coordinate with the Transportation Unit of the Logistics Section for
special transportation needs, i.e., wheelchair lift‐equipped buses,
transit buses, and paratransit vans.
‐ Make sure the individuals are not separated from their durable medical
equipment, i.e., wheelchairs, and walkers or service animals.
Establish evacuation assembly points, traffic control points and provide traffic
control for evacuation and perimeter control for affected areas.
Coordinate the evacuation of hazardous areas with neighboring jurisdictions
and other affected agencies.
Coordinate with Care and Shelter Branch to open evacuation centers.
Place towing services on stand‐by to assist disabled vehicles on evacuation
routes.
Monitor status of warning and evacuation processes.
Coordinate with the Public Works Branch to obtain necessary barricades and
signs.
SECURITY ACTIVITIES
Coordinate security for critical facilities and resources (consider vehicle
security and parking at incident facilities.
Enforce curfew and emergency orders, as identified in the EOC Action Plan.
Coordinate security in the affected areas to protect public and private property
by establishing access controls and screening traffic, as required.
Coordinate assisting fire units/ambulances/medical teams/emergency supply
vehicles in entering and leaving incident areas, when needed.
Coordinate with Public Works Branch for street closures and boarding up of
buildings.
Coordinate law enforcement and crowd control services at mass care and
evacuation centers.
Ensure that detained inmates are protected from potential hazards. Ensure
adequate security and relocate if necessary.
Develop procedures for safe re‐entry into evacuated areas.
MAJOR AIR CRASH ACTIVITIES
Notify the Federal Aviation Agency or appropriate military command for air
crash incidents.
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POLICE BRANCH
Request temporary flight restrictions, as necessary
FLOODING AND/OR DAM FAILURE ACTIVITIES
Notify all units in and near inundation areas of flood arrival time.
Direct mobile units to warn public to move to higher ground immediately.
Continue warning as long as needed.
Coordinate with PIO to notify radio stations to broadcast warnings and post to
social media.
ADDITIONAL ACTIONS IN RESPONSE TO HAZARDOUS MATERIALS INCIDENTS
Ensure that all personnel remain upwind or upstream of the incident site. This
may require repositioning of personnel and equipment as conditions change.
Notify appropriate local, state, and federal hazard response agencies.
Consider wind direction and other weather conditions. Contact the Situation
Status Unit of the Planning/ Intelligence Section for updates.
Assist in efforts to identify spilled substances, including locating shipping
papers and placards, and contacting as required: County Health, CalOES,
shipper, manufacturer, CHEMTREC, etc.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the
Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent
after‐action report meeting(s).
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BUILDING AND SAFETY BRANCH
SUPERVISOR: Operations Section Coordinator
PRIMARY
RESPONSIBILITIES
Coordinate the inspection for re‐occupancy of key city facilities.
Provide inspections of each shelter site prior to occupancy.
Provide the technical, engineering support as requested for other Operations
Section Branches.
Coordinate investigation and safety assessment of damage to buildings,
structures, and property within the City for the purpose of:
‐ Identifying life‐threatening hazardous conditions for immediate
abatement.
‐ Inspecting and identifying buildings and property for re‐occupancy and
posting and declaring unsafe conditions.
‐ Determining the cost and percentage of damage to all buildings,
structures, and properties.
Provide safety assessment information and statistics to the Situation Status Unit
of the Planning/Intelligence Section.
Coordinate investigation of building code performance. Determine the extent
of damage to buildings and structures and develop recommendations for
building code changes.
Coordinate incoming Building and Safety mutual aid resources.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Alert and stage Building and Safety assessment teams as needed.
Brief all personnel on Department Emergency Operating Procedures and
assignments.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Coordinate with the Personnel Unit of the Logistics Section to ensure that
training for personnel includes safety and hazard awareness and is compliant
with OSHA requirements.
Monitor your Branch activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefing sessions conducted by the Section Coordinator.
Brief all personnel on Building and Safety procedures and assignments.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Set Building and Safety priorities based on the nature and severity of the
disaster/emergency.
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BUILDING AND SAFETY BRANCH
Coordinate with Section Coordinator in the development of the Operations
Section objectives for EOC Action Plan. Ensure Building and Safety objectives are
incorporated. (See Planning/Intelligence Support Documentation – Action
Planning.)
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Activate data tracking system to document and report safety assessment
information and forward to the Situation Status Unit of the
Planning/Intelligence Section.
Provide detailed safety assessment information to the Planning/Intelligence
Section with associated loss damage estimates.
Provide documentation to Legal Officer on those structures which may need to
be demolished in the interest of public safety.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Develop a preliminary estimate of the need for mutual aid assistance, after
completion of the safety/damage survey.
Request mutual aid building inspectors through Ventura County Operational
Area EOC.
Coordinate incoming Building and Safety mutual aid resources.
Arrange for necessary communications equipment from the Communications
Unit of the Logistics Section and distribute to all field personnel (e.g., radios,
cellular phones, etc.)
Allocate available resources based on requests and EOC priorities.
ONGOING
ACTIVITIES
Obtain initial damage/safety assessment information from Fire/Medical Health
Branch, Police Branch, Public Works Branch, and other branches/units, as
necessary.
Oversee the inspection of the following critical facilities (priority) and other
facilities:
‐ EOC
‐ Police stations
‐ Fire Stations
‐ *Medical facilities
‐ *Congregate care facilities (including private schools, convalescent care
hospitals, board and care facilities, day care centers, etc.)
‐ *Public schools
‐ City facilities
‐ Potential hazardous materials facilities, including gas stations
‐ Designated shelters
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BUILDING AND SAFETY BRANCH
‐ Unreinforced masonry buildings
‐ Concrete tilt‐up buildings
‐ Multi‐story structures‐commercial, industrial and residential
‐ *Mobile homes/modular structures
‐ Single‐family dwellings
*Note: Certain facilities may fall under the jurisdiction of State or County
inspectors. These agencies may exercise their jurisdictional authority to
inspect these facilities. As a practical matter, there are very few State
inspectors available, and they may not be able to respond in a timely during
the initial stages of the disaster/emergency.
Use a three‐phase approach to inspection based upon existing
disaster/emergency intelligence:
‐ General Area Survey of structures
‐ ATC‐20 Rapid Inspection
‐ ATC‐20 Detailed Inspection
Be prepared to start over due to aftershocks.
Determine priorities for identifying, inspecting, and designating hazardous
structures to be demolished.
Track the information on damaged buildings inspected to determine the
location, type, and quantity of potential debris.
Implement procedures for posting of building occupancy safety status using
ATC‐20 guidelines.
Assess the need to require potentially unsafe structures to be vacated.
Provide structural evaluation of mass care and shelter facilities in coordination
with the Care & Shelter Branch.
Provide public school inspection reports to the Division of the State Architect.
Consider establishing an area field site to direct and coordinate safety
assessment and inspection teams.
Support Building Inspectors and Safety Officers in the field to ensure safety of
field operations for employees and volunteers.
Coordinate with the Public Works Branch on immediate post‐event issues (i.e.,
debris removal, demolition, fences, etc.)
Provide policy recommendations to appropriate City officials for:
‐ Emergency Building and Safety ordinances.
‐ Expediting plan checking and permit issuance on damaged buildings.
Coordinate with the PIO to establish public information and assistance hotlines.
Consider using 24‐hour inspection call‐in lines to take damage reports and
requests for safety inspections.
Direct field personnel to advise property owners and tenants that multiple
inspections of damaged property will be required by various assisting agencies,
including American Red Cross; FEMA; Cal OES; local Building and Safety;
insurance carriers and other local, state and federal agencies.
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BUILDING AND SAFETY BRANCH
If needed, request police escort of safety assessment and inspection personnel.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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PUBLIC WORKS BRANCH
SUPERVISOR: Operations Section Coordinator
PRIMARY
RESPONSIBILITIES
Receive and process field resource requests for Public Works resources.
Coordinate those requests internally and externally as necessary to make sure
there are no duplicate orders.
Coordinate with the Logistics Section on the acquisition of all resources and
support supplies, materials and equipment.
Determine the need for and location of general staging areas for unassigned
resources. Coordinate with the Facilities Unit of the Logistics Section and
participate in any action planning meetings pertaining to the establishment of
additional locations.
Prioritize the allocation of resources to individual incidents. Monitor resource
assignments. Adjust assignments based on requirements.
As needed, coordinate the procurement and distribution of potable water and
water purification notices. (See Operations Support Documentation –
Emergency Potable Water‐Procurement and Distribution and Water – Concept
of Operations.)
Oversee the city’s Animal Services operations.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Notify transportation officials (Caltrans) of City’s emergency status and
coordinate assistance, as required.
Notify the Ventura County Operational Area EOC (OAEOC) of the situation and
need for mutual aid and participate in OAEOC Water Chief conference calls as
requested.
Contact DHS District Office of Drinking Water, Ventura County Health Care
Agency ‐ Public Health, local water utilities (Ventura County Waterworks District
No. 1), Fire Department, Police Department, and other sources to compile
situation information including:
‐ Cause and extent of water system damage
‐ Estimated duration of system outage
‐ Geographical area affected
‐ Population affected
‐ Actions taken to restore system
‐ Resources needed to reactivate system
‐ Emergency potable water needs (quantity and prioritized areas)
Please note: Going directly to the State agency (DHS District Office of
Drinking Water) is not the normal channel of coordination. However, the
local level must coordinate directly with and obtain approval of the State
water quality agency for water system restoration.
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PUBLIC WORKS BRANCH
Notify Ventura County Animal Services if the City’s Animal Services have been
activated.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Coordinate with Section Coordinator in the development of the Operations
Section objectives for EOC Action Plan. Ensure Public Works objectives are
incorporated. (See Planning/Intelligence Support Documentation – Action
Planning and the EOC Action Plan in the Forms Section.)
Set Public Works priorities based on the nature and severity of the
disaster/emergency.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Receive and process all requests for Public Works resources. Allocate personnel
and equipment in accordance with established priorities.
Obtain Public Works resources through the Logistics Section, utilizing mutual aid
process when appropriate.
Coordinate with the Logistics Section to identify and obtain potable water
resources. (If necessary, recommend that EOC Director request mutual aid to
identify and/or obtain water resources. (A list of approved commercial vendors
is maintained by the Food and Drug Branch of DHS and is available through the
Regional EOC [REOC] Water Chief).
Coordinate with the Logistics Section to identify and secure staff resources
needed to operate water distribution points. (If necessary, recommend that the
EOC Director request mutual aid to obtain required staff resources).
Allocate available resources based on requests and EOC priorities.
ONGOING
ACTIVITIES
Assure that all emergency equipment has been moved from unsafe areas.
Mobilize personnel, heavy equipment, and vehicles to designated staging areas.
Develop priorities and coordinate with utility companies for restoration of
utilities to critical and essential facilities.
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PART TWO – EOC POSITIONAL CHECKLISTS 121
PUBLIC WORKS BRANCH
Determine status of evacuation routes and other transportation routes into and
within the affected area. Determine present priorities and estimated times for
restoration. Clear and reopen Disaster Routes on a priority basis.
Coordinate with the Police Branch to ensure the safety of evacuation routes
following a devastating event.
Coordinate with the Procurement/Purchasing Unit of the Logistics Section for
sanitation service during an emergency.
Debris Management Issues
Support clean‐up and recovery operations during disaster events. Coordinate
with County’s Disaster Debris Management Team.
Clear debris from waterways to prevent flooding. Drain flooded areas, as
needed.
In coordination with the Ventura County Operational Area Debris Management
Team, develop a debris removal plan to facilitate city clean‐up operations, which
addresses:
- Disaster Event Analysis/Waste characterization analysis
Conduct field assessment survey
Use video and photographs
Quantify and document amounts and types of disaster debris
Coordinate with Building and Safety Branch and track their
information on damaged buildings inspected to determine the
location, type and quantity of potential debris
Expect normal refuse volumes to double after a disaster
Develop a list of materials to be diverted
Make diversion programs a priority
Get pre‐approval from FEMA, if federal disaster, for recycling
programs. Coordinate this with County Office of Emergency
Services (OES).
- Determine debris removal/building deconstruction and demolition
needs
Coordinate with Building and Safety to determine if a city contractor
will be needed to remove debris from private property or perform
demolition services. (Refer to City Public Works Standard Operating
Procedures for Waiver Liability)
The City may need to provide deconstruction or demolition services
at no cost as many structure owners do not have earthquake
insurance
The City should seek reimbursement of deconstruction or
demolition services provided at no cost to the property owner if the
property owner does have insurance that covers this type of service
- Select debris management program(s) from the following:
Curbside collection – source separation of wood, concrete, brick,
metals, and Household Hazardous Waste
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PUBLIC WORKS BRANCH
Drop‐off sites for the source separation of disaster debris
Household Hazardous Waste – collection event or curbside program
- Identify temporary storage/processing sites, if necessary
Coordinate with surrounding cities and the County
Determine capacity needs
Selection of sites will depend on type of debris and proximity to
where debris is generated
Coordinate with FEMA, if federal disaster, regarding reimbursement
for temporary sites and sorting which may require moving materials
twice
- Identify facilities and processing operations to be used
- Determine contract needs:
Develop estimates of types and quantities of debris, location of
debris and unit cost data for contracts and,
Document how contract price was developed
- Establish a public information program for debris removal
- Establish program length and develop monitoring and enforcement
program
- Prepare report of program activities and results
- Prepare documentation for reimbursement
Water Issues
Determine the need to staff a Water Task Group and secure resources through
the Logistics Section. (See Operations Support Documentation – Emergency
Potable Water‐Procurement and Distribution and Water – Concept of
Operations.)
Evaluate and prioritize potable water needs (quantity/location/duration:
minimum 2 gallons per person per day).
Identify and secure locations for water distribution points (e.g., parks, city hall,
shelters, etc.).
Consult with DHS District Office, water utilities and PIO for appropriate public
information announcements and media interface.
Transmit to Finance/Administration Section costs associated with the purchase
and distribution of potable water.
Animal Services Issues
Coordinate with city Animal Services and Ventura County Animal Services for
care of sheltered person’s animals and to provide for the overall management
of animal care issues for the City.
‐ Provide information about animal rescues, shelters, and other
emergency situations involving animal disaster care.
‐ Set animal care priorities for response efforts and ensure that all
actions are accomplished within the priorities established.
‐ Ensure safe and prompt evacuation of domestic animals when in
danger.
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PUBLIC WORKS BRANCH
‐ Assist with the set‐up of a temporary animal shelter at designated
mass care and shelter locations as needed. Coordinate all activities
with the ARC.
‐ Provide shelter and/or confinement, proper feeding, routine care, and
medical triage and treatment to affected animals during an
emergency/disaster and the immediate recovery period afterwards.
‐ Ensure security of all Animal Services facilities.
‐ Coordinate the removal and disposal of dead/injured animals.
‐ Ensure safe decontamination of animals that may have been exposed
to toxic substances during the emergency/disaster.
Provide special care needed by service animals and support their co‐evacuation
with their service partner.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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CARE AND SHELTER BRANCH
SUPERVISOR: Operations Section Coordinator
PRIMARY
RESPONSIBILITIES
Identify the care and shelter needs for the city in coordination with the EOC
Coordinator / Liaison Officer.
Coordinate with the County Human Services Agency, the ARC, and emergency
welfare agencies for emergency mass feeding and to identify, set up, staff, and
maintain evacuation centers and mass care facilities for disaster survivors.
Coordinate with the PIO to encourage residents to go to the nearest shelter.
Coordinate with city Animal Services and Ventura County Animal Services to
provide for the safety and well‐being of household pets and service animals
during evacuations and sheltering.
Trained City staff may be assigned to staff shelter facilities pursuant to the 2019
Ventura County Mass Care and Shelter Plan.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Contact Ventura County Chapter of the ARC and request an ARC liaison for the
City EOC, if need is established. (The ARC will arrange for a liaison at the
Operational Area EOC to satisfy local government needs.)
Notify the Post Office to divert incoming mail to designated relocation areas or
mass care facilities, as necessary.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Coordinate with Section Coordinator in the development of the Operations
Section objectives for EOC Action Plan. Ensure Care and Shelter objectives are
incorporated. (See Planning/Intelligence Support Documentation – Action
Planning).
Set Care and Shelter priorities based on the nature and severity of the
disaster/emergency.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
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CARE AND SHELTER BRANCH
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Coordinate procurement and distribution of supplies through the Logistics
Section.
Coordinate with the EOC Coordinator / Liaison Officer to locate or request any
specialized volunteers to assist with DAFN population needs.
ONGOING
ACTIVITIES
Coordinate with the County Human Service Agency and ARC in the
identification, opening, relocating and closing of shelter operations. Coordinate
with adjacent communities if needed. Confirm that shelter locations are ADA
compliant and coordinate with PIO to include ADA shelter compliant
information in public information messages.
Determine the need for an evacuation center or mass care shelter.
Ensure Building & Safety has inspected each shelter site prior to occupancy
following an earthquake and after each significant aftershock.
If evacuation is ordered, open evacuation centers in low‐risk areas and inform
public of locations (via the PIO).
Manage Care and Shelter activities (staffing, registration, shelter, feeding,
pertinent evacuee information, etc.)
Coordinate with the Logistics Section to contact volunteer agencies and deploy
city staff to assist with mass care functions including basic first aid, shelter and
feeding of evacuees and sanitation needs.
Coordinate with the County EOC Medical/Health Branch for sheltering of
residential care and populations that may have disabilities, access and
functional needs, i.e., persons needing communication assistance, persons that
are not mobile, persons that have special needs associated with maintaining
their independence, persons that may need to be supervised, and people that
have transportation needs.
Coordinate with the County EOC Medical/Health Branch for provision of
mental health support at shelter locations as needed.
Provide and maintain shelter and feeding areas that are free from
contamination and meet all health, safety, and ADA standards.
Coordinate with the ARC, other volunteer organizations and private sector if
mass feeding or other support is required at city shelters or spontaneous
shelter sites, e.g., in parks, schools, etc.
Coordinate with the Logistics Section to provide communications where
needed to link mass care facilities, the EOC and other key facilities.
Coordinate with EOC Coordinator / Liaison Officer and Logistics Section,
Transportation Unit for the transportation needs of people in the shelter.
Ensure provided transportation can accommodate persons with disabilities,
access and functional needs and that appropriate information regarding DAFN
shelter capabilities is communicated to emergency agencies and evacuation
coordinators throughout the EOC to avoid the transport of DAFN populations
to non‐compliant shelter locations.
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CARE AND SHELTER BRANCH
Ensure shelter managers make periodic activity reports to the EOC including
requests for delivery of equipment and supplies, any City expenditures,
damages, casualties and numbers and types of persons sheltered.
Ensure adequate food supplies, equipment, and other supplies to operate mass
care facilities.
Request that the ARC establish Reception Centers as needed to reunite
rescued individuals with their families and to provide other necessary support
services.
Animal Services Issues
Coordinate with city Animal Services (Public Works Branch) and Ventura
County Animal Services for care of sheltered person’s animals and to provide
for the overall management of animal care issues for the City.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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PLANNING/INTELLIGENCE SECTION ‐ GENERAL INFORMATION
PURPOSE
To enhance the capability of the city to respond to emergency incidents by collecting, evaluating,
displaying, and disseminating information.
OVERVIEW
The Planning/Intelligence Section's primary responsibility is to collect, evaluate, display, and disseminate
incident information and status of resources. This Section functions as the primary support for decision‐
making to the overall emergency organization, anticipates and develops plans to address changing events
in the field, and gathers and documents information.
OBJECTIVES
The Planning/Intelligence Section ensures that safety/damage assessment information is compiled,
assembled, and reported in an expeditious manner to the various EOC sections, city departments and the
Ventura County Operational Area. This Section is responsible for the preparation and documentation of
the EOC Action Plan (with input from Management Staff, Section Coordinators, and other appropriate
agencies/jurisdictions). The Planning/Intelligence Section is also responsible for the detailed recording
(Documentation Unit) of the entire response effort and the preservation of these records during and
following the disaster. Finally, the Planning/Intelligence Section is responsible for inputting information
into the County’s disaster information management system (DLAN). The Planning/Intelligence Section
will accomplish the following specific objectives during a disaster:
Collect initial situation and safety/damage assessment information.
Display situation and operational information in the EOC using maps and visual aids.
Prepare and maintain displays, charts, and lists that reflect the status and location of assigned
resources (personnel, equipment and vehicles).
Disseminate intelligence information to the EOC Director, Public Information Officer, Section
Coordinators, and the Ventura County Operational Area via DLAN.
Conduct mapping and recording operations.
Prepare summary safety/damage assessment reports for dissemination to other sections, City
departments, Cal OES, FEMA, and the Ventura County Operational Area.
Prepare required reports identifying the extent of damage and financial losses.
Determine the city's post‐event condition.
Provide Planning/Intelligence support to other sections.
Ensure accurate recording and documentation of the incident.
Prepare the city’s EOC Action Plan and After‐Action/Corrective Action Report after the EOC
demobilizes.
Prepare a post‐disaster recovery plan.
Maintain proper and accurate documentation of all actions taken to ensure that all required
records are preserved for future use and Cal OES and FEMA filing requirements.
Acquire technical experts for special interest topics or special technical knowledge subjects.
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CONCEPT OF OPERATIONS
The Planning/Intelligence Section will operate under the following policies during a disaster/emergency
as the situation dictates:
SEMS and the NIMS will be followed.
All existing city and departmental operating procedures will be adhered to unless modified by the
City Council.
All on‐duty personnel are expected to remain on duty until properly relieved.
Operational periods will be determined by the EOC Director. Operational periods should be event
driven.
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the Planning/Intelligence Section.
PLANNING/INTELLIGENCE SECTION ORGANIZATION CHART
Planning Section
Situation Status Unit
Resource Status
Damage
Assessment
Documentation Unit
Advance Planning Unit
Recovery Planning Unit
GIS Unit
Demobilization Unit
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PLANNING/INTELLIGENCE SECTION STAFF
The Planning/Intelligence Section Coordinator will determine, based on present and projected
requirements, the need for establishing specific units. The following may be established as the need arises:
Situation Status Unit (includes Resource Status and Damage Assessment)
Documentation Unit
Advance Planning Unit
Recovery Planning Unit
GIS Unit
Demobilization Unit
The Planning/Intelligence Section Coordinator may activate additional units as necessary to fulfill an
expanded role.
The Planning/Intelligence Section Coordinator is responsible for overseeing all demobilization post‐
disaster. Planning/Intelligence staff will account for all equipment, personnel, and supplies at the end of
any operation.
Planning/Intelligence Section Coordinator
The Planning/Intelligence Section Coordinator, a member of the EOC Director's General Staff, is
responsible for the collection, evaluation, forecasting, dissemination and use of information about the
development of the incident and status of resources. Information is needed to:
Understand the current situation.
Predict probable course of incident events.
Prepare alternative strategies for the incident.
Prepare the EOC organization for transition to recovery operations to restore the City to pre‐
disaster condition as quickly and effectively as possible.
Situation Status Unit
This Unit is responsible for the collection, organization, evaluation, analysis and display of incident,
resource status and damage assessment information. The unit supports the Documentation Unit.
Documentation Unit
This Unit is responsible for initiating and coordinating the preparation of the city’s EOC Action Plans and After‐
Action/Corrective Action Reports; maintaining accurate and complete incident files; providing copying services
to EOC personnel and preserving incident files for legal, analytical, and historical purposes.
Advance Planning Unit
This Unit is responsible for developing reports and recommendations for future time periods and for
preparing reports and briefings for use in strategy and/or planning meetings.
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Recovery Planning Unit
This Unit is responsible for initial recovery operations and for preparing the EOC organization for transition
to a recovery operations organization to restore the City to pre‐disaster condition as quickly and
effectively as possible.
GIS Unit
This Unit is responsible for gathering and compiling disaster/emergency information and providing various
map products regarding the disaster/emergency. The GIS Unit will work with the Situation and Resources
Status Units and the PIO to ensure accurate and rapid dissemination of disaster/emergency information.
Demobilization Unit
The Demobilization Unit is responsible for preparing a Demobilization Plan to ensure an orderly, safe, and
cost‐effective release of personnel and equipment.
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PLANNING SECTION COORDINATOR
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Collect, evaluate, verify, display, analyze and disseminate incident information
& intelligence.
Prepare status reports, display incident and resource information, maps,
advance planning / damage assessment documents.
Oversee the preparation/documentation of the EOC Action Plan.
Exercise overall responsibility for the coordination of branch/group/unit
activities within the Section.
Report to the EOC Director on all matters pertaining to Section activities.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Determine the operational status and appropriate level of activation based on
situation as known.
Mobilize appropriate personnel for initial activation of the EOC.
Notify EOC Director when your Section is fully operational.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine what Section positions should be activated and staffed.
Confirm that all key Planning Section personnel or alternates are in the EOC or
have been notified. Recall required staff necessary for the emergency.
Request additional personnel for the Section to maintain a 24‐hour operation
as required.
Carry out responsibilities of your Section not currently staffed.
MEETINGS /
BRIEFINGS
Brief new or relief personnel in your Branch. Briefings should include:
‐ Current situation assessment
‐ Identification of specific job responsibilities
‐ Identification of co‐workers within the job function and/or geographical
assignment
‐ Availability of communications
‐ Location of work area
‐ Identification of eating and sleeping arrangements as appropriate.
‐ Procedural instructions for obtaining additional supplies, services, and
personnel
‐ Identification of operational period work shifts
Meet with other activated Section Coordinators, as needed.
Attend periodic briefing sessions conducted by the EOC Director.
Brief the EOC Director on major problem areas that need or will require
solutions.
Conduct periodic Planning Section briefings and identify forthcoming
operational needs.
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PLANNING SECTION COORDINATOR
Direct the coordination of periodic disaster/emergency and strategy plans
briefings to the EOC Director and General Staff, including analysis and forecast
of incident potential.
ACTION
PLANNING
Initiate the EOC Action Plan development process for the current and
forthcoming operational periods.
Work closely with the EOC Director and General Staff in the development of the
EOC Action Plan.
Participate in the EOC Director’s action planning meetings and coordinate
with the EOC Director to confirm the lead for the action planning meetings.
Ensure the development of the Planning Section objectives. (See
Planning/Intelligence Support Documentation – Action Planning.)
Work closely with each Unit leader to ensure Planning/Intelligence Section
objectives as defined in the current EOC Action Plan are being addressed.
Work closely with Logistics Section‐Communications Unit in the development
of a Communications Plan.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Open and maintain an Activity Log (See Support Documentation, Forms,
Activity Log).
Provide personnel and equipment time records for the entire Section to the
Time Keeping Unit in the Finance Section at the end of each work shift.
Review major incident reports and additional field operational information that
may pertain to or affect Section operations.
Review and approve reconnaissance, city status and safety/damage assessment
reports for transmission by the Situation Status Unit to the Ventura County
Operational Area.
Ensure that your Section logs and files are maintained.
Provide copies of the any reports to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period.
With Section Coordinators, develop a plan for initial recovery operations.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Prepare and maintain displays, charts, and lists that reflect the status and
location of critical resources: personnel, equipment, and vehicles.
Ensure that available critical resources are not overlooked by EOC staff.
Identify the need for use of special resources.
Keep up to date on situation and resources associated with your Section.
ONGOING
ACTIVITIES
Review responsibilities of branches in your Section. Develop plan for carrying
out all responsibilities.
Direct the Situation Status Unit leader to initiate collection and display of
significant disaster events and safety/damage assessment information.
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PLANNING SECTION COORDINATOR
Ensure coordination of collection and dissemination of disaster information and
intelligence with other sections. Ensure Situation Status Unit develops
information on the impact of the emergency from within the EOC and outside
agencies and departments.
Ensure that the Situation Status Unit determines the status of the transportation
system into and within the affected area in coordination with the Transportation
Unit of the Logistics Section. Find out present priorities and estimated times for
restoration of the disaster route system. Provide information to appropriate
Branches/Units.
Make a list of key issues currently facing your Section to be accomplished within
the next operational period.
Assemble information on alternative strategies.
Ensure that pertinent disaster information is disseminated through appropriate
channels to response personnel, City EOC section staff, City departments, and
the Ventura County Operational Area. Also ensure that the public is kept
informed through the PIO.
Ensure internal coordination between branch/group/unit leaders.
Ensure status and display boards are current.
Update status information with other sections as appropriate.
Resolve problems that arise in conducting your Section responsibilities.
Refer all contacts with the media to the Public Information Officer (PIO).
Begin planning for recovery. Ensure Recovery Planning Unit is activated and
supported.
DEACTIVATION /
DEMOBILIZATION
Demobilize Planning Section staff when authorized by the EOC Director and
follow the Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Complete all required forms or reports and forward to the Documentation
Unit, prior to demobilization. Provide any financial information to
Finance/Administration Section Coordinator.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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SITUATION STATUS UNIT
SUPERVISOR: Planning Section Coordinator
PRIMARY
RESPONSIBILITIES
Collect, organize, and analyze situation information including safety and damage
assessment information from EOC sources. (Coordinate with the Building and
Safety and the Public Works Branch of the Operations Section for safety and
damage assessment information. Coordinate with Ventura County Operational
EOC for countywide damage assessment information.
Ensure Rapid Damage Assessment and Initial Damage Estimates are completed.
Develop the initial damage estimate figures.
Maintain detailed records on damaged areas, structures and damage estimates.
Provide PDA estimates to the Planning and Intelligence Section Coordinator.
Develop situation reports for dissemination to Planning/Intelligence Section
Coordinator, EOC Director, and other section coordinators to initiate the action
planning process.
Transmit approved reports to the Ventura County Operational Area. DLAN can
be used to facilitate this process (See DLAN information in the Appendices).
Develop and maintain current maps and other displays (locations and types of
incidents and damages).
Evaluate the content of all incoming field situation and major incident reports.
Provide incoming intelligence information directly to appropriate EOC Sections,
summarize and provide current information on central maps and displays.
Maintain tracking records of critical resource allocation and use.
Assess, verify, and prioritize situation and resource status information into
situation intelligence briefings and situation status reports.
Monitor and ensure the orderly flow of disaster intelligence information within
the EOC.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefings and meetings conducted by the Section Coordinator.
Meet with the Planning/Intelligence Section Coordinator and EOC Director to
determine needs for planning meetings and briefings. Determine if there are
any special information needs.
Meet with the PIO to determine best methods for exchanging information and
providing the PIO with Situation/Resource Status Unit information.
ACTION
PLANNING Participate in the EOC Director’s action planning meetings.
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SITUATION STATUS UNIT
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Prepare safety/damage assessment information and provide to the
Planning/Intelligence Section Coordinator for approval.
Document those structures requiring immediate demolition to ensure the public
safety through inspection records, videos, photographs, etc.
Provide final safety/damage assessment reports to the Documentation Unit.
Provide a resources overview and summary information to the Planning
Coordinator as requested.
Establish and maintain an open file of situation reports and major incident
reports for review by other sections/units.
Prepare required Operational Area reports. Obtain approval from the
Planning/Intelligence Section Coordinator before transmitting report to the
Ventura County Operational Area via DLAN.
Prepare written situation reports at periodic intervals at the direction of the
Planning/Intelligence Section Coordinator.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Develop a system to track resources deployed for disaster response. Resources
include personnel and equipment.
Establish a reporting procedure for resources at specified locations.
Maintain a master list of all assigned critical resources (these are mutual aid
resources and other critical resources not already being tracked).
Prepare and maintain displays, charts, and lists that reflect the status and
location of critical resources, transportation, and support vehicles.
Make recommendations to the Planning/Intelligence Section Coordinator of
available resources that are not deployed or should be activated. Provide
resource and situation status information in response to specific requests.
ONGOING
ACTIVITIES
Direct the collection, organization, and display status of incident resources to
include allocation, deployment, and staging areas including:
‐ City resources committed to the disaster/emergency
‐ City resources available
‐ Assistance provided by outside agencies and resources committed
Keep Operations Section informed of the estimated time‐of‐arrival of ordered
personnel, support vehicles/units, transportation, and other critical resources.
(Coordinate with Logistics Section). Prepare and maintain EOC displays. Clearly
identify incidents. Ensure that all displays reflect the most current and correct
information.
Direct the collection, organization, and display of status of disaster events
according to the format that the Documentation Unit is utilizing, including:
‐ Location and nature of the disaster/emergency
‐ Special hazards
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SITUATION STATUS UNIT
‐ Number of injured persons
‐ Number of deceased persons
‐ Road closures and disaster routes
‐ Structural property damage (estimated dollar value) – Public and
private
‐ Personal property damage (estimated dollar value)
‐ Damage assessment information on roads, bridges and highways, the
communications infrastructure: wired, data, cable and wireless from
the Logistics Section, Communications Unit.
‐ Additional safety/damage assessment information from the American
Red Cross, utility companies and other sources.
‐ City resources committed to the disaster/emergency
‐ City resources available
‐ Assistance provided by outside agencies and resources committed
‐ Shelters, type, location, and number of people that can be
accommodated
Possible Information Sources include:
‐ Within the EOC:
Briefings
EOC Action Plan
Section Reports and Intelligence Reports
Field observations
Casualty information
Aerial reports and photographs
On duty personnel from other Sections
DLAN
‐ City Departments
Establish communications with impacted departments not
represented in the EOC
‐ Social Media Channels
‐ Utility Companies (Southern California Edison and Southern California
Gas)
‐ Members of the Public – Hotline
‐ Media (TV and radio)
Direct the collection of photographs, videos, and/or sound recordings of disaster
events, as appropriate.
Using DLAN, post to the significant events log casualty information, health
concerns, property damage, fire status, size of risk area, scope of the hazard to
the public, number of evacuees, etc. (Note: Casualty information cannot be
released to the press or public without authorization from EOC Director and
the Public Information Officer).
Develop sources of information and assist the Planning/Intelligence Section
Coordinator in collecting, organizing, and analyzing data from the following:
Management Team
Operations Section
Logistics Section
Finance/Administration Section
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SITUATION STATUS UNIT
Gather patient and casualty tracking information with the Fire/Medical Health
Branch.
Provide for an authentication process in case of conflicting status reports on
events.
Provide information to the PIO for use in developing media and other briefings.
Determine weather conditions, current and upcoming. Keep current weather
information posted.
Prepare an evaluation of the disaster situation and a forecast on the potential
course of the disaster event(s) at periodic intervals or upon request of the
Planning/Intelligence Section Coordinator.
Compile list of damage and associated preliminary damage estimates. Make
sure to include:
Structural property damage (estimated dollar value) – Public and
private
Personal property damage (estimated dollar value)
Damage assessment information on roads, bridges and highways, the
communications infrastructure: wired, data, cable and wireless from
the Logistics Section, Communications Unit.
Additional safety/damage assessment information from the American
Red Cross, utility companies and other sources.
Work with GIS Mapping Unit to develop visual products to display damage
information.
As appropriate, assign “field observers” to gather information.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the
Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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DOCUMENTATION UNIT
SUPERVISOR: Planning Section Coordinator
PRIMARY
RESPONSIBILITIES
Maintain accurate and complete records of disaster/emergency events.
Collect and organize all written forms, logs, journals, and reports at completion
of each shift from all sections.
Provide direction on document collection and retention.
Provide documentation and copying services to EOC staff.
Archive all incident documents for legal, analytical & historical purposes.
Compile, copy and distribute the EOC Action Plans as directed by the Section
Coordinators.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefings and meetings conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
Following planning meetings, assist in the preparation of any written
action plans or procedures.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Ensure that the EOC Action Plans and After‐Action Report/Correction Action are
compiled, approved, copied, and distributed to EOC Sections and Units. (See
Planning/Intelligence Support Documentation – Action Planning After
Action/Corrective Action Reports.)
Coordinate documentation with the Situation Status Unit.
Following planning meetings, assist in the preparation of any written action
plans or procedures.
Periodically collect, maintain, and store messages, records, reports, logs,
journals, and forms submitted by all sections and units for the official record.
Verify accuracy/completeness of records submitted for file – to greatest extent
possible; correct errors by checking with EOC personnel as appropriate.
Prepare an overview of the documented disaster events at periodic intervals or
upon request from the Planning/Intelligence Section Coordinator.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
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DOCUMENTATION UNIT
ONGOING
ACTIVITIES
Establish a process for collecting and filing all materials associated with the
incident (hard copy and electronically).
Work with all EOC Sections and provide direction on how, where and when
documents are collected and retained.
Identify and establish a “runner” support system for collecting,
duplicating journals, and logs throughout the EOC.
Establish copying service and respond to authorized copying requests.
Establish a system for collecting all section and unit journal/logs at
completion of each operational period.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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ADVANCE PLANNING UNIT
SUPERVISOR: Planning Section Coordinator
PRIMARY
RESPONSIBILITIES
Develop issues and requirements related to a time period, normally 36 to 72
hours (or longer) in advance.
Prepare special reports and briefings as necessary for use in strategy and/or
planning meetings.
Monitor situations to anticipate future problem(s) and develop contingency
plans to address the problem(s).
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefings and meetings conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
In coordination with other EOC sections, develop written forecasts for future
time periods as requested. These should include any or all the following:
‐ Best estimate of likely situation in 36 to 72 hours given current direction
and policy
‐ Determine top priorities for actions and resources
‐ Identify any recommended changes to EOC policy, organization, or
procedures to better address the possible situation
‐ Identify any issues and constraints that should be addressed now
considering the probable situation in 36‐72 hours
Provide reports to the EOC Planning/Intelligence Section Coordinator and/or
EOC Director and others as directed.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
Determine best estimate of duration of the situation from available information.
Determine current priorities and policies from the EOC Planning/Intelligence
Section Coordinator and EOC Director.
Develop specific recommendations on areas and issues that will require
continuing and/or expanded City involvement.
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ADVANCE PLANNING UNIT
Identify potential problem areas along evacuation routes, i.e., weight
restrictions, narrow bridges, road sections susceptible to secondary effects of
an incident, etc.
In coordination with the Operations Section, estimate the number of people
who will require transportation out of the risk areas and coordinate the
movement of persons with access and functional needs. Coordinate with
Logistics and the paratransit companies, as necessary.
As needed, develop methods for countering potential impediments (physical
barrier, time, lack of transportation resources, etc.) to evacuation.
Periodically evaluate the operational situation and assist the
Planning/Intelligence Section staff in making recommendations on priority
response and recovery actions.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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RECOVERY PLANNING UNIT
SUPERVISOR: Planning Section Coordinator
PRIMARY
RESPONSIBILITIES
Prepare the EOC organization for transition to a recovery operations
organization to restore the City to pre‐disaster conditions as quickly and
effectively as possible. Ensure that the City is prepared to participate jointly with
FEMA, Cal OES, Ventura County Operational Area, and non‐profit organizations
to expedite disaster assistance for individuals, families, businesses, public
entities and others entitled to disaster assistance. (See Types of Recovery
Programs in the Finance/Administration Support Documentation).
Ensure that required and/or approved mitigation measures are carried out.
Consider taking advantage of disaster‐caused opportunities to correct past poor
land‐use practices, while ensuring that legal safeguards for property owners and
the jurisdiction are observed
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefings and meetings conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
Identify issues to be prioritized by the EOC Director on restoration of city
services.
Be alert for opportunities to implement actions to alleviate/remedy previous
zoning practices that have caused incompatible land uses.
Prepare the EOC organization for transition to Recovery Operations.
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RECOVERY PLANNING UNIT
In coordination with the Building and Safety Branch of the Operations Section:
‐ Establish criteria for temporary entry or re‐occupancy of posted
buildings. Posting includes, as a minimum, the categories of Inspected,
Restricted Access and Unsafe.
‐ Establish criteria for emergency demolition of buildings/structures that
are an immediate and major danger to the population or adjacent
structures. Ensure that homeowners’ and business owners’ rights are
fully considered and that arrangements are made for appropriate
hearings, if possible.
‐ Ensure that buildings considered for demolition that come under
Historical Building classification follow the special review process which
should be adopted as part of the emergency procedures. (Demolition of
historic structures requires a “Certificate of Appropriateness” from the
Planning Commission. An alternate process should be adopted after
proclamation of a disaster/emergency giving this authority to the City
Planner.)
Coordinate with Community Development for all land use and zoning variance
issues; permits and controls for new development; revision of building
regulations and codes; code enforcement; plan review; building and safety
inspections and financing new projects.
Coordinate with the Public Works Branch for debris removal; demolition;
construction; management of and liaison with construction contractors; and
restoration of utility services.
Coordinate with Care and Shelter and EOC Coordinator / Liaison Officer for
housing for persons with access and functional needs and the needy; and low
income and special housing needs.
Coordinate with Finance Department for public finance; budgeting; contracting;
accounting and claims processing; taxation; and insurance settlements.
Coordinate with Legal Officer on emergency authorities; actions, and associated
liabilities; preparation of legal opinions; and preparation of new ordinances and
resolutions.
Coordinate with FEMA, Cal OES, Ventura County Operational Area, and non‐
profit organizations (Volunteer Organizations Active in Disaster [VOAD]0 to
expedite disaster assistance for individuals, families, businesses, public entities,
and others entitled to disaster assistance.
Coordinate with City Manager’s Office for continuity of operations and
communications; space acquisition; supplies and equipment; vehicles;
personnel; and related support.
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RECOVERY PLANNING UNIT
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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GIS MAPPING UNIT
SUPERVISOR: Planning Section Coordinator
PRIMARY
RESPONSIBILITIES
Collect, analyze, and visually display geographic information.
Determine Planning Section needs for maps and GIS products and services.
Participate in planning meetings to stay abreast of changing map requirements.
Gather and compile spatial data from different incident‐sections.
Develop and maintain current maps (locations and types of incidents) in
coordination with the Situation Status Unit.
Provide status reports, maps, and workflow information.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefings and meetings conducted by the Section Coordinator.
Meet with the Planning Section Coordinator and EOC Director to determine
needs for planning meetings and briefings, determine if there are any special
information needs.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
Prioritize GIS requests according to incident priorities.
Coordinate with the Situation Status Unit for the collection, mapping, and
display of emergency incident information according to the format that the
Documentation Unit is utilizing, including:
‐ Location and nature of the incident
‐ Special hazards
‐ Road closures and alternate routes
‐ Structural property damage (estimated dollar value)
‐ Personal property damage (estimated dollar value)
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GIS MAPPING UNIT
‐ City resources committed to the disaster/emergency
‐ City resources available
‐ Assistance provided by outside agencies and resources committed
‐ Shelters, type, location, and number of people that can be
accommodated
Possible Information Sources include:
‐ City GIS layers
‐ OES, California Spatial Information Library (CASIL), Fire Resource and
Assessment Program (FRAP), Ventura County and other cities
‐ Emergency incident briefings
‐ EOC Action Plan
‐ Section Reports
‐ Intelligence Reports
‐ Field Observations
‐ Resource Status Reports
‐ Aerial Reports and Photographs
‐ Values and Hazards Information
‐ On Duty Personnel from other Sections
Prepare and maintain EOC map displays, clearly identify incidents, ensure that
all displays reflect the most current and correct information.
Post to the significant events log maps that describe changes in the incident.
Develop sources of information and assist the Planning Section Coordinator in
collecting, organizing, and analyzing mapping data from the Management
Team, Operations Section, Logistics Section, and Finance Section.
Provide for an authentication process in case of conflicting location reports on
events.
Meet with the PIO to determine best methods for exchanging information and
providing location information.
Provide maps and location information in response to specific requests.
As appropriate, assign “field observers” to gather information.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the
Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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DEMOBILIZATION UNIT
SUPERVISOR: Planning Section Coordinator
PRIMARY
RESPONSIBILITIES
Assist the EOC Planning/Intelligence Section Coordinator and EOC Director in
planning for the EOC demobilization.
Develop demobilization strategy and plan with Section Coordinators.
Prepare written demobilization plan or procedures for all responding
departments and agencies if necessary.
Follow through on the implementation of the plan and monitor its operation.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefings and meetings conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Prepare a Demobilization Plan that includes the following:
‐ Release plan strategies and general information
‐ Priorities for release (according to agency and kind and type of
resource)
‐ Phase over or transfer of authorities
‐ Completion and submittal of all required documentation
‐ Notify Cal OES of demobilization plan
Obtain approval of the Demobilization Plan from the EOC Director and
distribute the plan once it is approved.
Provide periodic situation or status reports to your Section Coordinator for
updating information to the Planning/Intelligence Section.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Obtain identification and description of surplus resources.
Establish “check‐in” stations, as required, to facilitate the return of supplies,
equipment, and other resources.
ONGOING
ACTIVITIES Coordinate with field level Demobilization Unit Leaders, as appropriate.
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DEMOBILIZATION UNIT
Review the organization and current staffing to determine the likely size and
extent of demobilization effort.
Request General Staff to assess long‐term staffing needs within their sections
and provide listing of positions and personnel for release by priority.
Coordinate with the Agency Representatives to determine:
‐ Agencies not requiring formal demobilization
‐ Personal rest and safety needs
‐ Coordination procedures with cooperating/assisting agencies
Evaluate logistics and transportation capabilities to support the demobilization
effort.
Ensure that all sections and branches/groups/units understand their specific
demobilization responsibilities.
Ensure unresolved issues are assigned for resolution following deactivation.
Supervise execution of the Demobilization Plan.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the
Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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LOGISTICS SECTION ‐GENERAL
PURPOSE
To enhance the City’s capability to respond to emergencies by establishing logistics protocols in managing
personnel and equipment. It is City policy that the priorities of responses are to be:
Protect life, property, and the environment.
Provide operational and logistical support for emergency response personnel and optimize the
utilization of resources.
Provide support to the other sections of the City’s emergency response team.
Support the restoration of essential services and systems.
OVERVIEW
The Logistics Section’s primary responsibility is to ensure the acquisition, transportation, mobilization of
resources to support the response effort at the disaster sites, public shelters, EOCs, etc. This Section
provides all necessary personnel, supplies and equipment procurement support except for Fire and Law
Enforcement resources procured through prior agreements.
OBJECTIVES
The Logistics Section ensures that other sections are supported for the duration of the incident. Any
personnel, equipment, supplies, or services required by the other sections will be ordered through the
Logistics Section except for those resources obtained through already established mutual aid agreements.
The Logistics Section will accomplish the following specific objectives during a disaster/emergency:
Collect information from other sections to determine logistical support needs and prepare for
expected operations and long‐term requirements.
Coordinate provision of logistical support with the EOC Director.
Prepare required reports identifying the activities performed by the Logistics Section.
Maintain proper and accurate documentation of all actions taken and all items procured to ensure
that all required records are preserved for future use and Cal OES and FEMA filing requirements.
CONCEPT OF OPERATIONS
The Logistics Section will operate under the following policies during a disaster/emergency as the situation
dictates:
The SEMS and the NIMS will be followed.
All existing City and departmental operating procedures will be adhered to unless modified by the
City Council.
All on‐duty personnel are expected to remain on duty until properly relieved of duty. Off‐duty
personnel will be expected to return to work in accordance with adopted policies.
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Operational periods will be determined by the EOC Director. Operational periods will be event
driven.
Available and accessible resources from the private sector and volunteer organizations will be
accessed through the City’s own resources and private sector resources. Non‐fire and non‐law
mutual aid will be accessed through the Ventura County Operational Area.
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the Logistics Section.
LOGISTICS SECTION ORGANIZATION CHART
Logistics Section
Procurement / Purchasing
Unit
Information Systems Unit
Personnel Unit
Facilities Unit
Transportation Unit
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LOGISTICS SECTION STAFF
The Logistics Section Coordinator will determine, based on present and projected requirements, the need
for establishing specific and/or specialized units. The following units may be established as the need
arises:
Procurement/Purchasing Unit
Information Systems Unit
Personnel Unit
Facilities Unit
Transportation Unit
The Logistics Section Coordinator may activate additional units as necessary to fulfill an expanded role.
Logistics Section Coordinator
The Logistics Section Coordinator, a member of the EOC Director’s General Staff, is responsible for
supporting the response effort and the acquisition, transportation, and mobilization of resources. The
Logistics Section Coordinator in supporting the EOC response will need to:
Understand the current situation
Predict probable resource needs
Prepare alternative strategies for procurement and resources management
Procurement/Purchasing Unit
The Procurement/Purchasing Unit is responsible for obtaining all non‐fire and non‐law enforcement
mutual aid materials, equipment and supplies to support emergency operations and arranging for delivery
of those resources. The Procurement/Purchasing is responsible for administering all financial matters
pertaining to purchases, vendor contracts, leases, fiscal agreements, and tracking expenditures. The
Procurement/Purchasing is responsible for identifying sources of equipment, preparation and signing
equipment rental agreements, and processing all administrative paperwork associated with equipment
rental and supply contracts, including incoming and outgoing mutual aid resources. The
Procurement/Purchasing is also responsible for ensuring that all records identify scope of work and site‐
specific work location.
Information Systems Unit
The Information Systems Branch is responsible for managing all radio, data, and telephone needs of the
EOC staff.
Personnel Unit
The Personnel Unit is responsible for obtaining, coordinating, and allocating all non‐fire and non‐law
enforcement mutual aid personnel support requests, for registering volunteers as Disaster Services
Workers and for managing EOC personnel issues and requests.
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Facilities Unit
The Facilities Unit is responsible for ensuring that adequate facilities are provided for the response effort,
including securing access to the facility, and providing staff, furniture, supplies and materials necessary to
configure the facility in a manner adequate to accomplish the mission.
Transportation Unit
The Transportation Unit is responsible for transportation of emergency personnel, equipment, and
supplies and for coordinating disaster transportation routing.
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LOGISTICS SECTION COORDINATOR
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Ensure the logistics function is carried out consistent with SEMS/NIMS
guidelines, including:
‐ Managing all radio, data, and telephone needs of the EOC.
‐ Coordinating transportation needs and issues.
‐ Managing personnel issues and registering volunteers as Disaster Services
Workers.
‐ Obtaining all materials, equipment and supplies to support emergency
operations in the field and in the EOC.
‐ Coordinating management of facilities used during disaster response and
recovery.
Oversee the acquisition, transportation, and mobilization of resources.
Establish the appropriate level of organization within the Section, and
continuously monitor the effectiveness of that organization. Make changes as
required.
Be prepared to form additional units as dictated by the situation.
Exercise overall responsibility for the coordination of unit activities within the
Section.
Report to the EOC Director on all matters pertaining to Section activities.
Ensure any contacts with the media are directed to the Public Information
Officer.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Determine the operational status and appropriate level of activation based on
situation as known.
Mobilize appropriate personnel for initial activation of the EOC.
Notify EOC Director when your Section is fully operational.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Activate organizational elements within your Section as needed and designate
leaders for each element or combination of elements.
‐ Procurement/Purchasing Unit
‐ Information Systems Branch
‐ Personnel Unit
‐ Facilities Unit
‐ Transportation Unit
Confirm that all key Logistics Section personnel or alternates are in the EOC or
have been notified. Recall the required staff members necessary for the
emergency.
Request additional personnel for the Section to maintain a 24‐hour operation
as required.
Carry out responsibilities of your Section not currently staffed.
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LOGISTICS SECTION COORDINATOR
MEETINGS /
BRIEFINGS
Brief new or relief personnel in your Branch. Briefings should include:
‐ Current situation assessment
‐ Identification of specific job responsibilities
‐ Identification of co‐workers within the job function and/or geographical
assignment
‐ Availability of communications
‐ Location of work area
‐ Identification of eating and sleeping arrangements as appropriate.
‐ Procedural instructions for obtaining additional supplies, services, and
personnel
‐ Identification of operational period work shifts
Meet with EOC Director and Section Coordinators to identify immediate
resource needs.
Attend periodic briefing sessions conducted by the EOC Director.
Brief the EOC Director on major problem areas that need or will require
solutions.
Conduct periodic Logistics Section briefings and identify forthcoming
operational needs.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Prepare work objectives for Section staff and make staff assignments.
Work closely with each Unit leader to ensure Logistics Section objectives as
defined in the current EOC Action Plan are being addressed.
Ensure a Communications Plan is developed for the EOC Action Plan. Assign to
the Logistics Support Staff.
Following Action Planning meetings, ensure orders for additional resources
have been placed and are being coordinated within the EOC and field units.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide personnel and equipment time records for the entire Section to the
Time Keeping Unit in the Finance Section at the end of each work shift.
Ensure that your Section logs and files are maintained.
Oversee the development of a communications plan for response activities as
needed.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Coordinate with the Operations Section Coordinator to establish priorities for
resource needs.
Keep up to date on situation and resources associated with your Section.
Identify the need for use of special resources.
Identify service/support requirements for planned and expected operations.
Oversee the allocation of personnel, equipment, services, transportation, and
facilities required to support emergency management activities.
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LOGISTICS SECTION COORDINATOR
Oversee the management and coordination of affiliated and unaffiliated (or
spontaneous) volunteers during an emergency.
Resolve problems associated with requests for supplies, facilities,
transportation, communication, and food.
Keep the Ventura County Operational Area Logistics Coordinator apprised of
overall situation and status of resource requests via the EOC or the Watch
Commander.
ONGOING
ACTIVITIES
Make a list of key issues currently facing your Section to be accomplished within
the next operational period.
From Planning/Intelligence Section Coordinator, obtain and review major
incident reports and field operational information to anticipate and/or follow‐
up with resource needs.
From Planning/Intelligence Section and field sources, determine status of
transportation system into and within the affected area. Find out present
priorities and estimated times for restoration of the disaster route system.
Meet with Finance/Administration Section Coordinator and review financial
and administration support needs and procedures. Determine level of
purchasing authority to be delegated to Logistics Section.
Evaluate the need for Critical Incident Stress Debriefing for all affected
personnel, victims, and bystanders. Arrange debriefings through the Personnel
Unit of the Logistics Section.
Provide situation and resources information to the Situation Status Unit of the
Planning/Intelligence Section on a periodic basis.
Ensure internal coordination between branch/group/unit leaders.
Update status information with other sections as appropriate.
Resolve problems that arise in conducting your Section responsibilities.
Ensure all contacts with the media are fully coordinated first with the PIO.
DEACTIVATION /
DEMOBILIZATION
Demobilize Logistics Section staff when authorized by the EOC Director and
follow the Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Complete all required forms or reports and forward to the Documentation Unit,
prior to demobilization. Provide any financial information to
Finance/Administration Section Coordinator.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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PROCUREMENT/PURCHASING UNIT
SUPERVISOR: Logistics Section Coordinator
PRIMARY
RESPONSIBILITIES
Coordinate and oversee the procurement, allocation and distribution of
resources not normally obtained through existing mutual aid sources, such as
food, potable water, fuels, heavy and special equipment and other supplies and
consumables.
Provide supplies for the EOC, field operations and other necessary facilities.
Determine if the required items exist within the City supply system.
Manage all equipment rental agreements.
Procure items within limits of delegated authority from EOC Director.
Arrange for the delivery of the items requisitioned, contracted for, or
purchased.
Maintain records to ensure a complete accounting of supplies procured and
monies expended. Ensure that all records identify scope of work and
site‐specific work location.
Support activities for restoration of disrupted services and utilities.
PROCUREMENT POLICY:
The procurement of resources will follow the priority outlined below:
1. Resources within the City inventory (City‐owned).
2. Other sources that may be obtained without direct cost to the city.
3. Resources that may be leased/purchased within spending authorizations.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefings and meetings conducted by the Section Coordinator.
Coordinate closely with the Operations Section Coordinator to establish
priorities for resource needs.
Maintain constant communication with the Finance Section.
‐ Ensure all purchases are appropriate and within county emergency
purchasing rules & regulations.
‐ Ensure spending thresholds are adhered to.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
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PROCUREMENT/PURCHASING UNIT
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Ensure all resource records identify scope of work and site‐specific locations.
Provide updated reports on resource status to Situation Status Unit.
Identify and maintain a list of available and accessible equipment and supplies
to support response and recovery efforts.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Follow established spending thresholds and seek appropriate approvals for
each item procured.
Review, verify and process requests from other sections for resources. Confirm
that the request has not been previously filled through another source.
Determine if needed resources are available from City stocks, mutual aid
sources or other sources. Arrange for delivery if available.
Determine availability and cost of resources from private vendors. Confirm that
the vendor accepts purchase orders as payment, prior to completing the order.
Determine if the vendor/provider will deliver the ordered items. If delivery
services are not available, coordinate pickup and delivery through the
Transportation Unit.
Escalate significant resource request(s) that cannot be met through local action
and suggest alternative methods to solve the problem if possible.
Provide and coordinate with Operations Section the allocation and distribution
of utilities, fuel, water, food, other consumables, and essential supplies to all
disaster/emergency operation facilities, including mass care shelters.
Procure and arrange for basic sanitation and health needs at mass care facilities
(toilets, showers, etc.) as requested by Operations Section.
Coordinate with the Public Works Branch in the Operations Section to procure
and coordinate water resources for consumption, sanitation, and firefighting.
Obtain and coordinate necessary medical supplies and equipment for persons
with disabilities and access and functional needs.
Obtain necessary protective respiratory devices, clothing, equipment, and
antidotes for personnel performing assigned tasks in hazardous radiological
and/or chemical environments, as needed.
ONGOING
ACTIVITIES
Maintain information regarding:
‐ Resources readily available
‐ Resources requests
‐ Status of shipments
‐ Priority resource requirements
‐ Shortfalls
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PROCUREMENT/PURCHASING UNIT
Coordinate with other branches/groups/units as appropriate on resource
requests received from Operations Section to ensure there is no duplication of
effort or requisition.
Issue purchase orders for needed items within dollar limits of authority
delegated to Unit.
Notify Finance Section of procurement needs that exceed delegated authority
and obtain needed authorizations and paperwork, as necessary.
Verify cost data in any pre‐established vendor contracts with Finance Section.
Coordinate the ordering of food and potable water associated with mass care
shelters and mass feeding locations with the appropriate Operations Section
Branches and Red Cross representatives(s).
Establish a plan for field and EOC feeding operations, as appropriate.
Coordinate with EOC Operations Section to avoid duplication. (See Logistics
Support Documentation – Emergency Response Feeding.)
Coordinate the provision of veterinary care and feeding of animals with Ventura
County Animal Services.
Assemble resource documents that will allow for agency, vendor, and
contractor contacts, e.g., telephone listings, procurement catalogs, directories
and supply locations.
Continually update communications availability information with the Logistics
Support staff. Revise contact methods with suppliers as improved
communications become available.
Review the situation reports as they are received. Determine/anticipate
support requirements. Verify information where questions exist.
Arrange for storage, maintenance and replenishment or replacement of
equipment and materials.
Support activities for restoration of utilities to critical facilities.
Ensure the organization, management, coordination, and channeling of
donations of goods from individual citizens and volunteer groups during and
following the disaster/emergency.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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INFORMATION SYSTEMS UNIT
SUPERVISOR: Logistics Section Coordinator
PRIMARY
RESPONSIBILITIES
Notify support agencies and oversee the installation, activation and
maintenance of all radio, data, and telephone communications services inside
of the EOC and between the EOC and outside agencies.
Determine the appropriate placement of all radio transmitting equipment
brought to the EOC to support operations. Approve all radio frequencies to
minimize interference conditions.
Provide necessary communication system operators and ensure effective
continuous 24‐hour operation of all communications services.
Copy and log incoming radio, data and telephone reports on situation reports,
major incident reports, resource requests and general messages.
Organize, place, and oversee the operation of amateur radio services working
in support of the EOC.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefings and meetings conducted by the Section Coordinator.
Provide a briefing on EOC on‐site and external communications needs,
capabilities and restrictions and operating procedures for the use of
telephones, computer, and radio systems.
Brief your relief at shift‐change time. Ensure that in‐progress activities
are identified, and follow‐up requirements are known.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
Provide communications briefings as requested at action planning meetings.
Prepare the Communications Plan as a part of the EOC Action Plan.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Coordinate with all operational units and the EOC to establish a
Communications Plan (component of the EOC Action Plan) to minimize
communication issues (radio, data and telephone needs) utilizing established
communications, the private sector, amateur radio and volunteers. (See
Logistics Support Documentation – Communications Plan).
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INFORMATION SYSTEMS UNIT
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
Keep up to date on the situation and resources associated with your Unit.
ONGOING
ACTIVITIES
Coordinate with all sections and branches/units on operating procedures for use
of telephone, data, and radio systems. Receive any priorities or special requests.
Establish a plan to ensure staffing and repair of communications equipment.
Monitor operational effectiveness of EOC communications systems. Obtain
additional communications capability as needed.
Coordinate all communications activities. Coordinate and oversee any Auxiliary
Communications Systems radio operators working in the EOC.
Determine and anticipate support requirements and forward to your Section
Coordinator.
Coordinate frequency and network activities with Ventura County Operational
Area.
Establish a primary and alternate system for communications. Link with utilities
and contracting and cooperating agencies to establish communications as soon
as possible.
Coordinate with volunteer and private sector organizations to supplement
communications needs, as necessary.
Protect equipment from weather, aftershocks, electromagnetic pulse, etc.
Coordinate needed telephone data lines.
Support activities for restoration of computer services.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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PERSONNEL UNIT
SUPERVISOR: Logistics Section Coordinator
PRIMARY
RESPONSIBILITIES
Obtain, coordinate, and allocate all non‐fire and non‐law enforcement mutual
aid personnel support requests received and manage EOC personnel issues and
requests.
Identify sources and maintain an inventory of personnel support and volunteer
resources. Request personnel resources from those agencies as needed.
Ensure that all Disaster Service Workers and volunteers are registered and
integrated into the emergency response system, as appropriate.
Assign personnel within the EOC as needs are identified.
Coordinate emergency management mutual aid (EMMA) through the Ventura
County Operational Area EOC.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Working with Section Coordinators, identify EOC personnel needs. Develop a
staffing roster/schedule for next operational period.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS Attend periodic briefings and meetings conducted by the Section Coordinator.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Receive and process all incoming requests for personnel support. Identify
number of personnel, special qualifications or training, location where needed
and person to report to upon arrival. Secure an estimated time of arrival for
relay back to the requesting agency.
Ensure recruitment, registration, mobilization, and assignment of volunteers.
Coordinate with the Ventura County Operational Area EOC for additional
personnel needs or to request personnel resources through the Emergency
Managers Mutual Aid program.
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PERSONNEL UNIT
Ensure the organization, management, coordination, and channeling of
services from citizens and volunteer groups during and following the
emergency.
Request technical expertise personnel resources not available within the
jurisdiction (hazardous materials, environmental impact, structural analysis,
geotechnical information, etc.) through established channels or mutual aid
channels.
ONGOING
ACTIVITIES
Identify staffing shortages.
Update EOC organization chart for each operational period.
Establish Disaster Service Worker and Volunteer registration and interview
locations. Assign staff to accomplish these functions.
Issue ID cards to Disaster Service Workers as appropriate.
Maintain information regarding:
‐ Personnel/volunteers processed
‐ Personnel/volunteers allocated, assigned and on standby by
agency/location
‐ Special personnel requests by category not filled
Develop a system for tracking personnel/volunteers processed by the Unit.
Personnel/volunteers relieved from assignments will be processed through the
Demobilization Unit.
Coordinate with Safety/Security Officer to ensure that training for assigned
response staff and volunteers includes safety and hazard awareness and is
compliant with OSHA requirements.
Obtain crisis counseling for emergency workers. (See Logistics Support
Documentation‐CISM).
Coordinate feeding, shelter and care of personnel, employee’s families and
volunteers with the Procurement/Purchasing Unit, Facilities Unit,
Transportation Unit and the Care and Shelter Branch.
Consider establishing a plan for childcare for City employees as needed.
Coordinate with Facilities/Transportation Unit for suitable facilities.
Assist and support employees and their families who are also
disaster/emergency victims.
Develop a plan for communicating with those agencies and non‐governmental
agencies having personnel resources capable of meeting special needs, i.e.,
persons with disability and access and functional needs
Coordinate transportation of personnel and volunteers with the Facilities and
Transportation Units.
Coordinate with the PIO and provide the specific content of any broadcast item
desired, if a call for volunteers is needed or anticipated
Keep the PIO advised of the volunteer situation. If the system is saturated with
volunteers, advise the PIO of that condition, and take steps to reduce or
redirect the response.
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PERSONNEL UNIT
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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FACILITIES UNIT
SUPERVISOR: Logistics Section Coordinator
PRIMARY
RESPONSIBILITIES
Ensure that adequate facilities are provided for the response effort, including
securing access to the facility and providing staff, furniture, supplies and
materials necessary to accomplish the mission.
Coordinate with other EOC branches/units for support required for facilities.
Support activities for restoration of disrupted services and utilities to facilities.
Coordinate with Finance/Administration Section on any claims or fiscal matters
relating to facility operations.
Close out each facility when no longer needed.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefings and meetings conducted by the Section Coordinator.
Coordinate with the Operations Section Coordinator to establish priorities for
facility resource needs.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Consider providing facilities for sheltering essential workers, employee’s
families and volunteers. Coordinate with the Care and Shelter Branch.
Coordinate with Ventura County Animal Services to provide facilities for animal
boarding as required.
Coordinate water resources for drinking, sanitation, and firefighting at all
facilities.
If vendor contracts are required for procurement of specific facility resources
or services, refer the request to the Finance/Administration Section for
development of necessary agreements.
Coordinate the receipt of incoming resources to facilities.
Oversee the distribution of utilities, fuel, water, food, other consumables, and
essential supplies to all disaster/emergency operation facilities.
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FACILITIES UNIT
ONGOING
ACTIVITIES
Maintain information in the Unit regarding:
‐ Facilities opened and operating
‐ Facility managers
‐ Supplies and equipment at the various locations
‐ Specific operations and capabilities of each location
Coordinate the acquisition of required space to include use permit and
agreement or restriction negotiations, as the requirement for emergency‐use
facilities is identified.
In coordination with the Operations Section, provide support to facilities used
for disaster/emergency response and recovery operations, i.e., staging areas,
shelters, local application centers (LACs), etc.
Arrange for continuous maintenance of acquired facilities, to include ensuring
that utilities and restrooms are operating properly.
As facilities are vacated, coordinate with the facility manager to return the
location to its original state. This includes removing and returning furnishings
and equipment, arranging for janitorial services, and locking or otherwise
securing the facility.
Identify and forward:
‐ Communications requirements to the Logistics Support Staff.
‐ Equipment, material, and supply needs to the Procurement/Purchasing
Unit.
‐ Personnel needs to the Personnel Unit.
‐ Security requirements to the Safety/Security Officer.
Monitor the actions at each facility activated and provide additional support
requested in accordance with Unit capabilities and priorities established.
Account for personnel, equipment, supplies, and materials provided to each
facility.
Ensure that operational capabilities are maintained at facilities.
Ensure that basic sanitation and health needs at mass care facilities (toilets,
showers, etc.) are met.
Work with EOC Coordinator / Liaison Officer to ensure all structures are safe
for occupancy and that they comply with DAFN requirements.
Ensure all facilities have water resources for consumption, sanitation, and
firefighting.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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TRANSPORTATION UNIT
SUPERVISOR: Logistics Section Coordinator
PRIMARY
RESPONSIBILITIES
Coordinate the transportation of emergency personnel and resources within
the city by all available means.
Coordinate all public transportation resources.
Coordinate the disaster routes with the Operations Section.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine 24‐hour staffing requirement and request additional support as
required.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
MEETINGS /
BRIEFINGS
Attend periodic briefings and meetings conducted by the Section Coordinator.
Coordinate with the Operations Section Coordinator to establish priorities for
transportation resource needs.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Assist in identifying section specific objectives to be accomplished during the
current Operational Period.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Establish a transportation plan for movement of:
‐ Personnel, supplies and equipment to the EOC, field units, shelters, and
other facilities.
‐ Individuals to medical facilities as requested by Operations Section.
‐ Emergency workers and volunteers to and from risk area.
‐ Dependents and families of emergency workers as requested by the
Care and Shelter Branch.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Coordinate with local transportation agencies and School Districts (Moorpark
Unified School District) to establish availability of resources for use in
evacuations and other operations as needed.
Maintain inventory of support and transportation vehicles (staff cars, passenger
vans, buses, pick‐up trucks, light/heavy trucks).
Arrange for fueling of all transportation resources.
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TRANSPORTATION UNIT
ONGOING
ACTIVITIES
Coordinate with the Planning/Intelligence and Operations Sections to determine
which disaster routes are available for emergency vehicles entering and exiting
the city.
Coordinate with Fire and Police on road closures and traffic light outage
information and ensure information is displayed in the EOC.
Coordinate with the Ventura County Operational Area for highway status with
Cal Trans and CHP.
Coordinate use of disaster routes with the Operations Section.
Participate in evacuation route planning, transportation routes and
transportation resources needed to support operations.
Coordinate with other sections and branches/groups/units to identify
transportation priorities.
Coordinate with the Operations Section on the movement of persons with
access and functional needs. Coordinate with paratransit companies, as
necessary.
Coordinate with city Animal Services (Public Works) and Ventura County Animal
Services via the Ventura County Operational Area EOC for transportation of
animals as required.
As reports are received from field units and EOC sections and as sufficient
information develops, analyze the situation, and anticipate transportation
requirements.
Prepare schedules as required to maximize use of available transportation.
Provide Resources Unit of Planning Section with current information regarding
transportation vehicles (location and capacity). Notify Resources Unit of all
vehicle status change.
Establish mobilization areas for vehicles as directed.
Coordinate with staff and agency representatives to ensure adherence to
service and repair policies.
Ensure that vehicle usage is documented by activity and date and hours in use.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the
Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent
after‐action report meeting(s).
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FINANCE/ADMINISTRATION SECTION ‐ GENERAL
PURPOSE
To enhance the capability of the City to respond to disasters by providing financial support and
coordination for City disaster operations and coordinating the recovery of costs as allowed by Federal and
State law. It is the policy of this section that the priorities are to be:
Protect life, property, and environment.
Provide continuity of financial support to the City and community.
Cooperate with the other sections of the City's disaster response team.
Document the City's costs and recovery of those costs as allowable.
Maintain a positive image for the city in its dealings with the community.
OVERVIEW
The Finance/Administration Section’s primary responsibility is to maintain to the greatest extent possible
the financial systems necessary to keep the county functioning during a disaster/emergency. These
systems include:
Payroll
Payments
Revenue collection
Claim processing
Cost recovery documentation
The Section also supervises the negotiation and administration of vendor and supply contracts and
procedures.
The extent of the disaster will determine the extent to which the Finance/Administration Section will
mobilize. In a low‐level emergency, only part of the section will mobilize. In a wide‐spread disaster that
damages communications and systems, the entire section will mobilize.
OBJECTIVES
The Finance/Administration Section acts in a support role in all disasters to ensure that all required
records are preserved for future use and Cal OES and FEMA filing requirements through maintenance of
proper and accurate documentation of all actions taken. To carry out its responsibilities, the
Finance/Administration Section will accomplish the following objectives during a disaster:
A. For all disasters:
1. Notify the other sections and City departments that the disaster response accounting will be
centralized for the disaster.
2. Determine the extent to which the City’s computer systems are accessible and/or usable.
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3. Determine if the City’s bank can continue handling financial transactions.
4. Maintain, as best possible, the financial continuity of City (payroll, payments, and revenue
collection).
5. Disseminate information about the disaster accounting system to other sections and
departments, as necessary.
6. Upon declaration of a disaster by the State and/or Federal Governments, coordinate with disaster
affected agencies to initiate the recovery process of the City’s costs.
7. Coordinate with the other sections and departments the collection and documentation of costs
pertaining to the disaster.
8. Coordinate with the disaster assistance agencies for the required inspections, documentation,
audits, and other necessary work to recover costs.
B. For disasters where the City's computer systems and bank are accessible and usable:
1. Inform the City departments and other sections that the payroll and payments processing will be
handled on a "business‐as‐usual" basis except that disaster accounting will be centralized for
disaster‐related costs.
2. Continue with objectives A.5 through A.8 above.
C. For disasters where the City’s computer systems and/or bank are either inaccessible or unusable
for a short period of time, i.e., less than one week:
1. Inform City departments and the other sections that payroll and payments will be on hold for a
short time and that processing will continue on a normal basis as of a specified date.
2. Continue with objectives A.4. through A.8. above.
D. For disasters where the City's computer and/or bank systems are either inaccessible or unusable
for an extended period of time, i.e., one week or more:
1. Inform City departments and the other sections that disaster accounting procedures will be
necessary for the next payroll and all critical payments.
2. Activate other Finance/Administration Section Units, as necessary.
3. Continue with objectives A.4 through A.8 above.
CONCEPT OF OPERATIONS
The Finance/Administration Section will operate under the following policies during a disaster/emergency
as the situation dictates:
SEMS and NIMS will be followed.
All existing City and departmental operating procedures will be adhered to unless modified by the City
Council or EOC Director.
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For disasters that leave the accounting systems accessible and usable, normal working hours will be
retained for all but the Cost Recovery and the Documentation Units. These units will function on the
schedule determined necessary to perform its objectives.
For disasters that render the accounting systems either inaccessible or unusable for any period of
time, appropriate personnel in the activated units will be on an operational period determined by the
Finance/Administration Section Coordinator.
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the Finance/Administration Section.
FINANCE/ADMINISTRATION SECTION ORGANIZATION CHART
FINANCE/ADMINISTRATION SECTION STAFF
The Finance/Administration Section Coordinator will determine, based on present and projected
requirements, the need for establishing specific and/or specialized branches/groups/units.
Time Keeping Unit
Cost Analysis Unit
Cost Recovery Unit
Compensation/Claims Unit
The Finance/Administration Section Coordinator may activate additional units to fulfill an expanded role
if necessary.
Finance/Administration Section Coordinator
The Finance/Administration Section Coordinator supervises the financial support, response and recovery
for the disaster; ensures that the payroll and revenue collection process continues and activates the
Disaster Accounting System.
Finance/Administration
Section
Time Keeping Unit
Cost Analyis Unit
Cost Recovery Unit
Compensation/Claims
Unit
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Time Keeping Unit
This Unit is responsible for tracking hours worked by paid personnel, volunteers, contract labor, mutual
aid and all others and ensuring that daily personnel time recording documents are prepared and
compliance to agency’s time policy is being met. The Unit is responsible for ensuring that time and
equipment use records identify scope of work and site‐specific work location consistent with initial
safety/damage assessment records, sites and Project Worksheets.
Personnel time and equipment use records should be collected and processed for each operational period
as necessary. Records must be verified, checked for accuracy and posted according to existing policy.
Excess hours worked must also be determined and separate logs will be maintained. Time and equipment
use records must be compiled in appropriate format for cost recovery purposes.
Cost Analysis Unit
This Unit is responsible for providing cost analysis data for the incident to help the planning and recovery
efforts. The Unit must ensure that all pieces of equipment and personnel that require payment are
properly identified; obtain and record all cost data; analyze and prepare estimates of incident costs and
maintain accurate records of incident costs.
The Cost Analysis Unit will be increasingly tasked to support the planning function in terms of cost
estimates of resources used. The Unit must maintain accurate information on the actual costs for the use
of all assigned resources.
Cost Recovery Unit
This Unit should be activated at the onset of any disaster and is responsible for maintaining the Disaster
Accounting System and procedures to capture and document costs relating to a disaster in coordination
with other sections and departments. The Unit also acts as liaison with the disaster assistance agencies
and coordinates the recovery of costs as allowed by law. Maintaining records that will pass audit is also
an extremely important task of this Unit. Accurate and timely documentation is essential to financial
recovery.
Compensation/Claims Unit
The Compensation/Claims Unit is responsible for managing the investigation and compensation of
physical injuries and property damage claims involving the City of Moorpark arising out of an
emergency/disaster, including completing all forms required by worker’s compensations programs and
local agencies, maintaining a file of injuries and illnesses associated with the incident and for providing
investigative support of claims and for issuing checks upon settlement of claims.
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FINANCE/ADMINISTRATION SECTION COORDINATOR
SUPERVISOR: EOC Director
PRIMARY
RESPONSIBILITIES
Ensure that the Finance/Administration function is performed consistent with
SEMS/NIMS Guidelines, including:
‐ Implementing a Disaster Accounting System‐ (See Finance/Administration
Support Documentation)
‐ Maintaining financial records of the disaster
‐ Tracking and recording of all staff time
‐ Handling travel and expense claims
‐ Providing administrative support to the EOC
Seek cost recovery (FEMA, Cal OES or responsible party) of response and
recovery costs.
Assist the Logistics Section in ensuring all purchases are appropriate and within
City emergency purchasing rules & regulations.
Provide cost‐effective analysis of all purchases conducted by the EOC.
Track incident burn rate.
Forecast the overall economic impact(s) to the City.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ACTIVATION &
NOTIFICATIONS
Determine the operational status and appropriate level of activation based on
situation as known.
Mobilize appropriate personnel for initial activation of the EOC.
Notify EOC Director when your Section is fully operational.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Determine what Section positions should be activated and staffed.
Confirm that all key Finance Section personnel or alternates are in the EOC or
have been notified. Recall the required staff members necessary for the
emergency.
Request additional personnel for the Section to maintain a 24‐hour operation
as required.
Carry out responsibilities of your Section not currently staffed.
MEETINGS /
BRIEFINGS
Brief new or relief personnel in your Branch. Briefings should include:
‐ Current situation assessment
‐ Identification of specific job responsibilities
‐ Identification of co‐workers within the job function and/or geographical
assignment
‐ Availability of communications
‐ Location of work area
‐ Identification of eating and sleeping arrangements as appropriate.
‐ Procedural instructions for obtaining additional supplies, services, and
personnel
‐ Identification of operational period work shifts
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FINANCE/ADMINISTRATION SECTION COORDINATOR
Attend periodic briefing sessions conducted by the EOC Director.
Conduct a business meeting with the Logistics Section and review financial and
administrative support requirements and procedures.
‐ Review spending thresholds
‐ Emergency Procurement rules & regulations
Conduct periodic Finance Section briefings and identify forthcoming
operational needs.
Meet with other Section Coordinators as needed.
Brief the EOC Director on problem areas that need or will require solutions.
Meet with assisting and cooperating agency representatives as required.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Prepare work objectives for Section staff and make staff assignments.
Work closely with each Unit leader to ensure Finance Section objectives as
defined in the current EOC Action Plan are being addressed.
Provide input in all planning sessions on finance and cost analysis matters.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 6767.
Ensure that all recovery documentation is accurately maintained and
submitted on the appropriate forms to the Federal Emergency Management
Agency (FEMA) and/or the Cal OES.
Provide personnel and equipment time records for the entire Section to the
Time Keeping Unit in the Finance Section at the end of each work shift.
Ensure that your Section logs and files are maintained.
RESOURCES
See Resources in Common EOC Responsibilities on page 67.
Coordinate with Logistics Section to support the acquisition of needed
resources.
Keep up to date on situation and resources associated with your Section.
Maintain current status and displays at all times.
ONGOING
ACTIVITIES
Authorize use of the Disaster Accounting System. (See Finance/Administration
Support Documentation – Disaster Accounting.)
Make a list of key issues currently facing your Section to be accomplished within
the next operational period.
Coordinate with the Logistics Section to:
‐ Assist in ensuring all purchases are appropriate and within City
emergency purchasing rules & regulations.
‐ Ensure spending thresholds are adhered to.
Oversee that cost‐effective analysis of all purchases are conducted.
Develop the overall incident burn rate.
Forecast the overall economic impact(s) to the City.
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FINANCE/ADMINISTRATION SECTION COORDINATOR
Monitor your Section activities and adjust Section organization as appropriate.
Evaluate the need for Critical Incident Stress Debriefing for affected personnel.
Arrange debriefings through the Personnel Unit of the Logistics Section.
Ensure internal coordination between branch/unit leaders.
Update financial and cost status information with other sections as
appropriate.
Seek cost recovery if applicable from FEMA, CAL OES and/or responsible party.
Resolve problems that arise in conducting your Section responsibilities.
Make sure that all contacts with the media are fully coordinated first with the
Public Information Officer (PIO).
Ensure that the payroll and revenue collection process continues.
Organize, manage, coordinate and channel the donations of money received
during and following the emergency from citizens and volunteer groups.
Make recommendations for cost savings to the General Staff.
Keep the General Staff apprised of overall financial situation.
DEACTIVATION /
DEMOBILIZATION
Demobilize Finance Section staff when authorized by the EOC Director and
follow the Demobilization Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Complete all required forms or reports and forward to the Documentation
Unit, prior to demobilization.
Gather any financial records from EOC Sections.
Be prepared to participate and/or facilitate the hot wash and subsequent
after‐action report meeting(s).
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TIME KEEPING UNIT
SUPERVISOR: Finance Section Coordinator
PRIMARY
RESPONSIBILITIES
Track, record, and report staff time for all personnel (city staff, volunteers,
contract labor and mutual aid personnel resources) and equipment use and
time working at the emergency/disaster. Ensure that time and equipment use
records identify scope of work and site‐specific work location.
Establish and maintain a file for all personnel working the disaster.
Ensure that daily personnel time recording documents are prepared and follow
specific city, Cal OES and FEMA time recording policies.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING Clarify any issues regarding your authority and assignment.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the EOC Director.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Attend planning meetings at the request of the Finance Section.
DOCUMENTATION See Documentation and Reports in Common EOC Responsibilities on page
67.Error! Bookmark not defined.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
PERSONNEL TIME RECORDER
Initiate, gather, or update a time report from all applicable personnel assigned
to the disaster/emergency for each operational period. (See Support
Documentation – Forms for a sample of the Disaster Labor Record).
Ensure that all records identify scope of work and site‐specific work location.
Ensure that daily personnel time recording documents are accurate and
prepared in compliance with City policy:
‐ Employee identification information is verified and correct
‐ Volunteers assigned as Disaster Service Workers maintain detailed and
accurate timecards
‐ Time reports are signed
Establish and maintain a file for employee time records within the first
operational period for each person. Keep records on each shift (Twelve‐hour
shifts recommended).
Maintain separate logs for overtime hours.
Track all travel requests, forms, and claims.
Maintain records security.
Close out time documents prior to personnel leaving emergency assignment.
Coordinate with the Personnel Unit of the Logistics Section.
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TIME KEEPING UNIT
EQUIPMENT TIME RECORDER
Assist sections and branches/units in establishing a system for collecting
equipment time reports and service records. Design and distribute Force
Account and Rented Equipment Records. (See Support Documentation –
Forms for copies of Disaster Force Account and Equipment Records).
Ensure that all records identify scope of work and site‐specific work location.
Establish and maintain a file of time reports on owned, rented, donated and
mutual aid equipment (including charges for fuel, parts, services, and
operators). Track the type of equipment used, make/model numbers, date and
time of usage, operator name/agency affiliation, charges for fuel, parts, and
services. Track city‐owned equipment separate from rented equipment.
Maintain list of damaged or lost equipment (for billing and claims purposes) in
coordination with Planning Section, Situation Unit and Resources Unit.
Maintain records security.
Keep the Finance Section Coordinator informed of significant issues affecting
the Section.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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COST ANALYSIS UNIT
SUPERVISOR: Finance Section Coordinator
PRIMARY
RESPONSIBILITIES
Provide cost‐effective analysis of all purchases conducted by the EOC.
Assist the logistics section in ensuring all purchases are appropriate and within
city emergency purchasing rules & regulations.
Assist Finance Section Coordinator to develop the incident burn rate.
Assist in forecasting the overall economic impact(s) to the city.
Ensure that all financial records are maintained throughout the emergency.
Analyze and prepare estimates of EOC costs.
Maintain accurate record of EOC costs.
Maintain actual costs for the use of all assigned resources.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 6767.
ASSIGNMENTS/
STAFFING Clarify any issues regarding your authority and assignment.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the EOC Director.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Attend planning meetings at the request of the Finance Section.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67
Maintain a fiscal record of all expenditures related to the disaster.
Prepare and provide periodic cost summaries for the Finance/Administration
Section Coordinator and the EOC Director.
Maintain accurate information on the actual cost for the use of all assigned
resources.
Ensure that EOC sections maintain proper supporting records and
documentation to support claims.
Ensure that all financial documents are accurately prepared.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
Collect and record all cost data. (See Finance/Administration Support
Documentation – Disaster Records and Forms).
With the Time Keeping Unit ensure that all pieces of equipment under contract
and dedicated personnel are properly identified.
Make recommendations for cost savings to the Finance/Administration Section
Coordinator.
Keep the Finance Section Coordinator informed of significant issues affecting
the Section.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
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COST ANALYSIS UNIT
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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COST RECOVERY UNIT
SUPERVISOR: Finance Section Coordinator
PRIMARY
RESPONSIBILITIES
Track response costs associated with EOC activation and/or Incident Command
Post and seek cost recovery from an applicable entity.
Document information for reimbursement from the state and federal
governments or other responsible party.
Act as liaison with the disaster assistance agencies and insurance companies to
coordinate the recovery of costs as allowed by law and ensure records are
maintained that will pass audit.
Coordinate documentation of costs with other sections and departments.
Receive and allocate payments.
After the EOC demobilizes, oversee the City’s cost recovery team comprised of
representatives from each department with emergency response costs.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING
Clarify any issues regarding your authority and assignment.
Identify City cost recovery team members before the EOC demobilizes.
MEETINGS /
BRIEFINGS
Attend periodic briefing sessions conducted by the EOC Director.
Inform all sections and departments that the Disaster Accounting System is to
be used.
ACTION
PLANNING
Participate in the EOC Director’s action planning meetings.
Attend planning meetings at the request of the Finance Section Coordinator to
provide input on cost recovery issues.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Prepare all required state and federal documentation using the appropriate
forms to recover allowable disaster costs and ensure that all recovery
documentation is accurately maintained.
Organize and prepare records for final audit.
Ensure that all financial records are maintained throughout the emergency.
Work with EOC sections and appropriate departments to collect all required
documentation.
Provide personnel and equipment time records to the Section Coordinator at
the end of each work shift.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
ONGOING
ACTIVITIES
Track all response costs associated with the EOC activation and Incident
Command Post(s) if applicable.
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COST RECOVERY UNIT
Implement the Disaster Accounting System and make decisions on cost codes
and items to be tracked. (See Finance/Administration Support Documentation
– Disaster Accounting.)
Assist in developing the incident burn rate.
Seek cost recovery if applicable from FEMA, CAL OES, insurance companies
and/or responsible party and coordinate the maximum recovery of costs as
allowed by law.
Maintain contact with Cal OES and FEMA for advice and assistance in obtaining
maximum eligible funds for disaster/emergency costs.
Receive and allocate payments.
Provide analyses, summaries and estimates of costs for the
Finance/Administration Section Coordinator, EOC Director, and City officials as
required.
Ensure a City cost recovery team is identified before the EOC is demobilized.
Prepare submittal of disaster recover claims as necessary.
Keep the Finance Section Coordinator informed of significant issues affecting
the Section.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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COMPENSATION/CLAIMS UNIT
SUPERVISOR: Finance Section Coordinator
PRIMARY
RESPONSIBILITIES
Accept as agent for the City claims resulting from any disaster.
Manage the investigation and compensation of physical injuries and property
damage claims involving the City including completing all forms required by
workers’ compensations programs, insurance companies and local agencies.
Collect information for all forms required for claim’s filings.
Maintain a file of injuries and illness associated with the personnel activity at
the EOC and maintains a file of written statements on injuries.
Manage and direct all Workers’ Compensation and claims specialists assigned
to the disaster.
Provide investigative support in areas of claims for bodily injury and property
damage compensation presented to the City.
READ ENTIRE CHECKLIST AT BEGINNING OF SHIFT
Also see Common EOC responsibilities on page 67.
ASSIGNMENTS/
STAFFING Clarify any issues regarding your authority and assignment.
MEETINGS /
BRIEFINGS Attend periodic briefing sessions conducted by the EOC Director.
ACTION
PLANNING
Assist in the preparation of the EOC Action Plan as it pertains to the Finance
Section.
Attend planning meetings at the request of the Finance Section Coordinator to
provide input on cost recovery issues.
DOCUMENTATION
See Documentation and Reports in Common EOC Responsibilities on page 67.
Maintain a log of all injuries occurring during the disaster.
Develop and maintain a log of potential and existing claims.
Ensure that all Compensation–for‐injury and Claims logs and forms are
complete and routed to the appropriate department for post‐EOC processing.
Periodically review all logs and forms produced by Unit to ensure:
− Work is complete
− Entries are accurate and timely
− Work is compliant with City of Moorpark requirements and policies.
Prepare insurance claims relative to damage to City property. Notify and file
the claims with insurers.
Provide report of injuries and coordinate with the Safety Officer for mitigation
of hazards.
RESOURCES See Resources in Common EOC Responsibilities on page 67.
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COMPENSATION/CLAIMS UNIT
ONGOING
ACTIVITIES
Coordinate with the EOC Coordinator / Liaison Officer, Agency Representatives,
and Personnel Unit of the Logistics Section.
Determine if there is a need for Compensation‐for‐injury and Claims Specialists
and order personnel as needed.
Ensure the investigation of all accidents, if possible.
Ensure that the Personnel Unit of the Logistics Section completes claims for any
injured personnel or volunteers working at the emergency.
Obtain all witness statements pertaining to claim and review for completeness.
DEACTIVATION /
DEMOBILIZATION
See Deactivation/Demobilization in Common EOC Responsibilities on page 67.
Demobilize when authorized by the EOC Director and follow the Demobilization
Unit Leader/Demobilization Plan.
Ensure that any open actions are completed before demobilization.
Be prepared to participate and/or facilitate the hot wash and subsequent after‐
action report meeting(s).
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SUPPORT DOCUMENTATION
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MANAGEMENT SUPPORT DOCUMENTATION
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LOCAL AND STATE EMERGENCY PROCLAMATIONS
LOCAL EMERGENCY
When there is a condition of extreme peril or potential peril to the safety of persons and property, and
the condition is beyond the capability of the local forces to control effectively, the City Council, or a person
authorized by ordinance, may proclaim that a local emergency exists. A local emergency may be
proclaimed to exist due to a specific situation, such as flood, fire, storm, earthquake, epidemic, drought,
sudden and severe energy shortage, or other condition. The type of disaster, date of occurrence and area
affected are to be identified. (See examples of local emergency proclamations/resolutions in Exhibits 1,
2, 3 and 4.) A copy of the resolution must be provided to the Ventura County Operational Area for
transmission to Cal OES. Send resolutions to the Ventura County Sheriff’s Office of Emergency Services
Duty Officer via email to: oes.oes@ventura.org.
The sample City Council resolutions on the following pages show there may be several findings by the
Council in declaring a local emergency, including, but not limited to:
a) The emergency is causing extreme peril to the safety of persons and property.
b) The dangers presented by the emergency have caused the City Manager to proclaim the
existence of a local emergency.
c) Local resources are unable to cope with the effects of this emergency.
d) The City Council has reviewed the state of the community and ratifies the City Manager’s
Proclamation of Emergency.
e) The City Manager, as the Director of Disaster Services, is empowered to carry out all emergency
powers conferred upon him/her as the Director of Disaster Services by local and state laws.
f) That the State Director of Disaster Services (Cal OES) concur with the Council’s findings that a
local emergency exists, and to provide assistance under the California Disaster Assistance Act
(CDAA).
g) The City Council directs the OES Director to forward a copy of this resolution to the Governor of
California with the request that he/she proclaim the City of Moorpark to be in a state of
emergency.
h) And (if necessary) that the Governor requests a Presidential Declaration of Emergency from the
President of the United States.
The Proclamation of a Local Emergency:
Gives public employees and governing bodies certain legal immunities for emergency actions
taken
Enables local agencies to request state assistance under the State CDAA.
Allows the chief executive or other authorized official designated by local ordinance to:
Establish curfews
Take any measures necessary to protect and preserve public health and safety
Exercise all authority granted by local ordinance
LOCAL RESOLUTION REQUESTING STATE DIRECTOR, OFFICE OF EMERGENCY SERVICES, CONCURRENCE
IN LOCAL EMERGENCIES
Following the proclamation of a local emergency and in the event public real property has been damaged
or destroyed and assistance is needed in the repair and restoration, the governing body may request the
Cal OES Director to concur in their proclamation of a local emergency and to provide assistance under the
CDAA. The resolution must indicate the nature and date of the emergency, and the person designated to
receive process and coordinate all aid. The resolution will be sent to Cal OES through the Ventura County
Operational Area.
To assist the Cal OES Director in evaluating the situation, and in deciding on whether or not to concur with
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the local emergency, the following is required to accompany the resolution:
Certified copy of Local Emergency Proclamation (see Exhibits 1, 2, 3 or 4).
Damage Assessment Summary
Note: The Local Emergency proclamation must be made within 10 days of the occurrence to qualify for
assistance under the California Disaster Assistance Act.
The following financial assistance is available through Cal OES under the CDAA:
Eligible disaster response costs
Assistance to repair, restore, reconstruct, or replace public real property or public facilities
belonging to local agencies damaged as a result of natural disasters
Indirect costs
Direct costs of grant administration
Cal OES prepares a recommendation as to the action that should be taken by the Governor. If the action
recommends a Governor’s Proclamation, Cal OES prepares the proclamation.
LOCAL PROCLAMATION OF TERMINATION OF LOCAL EMERGENCY
The governing body must review the need for continuing the Local Emergency Proclamation at least every
60 days until the governing body terminates the local emergency.
Government Code Section No. 8630: "(a) A local emergency may be proclaimed only by the governing
body of a city, county, or city and county, or by an official designated by ordinance adopted by that
governing body. (b) Whenever a local emergency is proclaimed by an official designated by ordinance, the
local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified
by the governing body. (c) The governing body shall review the need for continuing the local emergency
at least once every 60 days until the governing body terminates the local emergency. (d) The governing
body shall proclaim the termination of the local emergency at the earliest possible date that conditions
warrant.”
When a county proclaims a local emergency pursuant to Section 8630 of the Government Code, based
upon conditions which include both incorporated and unincorporated territory of the county, it is not
necessary for the cities to also proclaim the existence of a local emergency independently. Further, cities
within a county are bound by county rules and regulations adopted by the county pursuant to Section
8634 of the Government Code during a county proclaimed local emergency when the local emergency
includes both incorporated and unincorporated territory of the county even if the cities do not
independently proclaim the existence of a local emergency.
STATE OF EMERGENCY/PRESIDENTIAL DECLARATION
Presidential Declaration
Following the above procedures, the governing body of the local jurisdiction may also pass a resolution
asking the Cal OES Director to recommend that the Governor request a Presidential Declaration of a Major
Disaster under the authority of Public Law 93‐288 (Stafford Act). The Governor’s Request to the President
is submitted through the Federal Emergency Management Agency (FEMA). Supplementary justification
data may be required to accompany the local resolution (certified copy) and Damage Assessment Survey.
Financial assistance available:
Individual assistance to the private sector
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Matching fund assistance for cost sharing required under federal disaster assistance programs
(subject to state eligible project criteria)
Local agency overtime costs and the costs of supplies used during eligible disaster response
projects
Assistance to repair, restore, reconstruct, or replace public real property or public facilities
belonging to local agencies damaged as a result of natural disasters
Indirect costs
Direct costs of grant administration
SAMPLE EMERGENCY PROCLAMATION FORMS
The following pages contain a sample proclamation and resolutions that carry out the authority granted
in Sections 2.48.050 and 2.48.060, which relates to Emergency Organization and Functions. As the
provisions of the emergency ordinance in effect in any city or county may differ, it is suggested that these
resolutions be reviewed prior to the occurrence of any emergency by the city attorney concerned, and
such changes made as may be necessary to bring them into conformance with the emergency ordinance
of the city.
Exhibit 1 ‐ Local Emergency Proclamation by the EOC Director
Exhibit 2 ‐ Resolution of the City Council Confirming the Existence of a Local Emergency
Exhibit 3 ‐ Resolution of the City Council Terminating a Local State of Emergency
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EXHIBIT 1 – PROCLAMATION OF LOCAL EMERGENCY BY THE EOC DIRECTOR
PROCLAMATION OF LOCAL EMERGENCY
AN EXECUTIVE ORDER OF THE DIRECTOR OF THE EMERGENCY
OPERATIONS CENTER (EOC) OF THE CITY OF MOORPARK
PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY
SECTION 1: The EOC Director for the City of Moorpark hereby finds and declares as follows:
A. Moorpark Municipal Code Section 2.48.060(B)(1) authorizes the EOC Director to proclaim
the existence or threatened existence of a local emergency when the City Council is not in session.
B. Moorpark Municipal Code Section 2.48.030 defines an “emergency,” in part, as the actual
or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property
within the City caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought,
sudden and severe energy shortage or earthquake or other conditions which are or are likely to be beyond
the control of the services, personnel, equipment, and facilities of this City, requiring the combined forces
of other political subdivisions to combat.
C. Conditions of extreme peril to the safety of persons and property have arisen as the result
of ___________________________________________________________________________________
which started at approximately __________ on ____________________ in or around
____________________________________________________________________________.
D. The City Council is not presently in session and is not scheduled to meet again until 5:00
p.m., on ________________________________.
SECTION 2: The EOC Director for the City of Moorpark hereby orders as follows:
A. A local state of emergency now exists in the City.
B. During the existence of this local emergency, the powers, functions and duties of the
emergency organization of this City shall be those prescribed by State law, the ordinances and resolutions
of the City, and by the City of Moorpark Emergency Operations Plan as approved by the City Council on
March, XX, 2022, and as amended from time to time.
C. Pursuant to Government Code Section 8630, this proclamation has been issued in
accordance with applicable law, is in effect and carries the force of law until
__________________________, on which date it expires unless this proclamation of local emergency is
ratified by the City Council within 7 days. In addition, the City Council shall review the need for continuing
the local emergency at least once every 60 days until the local emergency is terminated by resolution.
DATED: ______________________
EOC DIRECTOR
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EXHIBIT 2 ‐ RESOLUTION OF THE CITY COUNCIL CONFIRMING THE EXISTENCE OF A LOCAL EMERGENCY
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOORPARK,
CALIFORNIA CONFIRMING THE EXISTENCE OF A LOCAL EMERGENCY
The City Council of the City of Moorpark resolves as follows:
SECTION 1. The City Council finds as follows:
A. On or about __[date]__, __[describe nature of emergency]__;
B. __[emergency]__ is causing extreme peril to the safety of persons and property;
C. The dangers presented by __[emergency]__ including, without limitation, _____, caused
the EOC Director to proclaim the existence of a local emergency beginning __[date]__, in accordance
with the Moorpark Municipal Code (“MMC”), as specified in the attached Exhibit A, Proclamation of
Local Emergency.
D. OPTIONAL (Based upon information provided to the City Council by __[name/title]__, it
is apparent that local resources are unable to cope with the effects of this emergency.)
SECTION 2. The City Council has reviewed the state of the community and ratifies the EOC Director’s
Proclamation of Local Emergency.
SECTION 3. In accordance with MMC Chapter 2.48.050 and applicable law, the City Council proclaims
that due to __[describe conditions of emergency]_; a local emergency exists within the City of
Moorpark’s territorial limits.
SECTION 4. The City Manager, as the Director of Disaster Services, is empowered to carry out all
emergency powers conferred upon him/her as the Director of Disaster Services by local and state laws,
and by all other lawful authority, as may be necessary to protect life and property.
SECTION 5. During the existence of this local emergency, the powers, functions, and duties of the
Director of Disaster Services and the emergency organization of this City will be those prescribed by
state law, by ordinance, and resolutions of this City approved by the City Council.
SECTION 6. The City Clerk is directed to provide a copy of this Resolution to the County of Ventura
Operational Area for forwarding to the State Office of Emergency Services with a request to find it
acceptable in accordance with provisions of the California Disaster Assistance Act; and that the City’s
Director of Disaster Services or his/her assistant is hereby declared as the City’s authorized
representative for the purpose of receiving, processing, and coordinating all inquiries and requirements
needed to obtain available state and, if needed, federal assistance.
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SECTION 7. OPTIONAL (Since local resources are unable to cope with the effects of this emergency, the
City Council directs the Director of Disaster Services to forward a copy of this Resolution to the Governor
of California with the request that he/she proclaim the City of Moorpark to be in a state of emergency.)
SECTION 8. OPTIONAL (Since local resources are unable to cope with the effects of this emergency, the
City Council directs the Director of Disaster Services to forward a copy of this Resolution to the Governor
of California and request that the Governor request a Presidential Declaration of Emergency from the
President of the United States.)
SECTION 9. OPTIONAL (__[name/title]__ is designated as the local Hazard Mitigation Coordinator of the
City of Moorpark for the purpose of assessing damage within the City and consulting with Federal/State
survey teams regarding hazard mitigation actions.)
SECTION 10. OPTIONAL (__[name/title]__ is designated as the authorized representative for public
assistance and __[name/title]__ is designated as the authorized representative for individual assistance
of the City of Moorpark for the purpose of receiving, processing, and coordinating all inquiries and
requirements necessary to obtain available state and federal assistance.)
SECTION 11. This local emergency will continue to exist until otherwise determined by City Council
resolution.
SECTION 12. This Resolution will take effect immediately upon adoption.
PASSED AND ADOPTED ______________.
Mayor
ATTEST:
City Clerk
I, ____________, City Clerk of the City of Moorpark, certify Resolution No. __ was adopted by
the City Council of the City of Moorpark at a regular meeting held ____, by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
___________________
City Clerk
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EXHIBIT 3 ‐ RESOLUTION OF THE CITY COUNCIL TERMINATING A LOCAL STATE OF EMERGENCY
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOORPARK, CALIFORNIA, TERMINATING A
LOCAL STATE OF EMERGENCY
The City Council of the City of Moorpark resolves as follows:
SECTION 1: The City Council of the City of Moorpark finds and declares as follows:
A. On __[date]__, the City Council adopted Resolution No. _ [#] _ confirming the existence
of a local emergency within its territorial limits effective __[date]__.
B. This local emergency stemmed from __[describe nature of emergency]__; and
C. While the effects of the __[emergency]__ are still being managed and cleanup from the
initial incident is continuing, the circumstances necessitating the proclamation of a local
emergency no longer exist.
SECTION 2: After reviewing the state of the community, the City Council declares that although clean‐up
efforts from the __[emergency]__ continue, the circumstances necessitating the proclamation of a local
emergency no longer exist.
SECTION 3: The City Council hereby terminates the local state of emergency that was proclaimed on
__[date]__, and ratified on __[date]__.
SECTION 4: This Resolution will take effect immediately upon adoption.
PASSED AND ADOPTED ______________________.
________________________________
Mayor
ATTEST:
____________________________
City Clerk
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CITY OF MOORPARK’S MUNICIPAL CODE ‐ EMERGENCY ORGANIZATION AND FUNCTIONS
Chapter 2.48 ‐ EMERGENCY PREPAREDNESS
2.48.010 Purpose.
The declared purposes of this chapter are to provide for the preparation and carrying out of plans for
the protection of persons and property within the city in the event of an emergency; the direction of this
emergency organization; and the coordination of the emergency functions of this city with all other
public agencies, corporations and organizations and affected private persons. (Ord. 89‐106 § 1, 1989)
2.48.020 Expenditures.
Any expenditures made in connection with emergency activities, including mutual aid activities, shall
be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of
the city. (Ord. 89‐106 § 1, 1989)
2.48.030 Definitions.
As used in this chapter, “local emergency” means the duly proclaimed existence of conditions of
disaster or of extreme peril to the safety of persons and property within the territorial limits of a county,
city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot,
drought, sudden and severe energy shortage or earthquake or other conditions, other than conditions
resulting from a labor controversy, which conditions are or are likely to be beyond the control of the
services, personnel, equipment and facilities of that political subdivision and require the combined
forces of other political subdivisions 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. (Ord. 89‐106 § 1, 1989)
2.48.040 Disaster council—Membership.
The Moorpark disaster council shall consist of members of the city council. The mayor shall serve as
chair and the mayor pro tempore shall serve as the vice chair. (Ord. 430 § 1, 2014)
2.48.050 Disaster council—Powers and duties.
It shall be the duty of the disaster council to develop and recommend for adoption by the city council
emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and
regulations as are necessary to implement such plans and agreements. The disaster council shall meet
upon call of the chair or, in such person’s absence from the city or inability to call such meeting, upon
call of the vice chair. The disaster council shall have such other powers, duties, and responsibilities of a
local disaster council pursuant to state law. (Ord. 430 § 2, 2014)
2.48.060 Director of disaster services.
A. There is created the office of director of disaster services. The city manager shall be the director
of disaster services.
B. Powers. The director is granted the following powers:
1. To request city council to proclaim the existence or threatened existence of a local
emergency as defined in Government Code Section 8558(c) if the city council is in session,
or to issue such proclamation if the city council is not in session, subject to ratification by
the city council within seven (7) days thereafter or the proclamation shall have no further
force or effect;
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2. To recommend that the mayor of the city request the governor to proclaim a state of
emergency as defined in Government Code Section 8558(b) when, in the opinion of the
director, the locally available resources are inadequate to cope with the emergency;
3. To control and direct the effort of the emergency organization of this city for the
accomplishment of the purposes of this chapter;
4. To direct cooperation between and coordination of services and staff of the emergency
organization of this city; and resolve questions of authority and responsibility that may
arise between them;
5. To represent this city in all dealings with public or private agencies on matters pertaining
to emergencies as defined in this chapter.
C. Emergency Powers. In the event of a proclamation of a local emergency, as provided in this
chapter, the proclamation of a state of emergency by the Governor or the Director of the State Office of
Emergency Services, or the existence of a state of war emergency, as defined in Government Code
Section 8558(a), the director is granted the following powers:
1. To make and issue rules and regulations on matters reasonably related to the protection of
life and property as affected by such emergency; provided, however, such rules and
regulations must be confirmed at the earliest practicable time by the city council;
2. To obtain vital supplies, equipment and such other property found lacking and needed for
the protection of life and property and to bind the city for the fair value thereof and, if
required immediately, to commandeer the same for public use;
3. To require emergency services of any city officer or employee and, in the event of the
proclamation of a state of emergency, in the city or state of war emergency to command
the aid of as many citizens of this city as he or she deems necessary in the execution of his
or her duties; such persons shall be entitled to all privileges, benefits and immunities as
are provided by state law for registered disaster service workers;
4. To requisition necessary personnel or material of any city department or agency;
5. To execute all of his or her ordinary powers as city manager; all of the special powers
conferred upon him or her by this chapter or by resolution or emergency plan adopted by
the city council; all powers conferred upon him or her by any statute or agreement
approved by the city council and any other lawful authority.
D. Succession. The director shall designate the order of succession to his or her office subject to
approval by the city council, which shall effect in the event the director is unavailable to attend meetings
and otherwise perform his or her duties during an emergency. (Ord. 89‐106 § 1, 1989)
2.48.070 Assistant director of disaster services.
A. Designation. There is created the office of assistant
director of disaster services. The assistant director shall be appointed by the director.
B. Powers. The assistant director shall, under supervision of the director and with the assistance of
emergency service chiefs, develop emergency plans and manage the emergency program of this city;
and shall have such other powers and duties as may be assigned by the director. (Ord. 89‐106 § 1, 1989)
2.48.080 Emergency organization.
All officers and employees of this city, volunteer forces enrolled to aid them during an emergency,
persons commandeered into service under the provisions of Section 2.48.060 of this chapter, and all
groups, organizations and persons who may by agreement or operation of law, be charged with duties
incident to the protection of life and property in this city during such emergency shall constitute the
emergency organization of the city. (Ord. 89‐106 § 1, 1989)
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2.48.090 Emergency plan.
The disaster council shall be responsible for development of the city emergency plan, which shall
provide for the effective mobilization of resources of this city, both public and private, to meet any
condition constituting a local emergency, state of emergency, or state of war emergency; and shall
provide for the organization, powers and duties, services and staff of the emergency organization. Such
plan shall take effect upon adoption by resolution of the city council. (Ord. 89‐106 § 1, 1989)
2.48.100 Violation—Penalty.
It is unlawful for any person, during an emergency, to commit any of the following acts specified in
the following subsections:
A. To willfully obstruct, hinder or delay any member of the emergency organization in the
enforcement of any lawful rule or regulation or the performance of any duty imposed upon him by
virtue of this chapter;
B. To do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such
act is of such a nature as to give, or likely to give, assistance to the enemy, or imperil the lives or
property of inhabitants of this city, or to prevent, hinder or delay the defense or protection thereof;
C. To wear, carry or display without authority, any means of identification specified by the
emergency agency of the state, county or city. (Ord. 89‐106 § 1, 1989)
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CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID AGREEMENT
(Extracted from the California Emergency Plan)
This agreement was adopted by the City of Moorpark in 1989
This agreement made and entered into by and between the STATE OF CALIFORNIA, its various departments and
agencies, and the various political subdivisions, municipal corporations, and other public agencies of the State of California;
WITNESSETH:
WHEREAS, It is necessary that all of the resources and facilities of the State, its various departments and agencies, and
all its political subdivisions, municipal corporations, and other public agencies be made available to prevent and combat the
effect of disasters which may result from such calamities as flood, fire, earthquake, pestilence, war, sabotage, and riot; and
WHEREAS, It is desirable that each of the parties hereto should voluntarily aid and assist each other in the event that
a disaster should occur, by the interchange of services and facilities, including, but not limited to, fire, police, medical and
health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation,
rehabilitation, and reconstruction which would arise in the event of a disaster; and
WHEREAS, It is necessary and desirable that a cooperative agreement be executed for the interchange of such mutual
aid on a local, county‐wide, regional, state‐wide, and interstate basis;
NOW, THEREFORE, IT IS HEREBY AGREED by and between each and all of the parties hereto as follows:
(l) Each party shall develop a plan providing for the effective mobilization of all its resources and facilities, both public
and private, to cope with any type of disaster.
(2) Each party agrees to furnish resources and facilities and to render services to each and every other party to this
agreement to prevent and combat any type of disaster in accordance with duly adopted mutual aid operational plans,
whether heretofore or hereafter adopted, detailing the method and manner by which such resources, facilities, and
services are to be made available and furnished, which operational plans may include provisions for training and
testing to make such mutual aid effective; provided, however, that no party shall be required to deplete unreasonably
its own resources, facilities, and services in furnishing such mutual aid.
(3) It is expressly understood that this agreement and the operational plans adopted pursuant thereto shall not supplant
existing agreements between some of the parties hereto providing for the exchange or furnishing of certain types of
facilities and services on a reimbursable, exchange, or other basis, but that the mutual aid extended under this
agreement and the operational plans adopted pursuant thereto, shall be without reimbursement unless otherwise
expressly provided for by the parties to this agreement or as provided in Sections 1541, 1586, and 1587, Military and
Veterans Code; and that such mutual aid is intended to be available in the event of a disaster of such magnitude that
it is, or is likely to be, beyond the control of a single party and requires the combined forces of several or all of the
parties to this agreement to combat.
(4) It is expressly understood that the mutual aid extended under this agreement and the operational plans adopted
pursuant thereto shall be available and furnished in all cases of local peril or emergency and in all cases in which a
STATE OF EXTREME EMERGENCY has been proclaimed.
(5) It is expressly understood that any mutual aid extended under this agreement and the operational plans adopted
pursuant thereto, is furnished in accordance with the "California Disaster Act" and other applicable provisions of law,
and except as otherwise provided by law that: "The responsible local official in whose jurisdiction an incident
requiring mutual aid has occurred shall remain in charge at such incident including the direction of such personnel
and equipment provided him through the operation of such mutual aid plans." (Sec. 1564, Military and Veterans
Code.)
(6) It is expressly understood that when and as the State of California enters into mutual aid agreements with other
states and the Federal Government that the parties to this agreement shall abide by such mutual aid agreements in
accordance with law.
(7) Upon approval or execution of this agreement by the parties hereto all mutual aid operational plans heretofore
approved by the State Disaster Council, or its predecessors, and in effect as to some of the parties hereto, shall
remain in full force and effect as to them until the same may be amended, revised, or modified. Additional mutual
aid operational plans and amendments, revisions, or modifications of existing or hereafter adopted mutual aid
operational plans, shall be adopted as follows:
(a) County‐wide and local mutual aid operational plans shall be developed by the parties thereto and are
operative as between the parties in accordance with the provisions of such operational plans. Such
operational plans shall be submitted to the State Disaster Council for approval. The State Disaster Council
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shall notify each party to such operational plans of its approval, and shall also send copies of such operational
plans to other parties to this agreement who did not participate in such operational plans and who are in the
same area and affected by
such operational plans. Such operational plans shall be operative as to such other parties 20 days after receipt
thereof unless within that time the party by resolution or notice given to the State Disaster Council, in the
same manner as notice of termination of participation in this agreement, declines to participate in the
particular operational plan.
(b) State‐wide and regional mutual aid operational plans shall be approved by the State Disaster Council and
copies thereof shall forthwith be sent to each and every party affected by such operational plans. Such
operational plans shall be operative as to the parties affected thereby 20 days after receipt thereof unless
within that time the party by resolution or notice given to the State Disaster Council, in the same manner as
notice of termination of participation in this agreement, declines to participate in the particular operational
plan.
(c) The declination of one or more of the parties to participate in a particular operational plan or any
amendment, revision, or modification thereof, shall not affect the operation of this agreement and the other
operational plans adopted pursuant thereto.
(d) Any party may at any time by resolution or notice given to the State Disaster Council, in the same manner as
notice of termination of participation in this agreement, decline to participate in any particular operational
plan, which declination shall become effective 20 days after filing with the State Disaster Council.
(e) The State Disaster Council shall send copies of all operational plans to those state departments and agencies
designated by the Governor. The Governor may, upon behalf of any department or agency, give notice that
such department or agency declines to participate in a particular operational plan.
(f) The State Disaster Council, in sending copies of operational plans and other notices and information to the
parties to this agreement, shall send copies to the Governor and any department or agency head designated
by him; the chairman of the board of supervisors, the clerk of the board of supervisors, and County Disaster
Council, and any other officer designated by a county; the mayor, the clerk of the city council, the City Disaster
Council, and any other officer designated by a city; the executive head, the clerk of the governing body, or
other officer of other political subdivisions and public agencies as designated by such parties.
(8) This agreement shall become effective as to each party when approved or executed by the party, and shall remain
operative and effective as between each and every party that has heretofore or hereafter approved or executed this
agreement, until participation in this agreement is terminated by the party. The termination by one or more of the
parties of its participation in this agreement shall not affect the operation of this agreement as between the other
parties thereto. Upon approval or execution of this agreement the State Disaster Council shall send copies of all
approved and existing mutual aid operational plans affecting such party which shall become operative as to such
party 20 days after receipt thereof unless within that time the party by resolution or notice given to the State Disaster
Council, in the same manner as notice of termination of participation in this agreement, declines to participate in any
particular operational plan. The State Disaster Council shall keep every party currently advised of whom the other
parties to this agreement are and whether any of them has declined to participate in any particular operational plan.
(9) Approval or execution of this agreement shall be as follows:
(a) The Governor shall execute a copy of this agreement on behalf of the State of California and the various
departments and agencies thereof. Upon execution by the Governor a signed copy shall forthwith be filed
with the State Disaster Council.
(b) Counties, cities, and other political subdivisions and public agencies having a legislative or governing body
shall by resolution approve and agree to abide by this agreement, which may be designated as "CALIFORNIA
DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID AGREEMENT." Upon adoption of such a resolution, a
certified copy thereof shall forthwith be filed with the State Disaster Council.
(c) The executive head of those political subdivisions and public agencies having no legislative or governing body
shall execute a copy of this agreement and forthwith file a signed copy with the State Disaster Council.
(10) Termination of participation in this agreement may be affected by any party as follows:
(a) The Governor, upon behalf of the State and its various departments and agencies, and the executive head of
those political subdivisions and public agencies having no legislative or governing body, shall file a written
notice of termination of participation in this agreement with the State Disaster Council and this agreement is
terminated as to such party 20 days after the filing of such notice.
(b) Counties, cities, and other political subdivisions and public agencies having a legislative or governing body
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shall by resolution give notice of termination of participation in this agreement and file a certified copy of such
resolution with the State Disaster Council, and this agreement is terminated as to such party 20 days after the
filing of such resolution.
IN WITNESS WHEREOF this agreement has been executed and approved and is effective and operative as to each of the parties
as herein provided.
/signed/ EARL WARREN
GOVERNOR
On behalf of the State of
California and all its
Departments and Agencies
ATTEST: /signed/ FRANK M. JORDAN
Secretary of State
November 15, 1950
(GREAT SEAL)
Note:
There are references in the foregoing agreement to the California Disaster Act, State Disaster Council, and various sections of
the Military and Veterans Code. Effective November 23, 1970, by enactment of Chapter 1454, Statutes 1970, the California
Disaster Act (Sections 1500 ff., Military and Veterans Code) was superseded by the California Emergency Services Act (Sections
8550 ff., Government Code), and the State Disaster Council was superseded by the California Emergency Council.
Section 8668 of the California Emergency Services Act provides:
(a) Any disaster council previously accredited, the State Civil Defense and Disaster Plan, the State Emergency Resources
Management Plan, the State Fire Disaster Plan, the State Law Enforcement Mutual Aid Plan, all previously approved
civil defense and disaster plans, all mutual aid agreements, and all documents and agreements existing as of the
effective date of this chapter, shall remain in full force and effect until revised, amended, or revoked in accordance
with the provisions of this chapter.
In addition, Section 8561 of the new act specifically provides:
"Master Mutual Aid Agreement" means the California Disaster and Civil Defense Master Mutual Aid
Agreement, made and entered into by and between the State of California, its various departments and
agencies, and the various political subdivisions of the state, to facilitate implementation of the purposes of
this chapter.
Substantially the same provisions as previously contained in Section 1541, 1564, 1586 and 1587 of the Military
and Veterans Code, referred to in the foregoing agreement, are now contained in Sections 8633, 8618, 8652
and 8643, respectively, of the Government Code.
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THE PUBLIC INFORMATION OFFICER (PIO) SUPPORT DOCUMENTS
The City has a responsibility for providing the public with accurate, timely, and consistent information in
an emergency. Informing the public is a special priority during emergency incidents, and the public
expects timely information about the emergency.
The objectives of Emergency Public Information are to:
Rapidly provide the public with information about the emergency and instructions about what
they should do.
Provide the media with accurate, timely information about the extent of the emergency and
response efforts.
To meet these objectives, public information officers (PIOs) at all levels must work together and with
media representatives to disseminate information and instructions to the public when emergencies occur.
The PIO team should:
Provide a PIO planning/work area in or near the EOC.
Coordinate with the Incident Command Post staff to establish a Media Photo Site for visual access
near the scene of the incident.
Establish a Media Information Center for briefing the news media.
Establish a rumor control function to respond to public and media inquiries.
Coordinate with the EOC Coordinator / Liaison Officer to handle VIP tours.
Any public information materials are to be developed with inclusionary messaging, meaning that the
documents should be provided in accessible formats and integrate the needs of persons with disabilities.
PIO team should use multiple delivery methods to ensure maximum coverage to all population groups,
such as social media (Facebook, Instagram, LinkedIn, YouTube).
The primary role of the PIO is to disseminate emergency instructions and critical information through the
media to the public.
A secondary function is to provide the public (through the media) with accurate and complete information
regarding incident cause, size, status, resources committed and potential short or long‐term impacts, if
known. For large incidents or incidents involving numerous response agencies, PIOs from all responding
agencies should combine to form a public information team under the direction of the designated PIO in
the EOC.
EMERGENCY NOTIFICATION
Emergency notification instructions and advisories are primarily the City’s responsibility. During the initial
emergency phase, the PIO will assist in alerting the public to hazards and for providing emergency
instructions regarding protective actions to be taken to avoid injury and protecting property. These public
notifications should be made as soon as possible through the broadcast media to provide adequate time
for response.
Notifications should include local and national wire services. To notify news media of a breaking story,
give the following information:
Your name and title
City of Moorpark
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Type of incident
Safety information
Location of incident
Any additional information for the news media (command post location, equipment on scene,
best access route, etc.).
The PIOs will release emergency public information locally and provide status information to PIOs at
higher levels of government. This information should be coordinated with all agencies involved in the
incident.
EMERGENCY PHASE
During this phase the public information system is mobilized to provide public information of a pending
hazard or to respond to media and public inquiries.
The PIO is an essential part of the field level and EOC Command Staff. The PIO function should be
established as soon as possible to ensure prompt access to all current emergency response and health or
safety information available. On‐scene PIOs will coordinate with the PIO in the EOC.
Rapid dissemination of information is especially critical in a breaking event. The information should advise
the public of the potential hazards and the nature of the hazard, area involved, evacuations and traffic
control.
Rumor Control
Government is responsible for providing information and instructions to the public along with establishing
an effective rumor control system. It is important to establish Rumor Control to respond to direct public
and media inquiry.
MEDIA INFORMATION
Joint Information Center or Media Center
Media accommodation begins with access to the scene through a Joint Information Center or Media
Center. It is important to remember that the media is an important element of emergency response as
they can provide critical information to the Incident Commander/EOC Director and staff as well as the
public.
On smaller incidents a Media Information Center should be established to provide warning or
precautionary information and to release information:
On general safety instructions to the public via the media.
Relating to the response activities on scene, medical, shelter, road/street closures and damage
assessment.
On the status of the incident, deaths (when confirmed by the Medical Examiner), injuries,
displaced persons, damages, hospital status, school status and major problems.
The Media Information Center should be clearly marked if located within law enforcement lines. It should
be staffed by qualified PIOs and open to all authorized news media representatives. The Media
Information Center should be closed to the public. Appropriate government officials and incident
specialists may be brought into the Media Information Center area for interviews.
When working with the media it is important to provide:
Location of media center(s)
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Best access routes to media center
Location of media access photo sites
Times of news briefings
Airspace restrictions
Street closures/detours
Shelter and hospital addresses
Hazardous materials dangers
Language assistance for non‐English speaking journalists
Scheduled media tours of incident area (coordinate with the EOC Coordinator / Liaison Officer)
Weather information
A Joint Information Center should be established when multiple jurisdictions, agencies and level of
government are involved in the response. The PIOs at the Joint Information Center will employ the Joint
Information System to share and coordinate public information, whether formally or informally, to ensure
delivery of accurate and timely information the public needs and wants.
Media Identification
Provisions for press passes should be determined before an incident occurs. Generally, the law
enforcement agency issues press passes to representatives from legitimate news gathering agencies.
Provisions for a system of temporary press passes should be addressed to cover the occasion when
legitimate journalists arrive on the scene of a major incident.
As a general guideline, any person employed by a news gathering agency, be it newspaper, wire service,
television or radio station, or as a freelance journalist or photojournalist, is authorized access to disaster
areas under Penal Code section 409.5 (d) or PC 409.6(d). As a general rule, media representatives should
not be admitted to National Defense Areas such as the crash site of a military aircraft (66 Ops. Cal. Atty.
Gen. 497(1983).
Other means of identification are Media Vehicle Placards and Press Photographer license plates (California
vehicle Code Section 5008). The Department of Motor Vehicles, Special Plate Section states in part:
"Any person who is regularly employed or engaged as a bona fide newspaper, newsreel, or
television photographer or cameraman may apply for press photographer’s plates. No more
than one set of the special plates will be issued to a press photographer. Photojournalists must
derive more than 50% of their personal income as a press photographer from a bona‐fide news
organization."
These plates can be identified by the letters PP inside a triangle shaped shield, followed by a number.
These vehicle identification plates serve only to identify the vehicle as the property of a media
representative and all persons inside the vehicle should be properly identified.
News Conferences and Briefings
The Media Information Center should be able to accommodate all media representatives during news
conference briefings. State policy allows all media representatives equal access to information developed
for release. Physical access to the media center and site could be controlled or restricted. If access is
controlled or restricted, public safety personnel at perimeter/barriers must be instructed in these
procedures. For access within police and fire lines, media representatives must have valid "authorized"
media identification issued by public safety agency or authorization on company letterhead (67
Ops.Cal.Atty.Gen.535 (1984)).
Media briefings and press conferences should be conducted on a regular or "as needed" basis. In
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preparing for briefings and press conferences, PIOs shall:
Arrange for an official spokesperson
Announce briefings times to all media
Arrange media tours, if such action will not hinder response efforts. (coordinate with the EOC
Coordinator / Liaison Officer)
Conduct tours for media pool representatives as needed
PIOs should ensure that all information available for release is clear, concise, confirmed and approved by
appropriate authority before release to the media or public. PIOs should not release unconfirmed
information or speculate. Information, which is not confidential, would not hamper an investigation or
jeopardize the rights and safety of an individual can and should be released.
Media Pools
The media should be allowed reasonable access. If restrictions or limitations are unavoidable, a "pool"
system may be used to avoid congestion. Journalists on the scene should be permitted to select
representatives from each medium (radio, television, newspaper, wire service, magazine, video and still
photographers). They should also consider selecting representatives from each level of coverage (local,
regional, national and international). These are then escorted into the area. These representatives will
then share all information, photographs and video/audio tape with other accredited journalists. Only
journalists present when the pool is activated should be allowed access to pool material. A sign‐up sheet
may be used to record participants.
When access by the media must be denied or severely restricted, a valid explanation must be provided.
The media pool is seen as a restriction placed on the media and coverage of the news. Media pools should
be considered only as a last resort. Media representatives must be reasonably accommodated at disaster
scenes.
Journalists selected as pool members must be willing and able to meet deadlines and share video, audio
or still coverage, in a timely manner to all entitled to material generated by the media pool. Journalists
not assigned to the media pool must obey lawful orders of public safety officers. Once the media pool is
formed, only authorized pool members may have access to the immediate scene while access is limited.
Media Access Photo Sites (MAPS)
Media Access Photo Sites (MAPS) should be established for photojournalists to provide visual access.
MAPS are specific locations designated for use by still and video media to provide visual access to
emergency, crime, and hazardous materials scenes. The MAPS should be identified and established as a
priority by the PIO or knowledgeable representative of the Incident Commander.
Criteria considered in identifying locations for Media Access Photo Sites:
The site should be as close as possible to the incident yet not interfere with the operation of public
safety officers or compromise the safety of media representative.
The location should be chosen to give the best visual access to all areas of interest associated with the
incident.
The need to locate video trucks and support equipment as close as possible for technical reasons
should be considered.
Journalists will have access to the media photo site; however all media briefings and interviews should be
conducted at the Media Information Center near the Command Post or EOC.
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In the event that the incident falls under the jurisdiction of the National Transportation Safety Board
(NTSB), the media photo site should be activated immediately by the PIO Function. The law enforcement
agency will act as the investigator's agent when restricting access. They will decide on access. Officers
are urged to treat the area as a crime scene, even though the incident may not have been the result of an
obvious criminal act. Media photo sites should be placed outside the immediate crime scene area(s).
POST‐EMERGENCY PHASE
Recovery
Information will continue to be released after termination of the emergency. This will include information
on clean‐up, possible health effects, traffic reports, restoration of essential services, extent of damage
and available assistance programs available. It is the responsibility of the PIO to:
Advise the public of recovery efforts
Provide for public meetings to address public concerns.
Continue monitoring public attitudes and revise public information strategies accordingly.
Reduce tension by issuing news releases on a regular basis.
Record and evaluate actions taken during incident for after action report.
Consider contacting the media for their input into the after‐action report.
Ensure that the PIO has business cards with phone numbers to give to media.
The following information should be released to the public when providing EMERGENCY public
information.
LIFESAVING/HEALTH PRESERVATION INSTRUCTIONS
What to do (and why) and what not to do (and why)
Coordinate with school districts to provide Information (for parents) on status and actions of
schools (if in session)
Hazardous/contaminated/congested areas to avoid
Curfews
Road, bridge, freeway overpass, dam conditions, and alternate routes to take.
Evacuation:
Routes.
Instructions (including what to do if vehicle breaks down).
Arrangements for persons without transportation.
Location of mass care/medical/
Coroner facilities, food, safe water. Status of hospitals.
First aid information
Firefighting instructions
Emergency telephone number (otherwise request people not to use telephone). Stress to out‐of‐
area media that people should NOT telephone into the area. Lines must be kept open for
emergency calls
Instructions/precautions about utility use, sanitation, how to turn off utilities
Essential services available: hospitals, grocery stores, banks, pharmacies, etc.
Weather hazards/health risks (if appropriate)
EMERGENCY STATUS INFORMATION
Before release, clear all information with the EOC Director.
Verify all information before release
Provide all hotline numbers
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Description of the emergency situation, including:
Number of deaths and injuries
Property damage to city and businesses and dollar value
Persons displaced
Magnitude of earthquake, number of fires, etc.
Description of government and private response efforts (mass care, medical, search and rescue,
emergency repair, debris clearance, fire/flood fighting, etc.)
Status of Local Proclamation, Governor’s Proclamation and Presidential Declaration
Where people should report/call to volunteer
How people in other areas can obtain information about relatives/friends in the disaster area
(coordinate with Red Cross on release of this information). How disaster victims can locate family
members
OTHER USEFUL INFORMATION
Usually, this type of information will be released in the Recovery Period because of lack of time and
other priorities during other phases.
State/Federal assistance available
Local Assistance Center opening dates/times
Historical events of this nature
Charts/photographs/statistics from past events
Human interest stories
Acts of heroism
Historical value of property damaged/destroyed
Prominence of those killed/injured.
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MEDIA PHONE LIST ‐ RADIO/TV/PRINT
TELEVISION
LOCAL – VENTURA COUNTY
KEYT – Channel 3
730 Miramonte Drive,
Santa Barbara, CA 93109
General Information 805‐882‐3933 www.keyt.com
New Room Direct 805‐882‐3930
LOCAL – LOS ANGELES COUNTY
CNN (Cable News Network)
6430 Sunset Boulevard, Suite 300
Los Angeles, CA 90028
General Information 323/993‐5000 www.cnn.com
Fax 323/993‐5081
KCBS ‐ Channel 2
CBS Studio City Broadcast Center
4200 Radford Avenue
Studio City, CA 91604
General Information 818/655/2000 www.cbs2.com
News Room Direct 323/460‐3316
Fax 323/464‐2526
KNBC ‐ Channel 4
3000 W. Alameda Avenue, Room 2201
Burbank, CA 91523
General Information 818/840‐4444 www.knbc.com
News Room Direct 818/840‐3425
Fax 818/840‐3535
KTLA ‐ Channel 5
5800 Sunset Boulevard
Los Angeles, CA 90028
General Information 323/460‐5500 www.ktla.trb.com
News Room Direct 323/460‐5501
Fax 323/460‐5333
KABC ‐ Channel 7
500 Circle Seven Drive
Glendale, CA 91201
General Information 818/863‐7777 www.abclocal.go.com/kabc
News Room Direct 818/863‐7500
After 6:00 p.m. 818/863‐7600
Fax 818/863‐7080
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KCAL ‐ Channel 9
Same information as KCBS (Absorbed by KCBS parent company in 2002) www.kcal 9.com
KTTV (FOX) ‐ Channel 11
1999 S. Bundy Drive
Los Angeles, CA 90025
General Information 310/584‐2000 www.myfoxla.com
News Room Direct 310/584‐2025
Fax 310/584‐2024
RADIO
KVTA ‐1590 AM (EAS STATION) 805/642‐8595 Ventura
www.kvta.com
KHAY ‐ 100.7 FM (EAS STATION) 805/642‐8595 Ventura
www.khay.com
KMLA ‐ 103.7 (Spanish) 805/385‐5656 Oxnard
www.Lam1037.com
KCLU ‐ 88.3 FM (THOUSAND OAKS) 805/493‐3900
https://www.kclu.org/
KBBY ‐ 95.1 FM (VENTURA) 805/642‐8595
www.951kbby.com
KDAR ‐ 98.3 FM (OXNARD) 805/485‐8881
www.983fmtheword.com
KOXR ‐ 910 AM (OXNARD) 805/240‐2070
KVEN – 1450 AM (VENTURA) 805/289‐1400
www.1450kven.com
KXLM ‐ 102.9 (OXNARD) 805/240‐2070
www.radiolazer.com
NEWSPAPERS
Ventura County Star 805‐437‐0000 805‐482‐6167 (fax)
www.vcstar.com
Ventura County Reporter 805‐648‐2244
www.vcreporter.com
Ventura Breeze 805‐653‐0791
www.venturabreeze.com
Tri‐County Sentry (Multi‐cultural) 805‐983‐0015
www.tricountysentry.com
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The Acorn 818‐706‐0266
www.theacrononline.com
MEDIA RELATIONS DOS AND DON’TS
DO…
DON’T…Ø
Prepare a fact sheet / FAQs
Assume you’re being recorded
Respect reporters’ and publications’ deadlines
Let reporters know how to reach you
Set – and stick to – expectations for updates
(on the hour, every two hours, etc.)
Speak officially, facts only
Remember your tone and project confidence
Give the whole story
Treat all reporters equally
Highlight your priorities (safety of community,
family reunification, donations, volunteers, etc.)
Say “I don’t know,” if you do not have
information readily available; then set time
frame for follow up when you do know
Be accessible to reporters; return calls
promptly
Suggest interesting story ideas
Offer tours or support information
Think and speak in “soundbites” or quotes
Listen to the question; clarify to make sure you
are answering what is asked
Practice your talking points; if necessary, issue
written talking points in advance of your
briefing
Anticipate questions
Correct misinformation and mistakes ASAP
(reporters and your own)
Remember you are the expert
Know the law regarding media
Lie. Ever.
Fake it, speculate, assume or guess
Go “off the record”
Say “no comment”
Use industry slang or terminology
Make flippant remarks
Offer personal opinions or comment on
hypothetical situations
Tell one news agency what another is doing
Wear sunglasses on camera
Fill the “pregnant pause”
Put down your detractors
Argue with the press
Try to say everything at once
Answer hypotheticals
Say “Ah” or “Um”
Respond to emotional appeals with emotion
Send a news release unless it’s newsworthy
Break the connection
Speak only for your agency or level of government.
Arrange for meetings between the media and incident (field) personnel.
Make sure telephones, coffee, etc., are available for media representatives if possible.
Try to stay with your prepared statement.
Stay cool; don't let questions unnerve you.
Be direct and only comment on what you know ‐ DO NOT SPECULATE!
Have information release policy pre‐set with EOC Director.
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Try to make the media your friend‐they can either help or hinder your operation.
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SAMPLE MESSAGES FOR RELEASE TO THE PUBLIC AND MEDIA
POWER OUTAGE
Please be advised that Edison is undergoing a Stage III Power Alert, resulting in temporary rolling power
outages for portions of the City of Moorpark. Power will be restored within a given amount of time,
generally within one hour. For more information, contact Edison at 1.800.655.4555
RADIO MESSAGE
EARTHQUAKE ‐ NO INFORMATION AVAILABLE
This is (identify presenter) at the . An earthquake of undetermined magnitude
has just been felt in the area. At this time we have no confirmed reports of injuries or damage.
Law enforcement and fire units are responding to the area. We will keep you updated as reports come
in. Meanwhile, be prepared for aftershocks. If shaking begins again and you can safely do so, quickly seek
shelter under a sturdy piece of furniture. Avoid dangerous objects such as tall, unsecured bookcases,
mirrors and windows. If your house has been damaged and you smell gas, shut off the main gas valve.
Switch off electrical power if you suspect damage to the wiring. Do not use your telephone unless you
need emergency help. Check your house for damage. Leave your house only if it is severely damaged.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (sheriff/fire dept.) of the
location and condition of the person/s.
RADIO MESSAGE
EARTHQUAKE ‐ UPDATE ON EARTHQUAKE
This is (identify presenter) at the . The magnitude of the earthquake which
struck the ______ area at today has been determined to be ____________. The
epicenter has been fixed at by (scientific authority)
This office has received reports of deaths (confirmed by coroner), injuries, and homes
damaged. No dollar damage figure is yet available. Law enforcement and fire units are on the scene to
assist residents.
(Continue with summary of situation.)
Aftershocks continue to be felt in the area. If you feel shaking and it is safe to do so, quickly seek shelter
under a sturdy piece of furniture. Avoid danger spots. Do not use your telephone unless you need
emergency help.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
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SUMMARY STATEMENT FOR MEDIA
EARTHQUAKE
At approximately today, a magnitude ___ earthquake struck the area, with its
epicenter at . Fire and law enforcement units were immediately dispatched to assess
injuries and damage.
(Indicate injuries, deaths (confirmed by the Medical Examiner), property damage, fires, etc.,
reported to date.)
aftershocks were felt, the largest occurring at (time) . No additional damage was reported
(or specify damage).
Over response personnel from law enforcement agencies, fire agencies and other City staff were
called into action. The American Red Cross opened shelters at ___________________
for persons unable to remain in their homes. At (time) on (date) , the City Council
proclaimed the existence of a Local Emergency and requested that the Governor proclaim a State of
Emergency. The Council also asked the Governor to request the President to declare a Major
Disaster/Emergency. Damage to private and public buildings has been estimated to exceed $ .
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
RADIO MESSAGE
HAZARDOUS MATERIAL INCIDENT (INCLUDING WMD)
UNIDENTIFIED SPILL/RELEASE IN HEAVY TRAFFIC AREA
This is (identify presenter) at the . An unidentified substance has been
spilled/released at (specific location) . Please avoid the area, if possible, while
crews are responding. The best alternate routes are
.
If you are already in the area, please be patient and follow directions of emergency response personnel.
The substance will be evaluated by specially trained personnel, and further information will be released
as soon as possible.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (sheriff/fire dept.) of the
location and condition of the person/s.
Thank you for your cooperation.
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RADIO MESSAGE
HAZARDOUS MATERIAL INCIDENT (INCLUDING WMD)
LOW HAZARD/CONFINED SPILL/RELEASE ‐ NO GENERAL EVACUATION
This is (identify presenter) at the . A small amount of
_______________, a hazardous substance, has been spilled/released at
________________. Streets are blocked, traffic is restricted, and authorities have asked residents in the
immediate block area to evacuate. Please avoid the area. The material is slightly/highly
harmful to humans and can cause the following symptoms: _______________________ _ .
If you think you may have come in contact with this material, you should (give health instructions and
hotline number, if available). For your safety, please avoid the area if at all possible. Alternate routes
are (Insert alternate routes) and traffic is being diverted. If you are now near the spill/release area,
please follow directions of emergency response personnel. Cleanup crews are on the scene.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
(Suggest EAS use: request repeated broadcast.)
RADIO MESSAGE
HAZARDOUS MATERIAL INCIDENT (INCLUDING WMD)
HIGH HAZARD SPILL/RELEASE‐GENERAL EVACUATION REQUESTED/MANDATORY
This is (identify presenter) at the . A large/small amount of
______________________ , a highly hazardous substance, has been spilled/released at
__________________. Because of the potential health hazard, authorities are requesting/requiring all
residents within blocks/miles of the area to evacuate. If you are (give evacuation zone boundaries)
, you and your family should/must leave as soon as possible/now. Go immediately to the home of a
friend or relative outside the evacuation area or to (indicate shelter) ________.
If you can drive a neighbor who has no transportation, please do so. If you need transportation, call
______________. Children attending the following schools: (Get this information from Moorpark
Unified School District)
will be evacuated to: .
Do not drive to your child's school. Pick your child up from school authorities at the evacuation center.
Listen to this station for instructions.
The material is highly harmful to humans and can cause the following symptoms:
____________________. If you are experiencing any of these symptoms, seek help at a hospital outside
the evacuation area, or at the evacuation center at
To repeat, if you are in the area of you should/must leave, for your own safety. Do
not use your telephone unless you need emergency assistance.
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If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
SUMMARY STATEMENT FOR MEDIA
HAZARDOUS MATERIAL INCIDENT (INCLUDING WMD)
(TO BE ADAPTED ACCORDING TO THE SITUATION)
At approximately _________ a.m./p.m. today (a private citizen, city employee, etc.) reported a
spill/release of a potentially hazardous substance to this office.
(Law enforcement/fire) units were immediately dispatched to cordon off the area and direct traffic. The
material was later determined to be (describe)
__________________________________________________, a (hazardous/harmless)
(chemical/substance/material/gas) which, upon contact, may produce symptoms of
_____________________________________________________________________.
Precautionary evacuation of the __________________________________
(immediate/X‐block) area surrounding the spill was (requested/required) by (agency)
_____________________________________________________________________.
Approximately (number) persons were evacuated.
Clean‐up crews from (agency/company) were dispatched to the scene, and normal
traffic had resumed by (time) , at which time residents were allowed to return to their
homes. There were no injuries reported (or) persons, including (no. of) (fire/law
enforcement) personnel, were treated at area hospitals for and (all, number)
were later released. Those remaining in the hospital are in condition.
Response agencies involved were .
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
RADIO/TV MESSAGE
FLOODING
ROADS CLOSED
This is (identify presenter) from the . The recent storm has caused
severe/moderate flooding in several/many areas of the city/county. As of today, the following
roads/streets have been closed by law enforcement officials:
.
Please avoid these roads/streets. If you must travel, use alternate routes. Avoid all coastal roads.
Again, those roads/streets which have been closed are
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.
Please stay tuned to this station for additional road closure information.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
RADIO/TV MESSAGE
FLOODING
APPROVED VIEWING SPOTS
This is (identify presenter) from the . The following storm‐damaged areas are
still extremely hazardous and should be avoided:
.
Please do not try to sightsee in these areas. You could be hurt.
Again, please avoid the storm‐damaged areas, flood control channels and streams. You may place your
life and that of others in danger.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
Thank you for your cooperation.
RADIO/TV MESSAGE
EVACUATION ORDERED
(specify mandatory or voluntary)
This is (identify presenter) . The (disaster) situation continues in parts of the
City of Moorpark. For your safety, I am asking that you leave the (give boundaries of local area,
evacuation routes) area as soon as possible.
Be sure to take essential items ‐ medicine, special foods, personal items, baby supplies, clothing, money,
and valuable papers ‐ but do not overload your car. Secure your home before you leave. Be sure to
check on any neighbors who may need assistance.
If you cannot stay with relatives or friends outside of the evacuated area, go to (one of) the Red Cross
shelter(s) at
.
Pets will not be allowed in American Red Cross shelters. If you cannot make arrangements for someone
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outside the evacuated area to take care of your pet, (give instructions)
.
Do not allow your pet to run loose. If you cannot make arrangements for your large animals, (give
instructions)
.
If you have no means of transportation or if you are physically unable to evacuate on your own, ask a
neighbor to assist you or call . Otherwise, please do not use your telephone except to report
an emergency.
I repeat. If you live in the (give boundaries) area, you are requested/required to evacuate
for your own safety. Stay tuned to this station for more information and instructions.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
Thank you for your cooperation and your courtesy to others.
Repeat complete message.
FIRE WARNING MEDIA RELEASE (IMPENDING EVACUATION)
This is ________________________, speaking for The City of Moorpark. Officials report that a major
fire exists in the area(s) of ________________________________________.
All citizens in The City of Moorpark should begin preparations for the impending evacuation and take
the following precautions. (List precautions).
Tune to radio station _____________ or channel ______________ for further instructions.
If you know of someone who is unable to understand, see, or hear this message, please tell them about
it and assist them, if possible. If you are unable to help, please notify the (police/fire dept.) of the
location and condition of the person/s.
(Repeat the Message.)
NOTE: Have media repeat periodically; update times and events while interspersing necessary
information to citizens.
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30 SECOND DONATIONS ANNOUNCEMENT
In response to the relief efforts for the disaster in the City of Moorpark, there are questions as to what
items and services are needed.
The City encourages all individuals desiring to help to give cash donations to an organized voluntary
agency of your choice, such as the American Red Cross, United Way or the Salvation Army.
The City of Moorpark is helping to coordinate between individuals and businesses who wish to donate
money, goods and services with agencies that are able to receive, store and distribute donated items.
For more information on what and where to donate, call the City of Moorpark Donations Desk at
____________________.
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MEDIA ACCREDITATION PROCEDURES
During a local emergency the ______________________ will be used as the Joint Information Center.
All media personnel requesting information should report there.
Media personnel should be prepared to present photo I.D. in the form of a valid signed and dated photo
identification card issued to the bearer from the Ventura County Sheriff's Department. Additional
verification may be required.
No provisions will be made to feed or house media personnel.
Members of the media may not be allowed to enter the Emergency Operations Center (EOC) without
authorization, as their presence may disrupt emergency operations.
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MEDIA ACCESS REGULATIONS
The following are extracts from Government Codes and Regulations relating to the granting of access to
the media to closed or restricted areas during incidents and disasters:
California Penal Code
Section 409.5 Power of peace officers to close areas during emergencies; Entering or remaining within
area as misdemeanor; Exception as to newspaper representatives, etc.
(a) Whenever a menace to the public health or safety is created by a calamity such as flood,
storm, fire, earthquake, explosion, accident or other disaster, officers of the California
Highway Patrol, California State Police, police departments or sheriff's office, any officer or
employee of the Department of Forestry designated a peace officer by subdivision (f) of
Section 830.3, and any officer or employee of the Department of Parks and Recreation
designated a peace officer by subdivision (I) of Section 830.3, may close the area where the
menace exists for the duration thereof by means of ropes, markers or guards to any and all
persons not authorized by such officer to enter or remain within the closed area. If such a
calamity creates an immediate menace to the public health, the local health officer may
close the area where the menace exists pursuant to the conditions which are set forth
above in this section.
(b) Officers of the California Highway Patrol, California State Police, police departments, or
sheriff's office or officers of the Department of Forestry designated as peace officers by
subdivision (f) of Section 830.3 may close the immediate area surrounding any emergency
field command post or any other command post activated for the purpose of abating any
calamity enumerated in this section or any riot or other civil disturbance to any and all
unauthorized persons pursuant to the conditions which are set forth in this section whether
or not such field command post or other command post is located near to the actual
calamity or riot or other civil disturbance.
(c) Any unauthorized person who willfully and knowingly enters an area closed pursuant to
subdivision (a) or (b) and who willfully remains within such area after receiving notice to
evacuate or leave shall be guilty of a misdemeanor.
(d) Nothing in this section shall prevent a duly authorized representative of any news service,
newspaper, or radio or television station or network from entering the areas closed
pursuant to this section.
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FEDERAL AVIATION REGULATIONS
Subpart B ‐ Flight Rules
Section 91.91 Temporary Flight Restrictions
(a) Whenever the Administrator determines it to be necessary in order to prevent an unsafe
congestion of sight‐seeing aircraft above an incident or event which may generate a high
degree of public interest, or to provide a safe environment for the operation of disaster
relief aircraft, a Notice to Airmen will be issued designating an area within which temporary
flight restrictions apply.
(b) When a Notice to Airmen has been issued under this section, no person may operate an
aircraft within the designated area unless:
(1) That aircraft is participating in disaster relief activities and is being operated under the
direction of the agency responsible for relief activities;
(2) That aircraft is being operated to or from an airport within the area and is operated so
as not to hamper or endanger relief activities;
(3) That operation is specifically authorized under an IFR ATC clearance;
(4) VFR flight around or above the area is impracticable due to weather, terrain, or other
considerations, prior notice is given to the Air Traffic Service facility specified in the
Notice to Airmen, and enroute operation through the area is conducted so as not to
hamper or endanger relief activities; or,
(5) That aircraft is carrying properly accredited news representatives, or persons on official
business concerning the incident or event which generated the issuance of the Notice to
Airmen; the operation is conducted in accordance with 91.79 of this chapter; the
operation is conducted above the altitudes being used by relief aircraft unless otherwise
authorized by the agency responsible for relief activities; and further, in connection with
this type of operation, prior to entering the area the operator has filed with the Air
Traffic Service facility specified in the Notice to Airmen a flight plan that includes the
following information:
(i) Aircraft identification, type and color.
(ii) Radio communications frequencies to be used.
(iii) Proposed types of entry and exit of the designated areas.
(iv) Name of news media or purpose of flight.
(v) Any other information deemed necessary by ATC.
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EOC VISITOR CONTROL PROCEDURES
Visitors wishing to enter the Emergency Operations Center during an actual emergency or disaster must
fill out a Visitation Request Form (See Forms Section).
All Visitation Request Forms will be reviewed by the EOC Coordinator / Liaison Officer. Only those
visitors whom the EOC Coordinator / Liaison Officer determines will benefit the emergency operations
effort will be allowed into the Emergency Operations Center. This might include, but is not limited to
officials, representatives from other cities, etc.
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OPERATIONS SUPPORT DOCUMENTATION
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ALERT AND WARNING ‐ ALERT AND WARNING PROCEDURES
This section outlines the receipt of warning and alerting and notification by the City of Moorpark and
methods for warning the public if there is a major emergency, especially one requiring evacuation. Such
warnings may be necessary for fires, floods, hazardous materials incidents, and, as a precautionary
measure, for a short‐term earthquake prediction.
These procedures should be closely coordinated with the Public Information Officer to assure the most
complete and conforming information delivery to the public.
LOCAL ALERTING AND WARNING SYSTEMS
All warning systems will be coordinated through the City of Moorpark‘s EOC Director. The following
persons are authorized to activate the warning systems:
Incident Commander
EOC Director or designate (when EOC is activated)
Activation procedures and geographical boundaries of the systems are detailed below:
Mobile Emergency Vehicle Sirens and Loudspeakers
The primary warning system for the City of Moorpark will be mobile emergency vehicle sirens and
loudspeakers. Vehicles will be dispatched to specific locations and assignments made as directed
by the Police Chief or Incident Commander. All areas of the jurisdiction are accessible by vehicle.
Cable TV
Local cable companies provide the public with alerting and notification of various disaster
situations. These systems include break into all TVs that are a part of this cable system. The City’s
cable channel via Time Warner Cable (channel 10) and AT&T’s U‐Verse (channel 99) will provide
directions to the citizens via scrolled information. This includes a “leader” that will scroll across
any TV station that is turned on directing viewers to tune to their local cable channel for more
information.
Automated Notification System (VC Alert)
VC Alert is a community notification system that provides information about emergencies and
other incidents of concern to residents. VC Alert utilizes a combination of database and
Geographic Information Systems (GIS) technologies to deliver outbound messages in the event of
an emergency. The system allows emergency responders to pinpoint a specific geographic area
and deliver the appropriate message to thousands of residents in the area simultaneously.
Outbound messages may be directed to landlines, cell phones, email addresses, SMS devices, TTY
devices and fax machines. Landline phone numbers serviced by AT&T and Verizon are
automatically listed in the VC Alert database. Contact information for a cellular phone, work
phone, TTY device, email, fax or via instant messaging must be registered to be included in the
system. Registration is free.
The system may only be used to deliver alerts when there is a threat to the public health or safety
of residents. Examples of proper uses of the system include: evacuation notices, hazardous
materials releases, community policing activities (AMBER alerts, endangered missing adults,
prisoner escapes, high incidence of criminal activity, etc.), and water treatment alerts. The system
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will not be used to deliver political announcements. VC alert can be used to mobilize first
responders and EOC personnel to the emergency operations center or designated location.
The City of Moorpark has access to the VC alert system remotely at City Hall. All requests for
activation of the system should be routed through the System Administrator for the City of
Moorpark or the Ventura County OES Duty Officer (See Contact Numbers in the Appendices).
Residents and businesses may register to receive VC Alert messages by visiting the website:
http://www.readyventuracounty.org and clicking on the VC Alert link on the right side of the
page to access the registration page.
Emergency Alert System (EAS) ‐ Refer to the Appendix, a restricted use document, for EAS
Activation Procedures. Access to EAS for local emergency events of concern to a significant
segment of the population of Ventura County is through the Ventura County Sheriff’s Office of
Emergency Services.
City officials requesting County‐wide activation should first review the following criteria:
‐ Pertinent data
‐ Area involved
‐ Actions desired from citizens
‐ Urgency of broadcast (immediate or delayed)
‐ Period of time broadcasting should continue
City Website ‐ Recent emergency information may also be accessed via www.moorparkca.gov.
PulsePoint app – PulsePoint notifications provide an early heads‐up to local threats such as
wildland fires, flooding and utility emergencies. Citizens must download PulsePoint and follow
“Ventura County Regional Dispatch” to receive real‐time alerts.
ShakeAlert® ‐ is a network of sensors that collects and shares real‐time information about the
magnitude, location and expected shaking from earthquakes on the West Coast to distribution
partners who then deliver alerts via cell phones and the internet. Partners can also initiate
automatic protective actions such as stopping trains to prevent derailments and closing water
valves to protect infrastructure.
MyShake ‐ MyShake is the licensed operator for the USGS ShakeAlert project. MyShake delivers
ShakeAlert‐powered alerts across California and Oregon for magnitude 4.5 or greater quakes to
users in the areas of light to severe shaking. Community members must download MyShake to
receive alerts.
Social Media – The city can post emergency messages on the city’s Facebook page, Instagram
and YouTube channel.
Other warning systems utilized by the City include door‐to‐door notification by Neighborhood Watch
Block Captains, Community Emergency Response Team, and other volunteers.
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OPERATIONAL AREA ALERTING, NOTIFICATION AND WARNING SYSTEMS
Public Notification System
The Ventura County Sheriff’s Office of Emergency Services uses a mass notification system (VC Alert)
to alert residents and businesses by phone, text, and e‐mail of emergencies in their area.
OASIS ‐ Operational Area Satellite Information System
The County of Ventura has Cal OES OASIS equipment installed in the County EOC. OASIS is a system
that consists of a communications satellite, multiple remote sites and a hub. Through this system the
County has the capability of contacting any other County in California either through voice or data
transmission. The system also allows the County to have direct access to the Cal OES and other
participating state agencies.
EAS Emergency Alert System – Refer to the Appendix, a restricted use document, for EAS Activation
Procedures.
The Common Program Control Station (CPCS) is a primary station in an Operational Area which,
preferably, has special communication links with appropriate authorities, (i.e., National Weather
Service, Civil Defense, Government authorities, etc.) as specified in the State EAS Operational Plan.
The primary CPCS station is responsible for coordinating the carriage of common emergency programs
for its area. If it is unable to carry out this function, other Primary Stations in the Operational Area
will be assigned the responsibility as indicated in the State EAS Operational Plan. Ventura County
Operational Area CPCS stations are:
KVTA (AM) 1590
KHAY (FM) 100.7
KMLA (FM) 103.7 ‐ Spanish
The Sheriff of Ventura County, while not the originator of the EAS material, is responsible for the
content and authenticity of the information broadcast over the local EAS. Local broadcast stations
have the right to edit or use any or all of an EAS broadcast. Refer to the Appendix ‐ EAS Activation
Procedures.
County Website ‐ Recent emergency information may also be accessed via www.vcemergency.com
and readyventuracounty.org
PulsePoint app – PulsePoint notifications provide an early heads‐up to local threats such as wildland
fires, flooding and utility emergencies. Citizens must download PulsePoint and follow “Ventura
County Regional Dispatch” to receive real‐time alerts.
ShakeAlert® ‐ is a network of sensors that collects and shares real‐time information about the
magnitude, location and expected shaking from earthquakes on the West Coast to distribution
partners who then deliver alerts via cell phones and the internet. Partners can also initiate
automatic protective actions such as stopping trains to prevent derailments and closing water valves
to protect infrastructure.
My‐Shake ‐ MyShake is the licensed operator for the USGS ShakeAlert project. MyShake delivers
ShakeAlert‐powered alerts across California and Oregon for magnitude 4.5 or greater quakes to
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users in the areas of light to severe shaking. Community members must download MyShake to
receive alerts.
Social Media – The County can post emergency messages on the city’s Facebook page, Instagram
and YouTube channel.
STATE ALERTING AND WARNING SYSTEMS5
The California State Warning Center (CSWC) is responsible for informing, communicating, alerting, and
notifying local governments, Operational Areas, state officials, and the Federal government of natural or
human‐caused emergencies. To meet this responsibility, the CSWC is equipped with a number of
telephone, data, and radio systems, including the CALWAS, CLETS, NWS Weather Wire, CSWC message
switching computer, and the CISN and Dialogic Automated Notification System. Most of these systems
are used on a day‐to‐day basis; while others are available for use in an emergency, as conditions require.
NAWAS and CALWAS: The CSWC maintains the California Warning System (CALWAS) to
communicate with Cal OES Regional Offices and County Warning Points during an emergency.
CALWAS is part of the National Warning System (NAWAS).
OASIS, CLETS, CLERS, and EAS: The Operational Area Satellite Information System (OASIS),
California Law Enforcement Telecommunications System (CLETS), and the California Law
Enforcement Radio System (CLERS) are utilized to alert and notify sheriff and police departments,
and key Emergency Alert System (EAS) stations.
Radios and Microwave Systems: The State agencies Radio / Microwave System is utilized to
communicate information to State agencies and EOCs.
5Governor’s Office of Emergency Services, State of California Emergency Plan, October 2017, page 54.
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ACCESS AND FUNCTIONAL NEEDS CONSIDERATIONS
The following information is provided to assist the City of Moorpark to better meet the needs of persons
who have limitations in the areas of seeing, hearing, speaking, moving, breathing, understanding and
learning.
For the purposes of emergency preparedness and response, “needs” are organized into 5 categories: C‐
Communication, M ‐ Medical, I‐Independence, S‐Supervision and T‐Transportation (C‐MIST).
Communication: This category includes people who have limited or no ability to speak, see, hear, or
understand. During an emergency, people with communication needs may not be able to hear
announcements, see signs, understand messages, or verbalize their concerns.
Medical: People in this group require assistance in managing activities of daily living such as eating,
dressing, grooming, transferring, and going to the toilet. It includes managing chronic, terminal, or
contagious health conditions (such as ongoing treatment and administration of medications, IV therapy,
catheters, tube feeding, dialysis, oxygen, operating life‐ sustaining equipment). During an emergency,
people may be separated from family and friends. Early identification of these needs and intervention can
avoid deterioration of health.
Independence: This includes people who can function independently if they have their assistive devices
and/or equipment. Items consist of mobility aids (such as wheelchairs, walkers, canes, crutches);
communication aids; medical equipment, (such as catheters, oxygen, syringes, medications); and service
animals. Individuals may become separated from their assistive equipment and/or animals in an
emergency. Those at risk whose needs are recognized and restored early can maintain their independence
and manage in mass shelters. Effectively meeting their functional needs prevents secondary
complications.
Supervision: People with supervision needs may include those who have psychiatric conditions (such as
dementia, Alzheimer, Schizophrenia, depression, or severe mental illness); addiction problems; brain
injury or become anxious due to transfer trauma. During an emergency, some people with mental illness
may be able to function well while others require a more protected and supervised setting.
Transportation: Emergency response requires mobility, and this category includes people who are unable
to drive because of disability, age, temporary injury, poverty, addiction, legal restriction or have no access
to a vehicle. Wheelchair accessible transportation may be necessary. Pre‐planning evacuation needs helps
prevent chaos during an emergency and many people can function independently once evacuated to
safety.
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FUNCTIONAL PLANNING AREAS TO CONSIDER6
COMMUNICATIONS
Any emergency hotline or information service such as 211 created for an emergency or disaster should
include TTY/TDD (text telephone, also known as telecommunication device for the deaf) numbers,
when available, or the instruction "TTY callers use relay." Make sure the same information is provided
by the official spokesperson and is used on television and radio.
Frequently repeat the most essential emergency information in a simple message format that those
with cognitive disabilities can follow.
Provide information in alternate formats (e.g., Braille, audio recording, large font, text messages, e‐
mails, etc.) whenever possible ahead of time based on the needs of the population.
Ensure that web‐based information is accessible. Web accessibility is based on the principle that no
potential Website visitors, including those with varied disabilities, should be precluded from accessing
content or services the site provides. This is especially important when it comes to helping the public
take self‐preserving actions based on emergency management information.
When designing the Website, be certain it meets accessibility standards so that the information will
be available to all visitors, including people with disabilities. The following are recommendations for
compliance:
1. Avoid hidden texts/sections
2. Avoid pop‐ups
3. Alt tags on images must be used
4. Use large print since small print is not in compliance
5. Avoid Flash media
WARNING AND NOTIFICATION
Many traditional emergency notification methods are not accessible to or usable by people with
disabilities. People who are deaf or hard of hearing cannot hear radio, television, sirens, or other
audible alerts. Those who are blind or who have low vision may not be aware of visual cues, such as
flashing lights. Often, using a combination of methods will be more effective than relying on one
method alone. For instance, combining visual and audible alerts will reach a greater audience than
either method would by itself. Use telephone calls, auto‐dialed TTY (teletypewriter) messages, text
messaging, E‐mails, and even direct door‐to‐door contact with pre‐registered individuals.
Local TV stations and cable TV providers should also use open captioning for emergency
communications.
EVACUATION
Individuals with disabilities will face a variety of challenges in evacuating, depending on the nature of
the emergency. People with a mobility disability may need assistance leaving a building without a
6 American with Disabilities Act, An ADA Guide for Local Governments – Making Community Emergency
Preparedness and Response Programs Accessible to People with Disabilities,
https://www.ada.gov/emergencyprepguide.htm, June 10, 1019
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working elevator. Individuals who are blind or who have limited vision may no longer be able to
independently use traditional orientation and navigation methods. An individual who is deaf may be
trapped somewhere unable to communicate with anyone because the only communication device
relies on voice. Procedures should be in place to ensure that people with disabilities can evacuate the
physical area in a variety of conditions and with or without assistance. Special evacuation
considerations include:
Durable Medical Equipment (DME)
In the past, people with disabilities were sometimes forced to leave expensive DME (augmentative
communication devices, wheelchairs, walkers, respirators, etc.) at airports, bus loading areas,
shelters, etc. Individuals should not be separated from their DME.
1. Tag all DME not easily replaced or that must be left behind with the owner’s name.
2. Attempt to return a DME to an owner as soon as possible. Use systems similar to posting
missing children’s photos on specific web sites.
Service Animals
Service animals are not household pets and a person with a disability accompanied by a service animal
may not be segregated in any public accommodation. While you cannot unnecessarily segregate
persons who use service animals from others, you may consider the potential presence of persons
who, for safety or health reasons, should not be with certain types of animals.
Many people with disabilities are utilizing service animals to maintain their independence in the
community. The Americans with Disabilities Act provides protection and guidelines in the use of
service animals in public places and workplaces. Like DME ‐ service animals must remain with their
owners. In addition – the city needs to be prepared to provide food, water, and relief areas for
service animals.
Here is a partial listing of service dog types.
1. Guide Dog or Dog Guide ‐ assist people with visual impairments.
2. Mobility Dog ‐ retrieve items, open doors, push buttons, also assisting people with
disabilities with walking, balance and transferring from place to place.
3. Hearing Alert ‐ assist people with a hearing impairment to sounds.
4. Seizure Alert/Seizure Response also known as Medical Alert – alerts to oncoming seizures
and is trained to respond to seizures such as get help or stay with the person.
5. Medical Alert/Medical Response ‐ alerts to oncoming medical conditions, such as: heart
attack, stroke, diabetes, epilepsy, panic attack, anxiety attack or post‐traumatic stress
disorder.
Note: Not all people accompanied by a service animal have visible disabilities. Examples are: hearing,
epilepsy, visual, heart disease and physiological/emotional conditions. Lack of a visible disability
cannot be used as justification for turning away a service animal.
Some, but not all, service animals wear special collars and harnesses. Some, but not all, are licensed
or certified and have identification papers. If you are not certain that an animal is a service animal,
you may ask the person who has the animal: “Is this a service animal required because of a disability?”
However, you may not ask if it is a service animal for any particular disability.
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An individual may not be carrying documentation of his or her medical condition or disability.
Therefore, such documentation cannot be required as a condition for providing service to an
individual accompanied by a service animal. You may not insist on proof or certification before
permitting the service animal to accompany the person with a disability.
You may exclude any animal, including a service animal, from your facility when that animal’s behavior
poses a direct threat to the health or safety of others. For example, any service animal that displays
vicious behavior towards other guests or customers may be excluded.
Although a public accommodation may exclude any service animal that is out of control, it should give
the individual with a disability who uses the service animal the option of continuing to enjoy its goods
and services without having the service animal on the premises.
SHELTERING AND MASS CARE
When disasters occur, people are often provided safe refuge in temporary shelters. Some may be located
in schools, office buildings, tents, or other areas. Many of these shelters have not been accessible to
people with disabilities. Individuals using a wheelchair or scooter have often been able to get to the
shelter, only to find no accessible entrance, accessible toilet, or accessible shelter area.
If space permits, each shelter should offer low‐stimulation “stress‐relief zones.” These areas should be
available on a priority basis to people whose disabilities are aggravated by stress.
Each shelter should have a Functional Needs Coordinator (FNC). This person can be an employee of the
City; a representative from an agency that serves populations with access and functional needs; a pre‐
identified volunteer; or a person provided by the Ventura County Operational Area EOC or the California
FAST (Functional Assessment Service Team). If no FNC is available, then the Shelter Manager will assume
the FNC responsibilities. The FNC should:
Ensure that all shelter locations can accommodate persons with disabilities.
Ensure ample parking and that no barriers exist in pathways, entrances, sleeping and dining areas,
toilet facilities, bathing facilities, first aid/medical facilities, recreation areas, and the routes to all
of these areas.
Ensure kitchen‐access policies allow residents and volunteers with disabilities access to food and
refrigerated medication.
Ensure that at least some kinds of foods and beverages are available for people with dietary
restrictions, such as diabetes or severe food allergies.
Ensure that there is an effective way for people with disabilities to request and receive durable
medical equipment and medication.
Ensure that people with disabilities can request cots and beds, modifications to cots and beds,
securement of cots and beds, and specific placement of cots, beds, or sleeping mats when needed.
Power and Refrigeration
Shelter locations should have back‐up generators and a way to keep medications refrigerated (such as a
refrigerator or a cooler with ice). Power and refrigeration should be made available on a priority basis to
people whose disabilities require access to electricity and refrigeration, for example, for using life‐
sustaining medical devices, providing power to motorized wheelchairs, and preserving certain
medications, such as insulin, that require refrigeration.
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Accessible Communications
Shelter locations should provide accessible communication for people who are deaf or hard of hearing
and for people with severe speech disabilities. Staff should be trained on the basic procedures for
providing accessible communication, including exchanging notes or posting written announcements to go
with spoken announcements. Staff should read printed information, upon request, to persons who are
blind or who have low vision.
Shelters should also accommodate persons who are blind or have low vision by providing way‐finding
assistance to people to provide orientation to the shelter environment and assistance in locating shelter
areas or features.
The following are options for providing assistive communications to people with access or functional
needs:
Audible announcements
Bulletin Boards – all bulletin boards should be located in a central area and placed so their
contents are accessible to people in wheelchairs. All materials posted should be written in large
font – for example: Times New Roman 16 point or greater.
On‐call sign‐language interpreters
Video Remote Interpreting – American Sign language only
California Relay Service (711) – persons with speech disabilities
The availability of each of these methods will be based on available resources and if the appropriate service
contracts can be negotiated by the City.
Unaccompanied Minors
Unaccompanied minors are persons under the age of 18 who have become separated from their parents
or guardians and should be regarded as a vulnerable population who may be unable to care for themselves
and/or may be at risk of abduction or other criminal activity. In addition, unaccompanied minors within
the community may be unable to understand the scope of the emergency, access information, or know
where to go for help.
Unaccompanied minors should be segregated from the general shelter population and placed in an area
that can be continually monitored by shelter staff. In addition, shelter staff with access to unaccompanied
minors should be limited to those who have been cleared for access to children. One way to achieve this
would be to assign teachers or substitute teachers from the local School Districts to provide supervision
of, and care for, unaccompanied minors.
Personal Attendants
Personal attendants should be allowed to remain in the same shelter as the person they assist or be
allowed access to the shelter both inside and outside of the normal hours. Shelter personnel will not
provide personal attendant care services to any shelter resident but will assist in coordinating personal
care attendant services. If the shelter personnel are not able to coordinate personal care attendant
services, the person should be referred to a medical shelter.
Service Animals
Federal regulations for a service animal differ from those for a household pet. Service animal means any
dog that is individually trained to do work or perform tasks for the benefit of an individual with a disability,
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including a physical, sensory, psychiatric, intellectual, or other mental disability. Other species of animals,
whether wild or domestic, trained, or untrained, are not service animals for the purposes of this definition.
In addition to the provisions about service dogs, the revised Americans with Disabilities Act (ADA)
regulations have a new, separate provision about miniature horses that have been individually trained to
do work or perform tasks for people with disabilities. (Miniature horses generally range in height from 24
inches to 34 inches measured to the shoulders and generally weigh between 70 and 100 pounds.) Entities
covered by the ADA must modify their policies to permit miniature horses where reasonable. The
regulations set out four assessment factors to assist entities in determining whether miniature horses can
be accommodated in their facility. The assessment factors are:
1. Whether the miniature horse is housebroken
2. Whether the miniature horse is under the owner’s control
3. Whether the facility can accommodate the miniature horse’s type, size, and weight
4. Whether the miniature horse’s presence will not compromise legitimate safety requirements
necessary for safe operation of the facility
People with disabilities who use service animals should not be separated from their service animals when
sheltering during an emergency, even if pets are normally prohibited in shelters. Shelters cannot
unnecessarily segregate persons who use service animals from others, however, the potential presence
of persons who, for safety or health reasons, should not be with certain types of animals.
Special Needs Shelters
Individuals who require minimal support or assistance should not be directed to a shelter that provides a
greater level of support services than what they need. For example, an elderly individual who functions
without assistance in his or her home may be confused and in need of assistance in the shelter
environment. A person with a cognitive or psychiatric disability may need direction with the change in
daily routine. These individuals may be accommodated with minimal assistance in a general population
shelter. Likewise, individuals with special needs usually function best when kept with their family or
caregiver.
If a “special needs” or “medical” shelter is established, eligibility policies and procedures will be adopted
to ensure that shelter personnel do not require people with disabilities to stay in these shelters solely
because they have a disability. Special needs and medical shelters are intended to house people who are
medically fragile, such as those who require hospital or nursing home care.
Medications and Replacement Medications
Public and private insurance programs frequently limit the amount of prescription drugs people can order
at one time. This restriction therefore limits individuals who may need to fill prescriptions immediately
following an emergency. The Ventura County Public Health Department will be the lead agency in
replacement of prescriptions for persons dependent on medications and not able to access their regular
supply of medication.
RE‐ENTRY, TEMPORARY AND LONG‐TERM HOUSING
The needs of individuals with disabilities should be considered, too, when they leave a shelter or are
otherwise allowed to return to their home. If ramps have been destroyed or blocked, people with mobility
impairments will be unable to get into and out of their homes. People with access and functional needs
are likely to face additional barriers in returning to their homes or in obtaining suitable housing that the
non‐disabled will not.
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Re‐Entry
Additional care must be taken in returning the disabled and elderly to their home environments.
Conditions that would not pose a hazard to the able‐bodied can pose a hazard to the disabled.
Additionally, in many cases cleanup and simple repairs that will return a home to a usable state are beyond
the capabilities of people with disabilities.
People with access and functional needs may require additional assistance during the re‐entry phase.
Prior to their leaving a shelter we will need to ensure that they are connected with either their support
network or an outside organization that can evaluate their home and – if necessary ‐ take corrective action
to ensure that it is safe for that person.
Temporary Housing
Any temporary housing identified to be used after leaving the short‐term shelters need to also meet the
needs of persons with access and functional needs, i.e., have appropriate communication devices, such
as TTY’s, to ensure individuals with communication disabilities can communicate with family, friends, and
medical professionals and have the necessary features such as ramps or electrical systems. People with
access or functional needs will be given priority for temporary accessible housing.
The City can request assistance from State FAST members via the Ventura County Operational Area EOC
to coordinate transition from a shelter setting into the community. FAST members are trained and
knowledgeable in regard to a variety of types of disability. They are able to assist in prevention of
inappropriate institutionalization, and secure long‐term health and mental health services.
Permanent and Replacement Housing
Lack of accessible housing opportunities for individuals with disabilities does and will continue to result in
unnecessary and expensive institutionalization. Available data discloses that the costs of providing
appropriate housing options for people with disabilities is well worth the investment because of the
significant savings that results from enabling people with disabilities to live in the community, find
employment, and pay taxes. People with access or functional needs should be given priority for accessible
housing.
RESTORATION OF PUBLIC BUILDINGS AND SERVICES
In a disaster it is not only the city’s residents and businesses that are disrupted but the city government
will be disrupted as well. However, this is also an opportunity to repair or rebuild older facilities that are
not accessible to people with disabilities in a manner that makes those facilities accessible. Any damaged
accessibility features should be addressed before a public building is returned to operation after repairs.
In some cases, ADA requirements can be used as justification for replacing a facility instead of repairing
it.
Facilities constructed or altered because of emergency‐ or disaster‐related damage must comply with the
accessibility requirements of Title II of the ADA. Facilities constructed after January 26, 1992, and repairs
to such facilities, must comply with Title II’s new construction requirements. Alterations to facilities
constructed before the ADA became effective, must comply with Title II’s requirements for alterations to
existing facilities. Alterations may not decrease accessibility.
In instances where critical infrastructure is destroyed, the recovery process presents an opportunity for
urban planners to ensure new buildings meet accessibility requirements, where perhaps the old buildings
did not. This should be considered as part of the long‐term mitigation of future impacts on the community.
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As Federal and/or State funding is received, the jurisdiction should recognize its obligations to involve
special needs populations in the planning for community restoration.
PUBLIC AND DISASTER ASSISTANCE PROGRAMS
The recovery phase of a disaster is never easy, and the difficulties can be compounded for individuals with
special needs. In addition to personal losses and injuries, individuals with special needs might lose vital
connections with personal care providers, service animals, community liaisons, public transportation,
neighbors, and other people integral to their everyday support network. These disconnections create
disruptions in services that people with special needs rely on to participate in daily life.
Many people will need assistance, including the provision of individual case management support, with
reestablishing and applying for human services programs and benefits. They may not be aware of the full
array of services available to disaster victims and they may need assistance in completing forms,
understanding eligibility requirements, and arranging for continuity of services. Local collaboration
between planners and providers will be necessary to quickly and effectively reestablish human services
support for persons with special needs. In addition, important information relating to the agency and
recipient civil rights obligations, assistance options, and resources for those experiencing difficulty in
accessing services, should be provided in multiple languages. Planning for the reestablishment of the
human services infrastructure and alternate arrangements is best achieved during the initial stages of
emergency planning with input from a local human services network. Keep in mind that local human
service providers will need support in developing emergency plans for themselves as well as their
constituents.
Outreach with Disability Advocacy Organizations and VOAD’s
Jurisdictions most successful at recovering from disasters have established formal relationships with a
variety of community organizations that provide a link to the special needs populations they serve. By
working together on an ongoing basis to develop a joint plan of recovery, government agencies and
community organizations will be better able to identify not only assets and capabilities, but also
opportunities for improvement and cooperation.
Mental Health and Behavioral Services
Adequate support mechanisms should be planned to meet mental and behavioral health needs in the
weeks and months following a disaster. Previous disasters have demonstrated that these stressful
situations often lead to dramatic increases in suicide, domestic violence, and child abuse, as well as
exacerbations of pre‐existing physical and mental health issues. Mental health resources should be
available and organizations serving individuals with special needs should be made aware of the availability
of such resources and the means of accessing them. Ideally, assistance should be provided in familiar
settings, such as schools, service provider offices, and community healthcare provider offices.
Considerations for Service and Assistance Programs
Continuity of operations plans need to address continuity of access to programs, services, and activities
for people with disabilities. Programs relocated from damaged facilities must remain accessible to people
with disabilities, whether the relocation is permanent or temporary.
1. Ensure that medical, social service, and other benefit programs are accessible to people with
disabilities, including people who use wheelchairs, scooters, and other mobility aids and people
who use service animals.
2. Ensure that medical, social service, and other benefit programs do not have eligibility criteria that
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screen out or tend to screen out people with disabilities, or application processes or procedures
that deny access to people with disabilities.
3. Establish policies and procedures to ensure that medical, social service, and other benefit
programs provide effective communication to people with disabilities, including primary
consideration of the method of communication preferred by an individual with a disability.
4. Make allowances at blockades, shelters, and other affected areas for access by attendants, home
health aides, visiting nurses, service/guide animals, and other individuals crucial to the immediate
healthcare needs of people with disabilities
5. Address how people with disabilities who are employed by businesses that are able to open soon
after a disaster will get to work.
Each location providing public assistance and disaster assistance programs should provide translation and
interpreter services to support the disaster assistance application process, medical care, and other
services needed as a result of the disaster. Volunteer assistance provided by individuals with special needs
can also help disaster victims receive the level of support they require during recovery operations.
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DISABLED, ACCESS AND FUNCTIONAL NEEDS (DAFN)
COUNTY, STATE AND FEDERAL ROLES AND RESPONSIBILITIES
Listed below are the County, State and Federal departments, agencies and community/non‐profit
organizations that may play a role during a disaster, along with their respective responsibilities.
Ventura County
Animal Services (AS)
Provides shelter and care for all types of service/companion animals during emergencies and
disasters at shelter locations.
Area Agency on Aging (AAA)
The AAA provides services to people over the age of 60 and adults with disabilities allowing them
to live in the community for as long as they chose to do so. Services include but are not limited
to: information and assistance, options counselling, public benefit enrolment, home delivered
meals, congregate meals, family caregiver services, home maker, chore, personal care,
transportation to medical appointments, home share, fall prevention, health insurance
counselling and long term case management. The VCAAA maintains a database of client
information that could be used by the EOC in the event of an emergency to ensure that vulnerable
seniors and adults with disabilities are located notified and evacuated if needed.
Health Care Agency (HCA)
HCA plans for County‐wide health related disasters with the following:
- Educate people in our communities;
- Conduct disaster drills;
- Plans for HCA's disaster operations;
- Works with any organization that wants to become better prepared for health‐related
disasters;
- Work with healthcare and other partners to prepare and respond to healthcare and
medically vulnerable population needs during a disaster.
Key responsible departments within HCA include the following:
- Behavioral Health (BH)
Behavioral Health, through an array of multidisciplinary staff, provides outpatient services
designed to treat severe symptoms of mental illness and assist individuals and their
families in living successfully in the community. Behavioral Health also provides a range
of outpatient treatment services designed to help individuals coping with a substance use
disorder. Behavioral Health maintains client information in various databases that could
be used by the EOC in the event of an emergency to ensure that all clients are located,
notified and evacuated if needed.
- Public Health (PH)
Public Health is assigned to provide services for the entire community, and plays a
uniquely significant role during epidemic or pandemic flu response. Public Health also
supports the response to mass casualty, mass decontamination events, and those that
require the care of multiple wounded persons.
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Human Services Agency (HSA)
The Ventura County HSA is responsible for the implementation and maintenance of cost effective
services that safeguard the physical, emotional and social wellbeing of the people of the County.
During a disaster, HSA will assist in ensuring that all emergency services are accessible to the DAFN
population. HSA staff members as a whole may also need to utilize their DOC to support their
activities, especially communications, logistics, and media information provision functions. The
Department will utilize its day‐to‐day resources to communicate and serve their normal client
base (and possibly others as well) during a disaster operation. Key responsible divisions within
HSA include the following:
- In‐Home Supportive Services (IHSS)
HSA supports the County In‐Home Supportive Services (IHSS) program. The program deals
with medically fragile and elderly clients. The IHSS program maintains a database of
clients that could be used by the EOC in the event of an emergency to locate and contact
the affected population, ensuring that all clients are notified of the emergency and
evacuated if needed.
- Child and Family Services (CFS)
CFS maintains its own response plan to support its staff members. In a disaster, CFS must
identify and locate all children via phone call to foster parents, or by actually visiting if
communications cannot be managed. CFS staff must also identify shelters and evacuation
procedures for the children under State care, and in general, ensure that they are
receiving adequate care.
Superintendent of Schools (SOS)
The Superintendent of Schools office maintains an emergency telephonic call down to its school
districts throughout the County. In turn, the schools each maintain an automated telephonic call
down to the parents. The call down system provides the County a secondary call‐out procedure
that supports County‐wide alerts. Each of the schools within the district is required to have their
own emergency plans that provide for alerts, lock‐down, evacuations, sheltering in place, and
organizing their response actions.
Volunteer Organizations Active in Disasters (VOADs)
Volunteer Organizations Active in Disaster (VOADs) serve as a central organization for many local non‐
profit organizations that provide services during disaster operations. VOAD has a seat in the County EOC,
to serve as the liaison between Operational Area operations and the local nonprofit and community
groups. Key non‐profit/non‐governmental organization partners include:
American Red Cross
Mission Ventura
Family Resource Centers
211/Family Interface
Salvation Army
Variety of neighborhood religious organizations
Lifesigns, Inc. (ASL)
The ARC
United Way
Tri‐County GLAD
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For‐Profit Entities
These for‐profit facilities are required to have plans in place to support their clients in the event of a
disaster. Such plans include evacuation, sheltering, transportation, and long‐term care. In the event of
evacuation of a facility, the for‐profit entities must plan to move their clients to like‐facilities, and develop
a Memorandums of Understanding (MOU) with this facility before a disaster occurs. Such entities are
encouraged to conduct drills to ensure their readiness, and to coordinate with the county to ensure a
coordinated understanding as to resource provisions in the event of a disaster. These private for‐profit
entities are often a key partner in resource provision to other facilities that suffer from disaster:
Licensed Board and Care facilities
Hospitals
Mental health care facilities
Private schools
Language Line
Network Interpreting Service
Ojai Rexall Drugs Medical Supply Store
Americare Medical Supply Store
State of California Entities
California Office of Emergency Services
The California Office of Emergency Services (Cal OES) Office for Access and Functional Needs
(OAFN) reports directly to the Agency’s Chief of Staff. Their purpose is to identify the needs of
people with disabilities and others with disabilities, access and functional needs before, during
and after a disaster. Furthermore, their purpose is to integrate disability needs and resources into
all aspects of the emergency management system.
California Department of Mental Health
The State Department of Mental Health provides training support to local jurisdictions in their
preparing for day‐to‐day and emergency services for those diagnosed with mental health issues.
California Department of Social Services
The California Department of Social Services licenses the skilled nursing facilities and the board
and care facilities. They have responsibility for ensuring preparedness plan for their facilities are
in place as a stipulation of the licensing.
Federal Entities
Federal Emergency Management Agency
The Federal Emergency Management Agency (FEMA) is the lead agency for emergency
management in the nation. FEMA will activate the various Emergency Support Functions (ESFs)
when the disaster has expanded beyond the capability of the County and State emergency
services. FEMA includes considerations for populations with disabilities, access and functional
needs. FEMA resources can be accessed via requests from the State of California, and specifically
from an activated Regional EOC. Although planning considerations for the DAFN populations are
comprehensively included throughout all emergency functions; the National Response
Framework specifically mentions “special needs” disaster requirements in the following ESFs:
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- Transportation
During mass evacuations, consistent with the Mass Evacuation Incident Annex,
DHS/FEMA, provides transport for persons, including individuals with special needs,
provided they meet the following criteria:
o Evacuees can be accommodated at both embarkation points and at destination
general population Shelters.
o Evacuees can travel on commercial long‐haul buses, aircraft or passenger trains, or
lift equipped buses.
o Evacuees do not have medical needs indicating that they should be transported by
Emergency Medical Services.
- Mass Care, Emergency Assistance, Housing and Human Services
HSA will support local, tribal, State, and Federal agencies, voluntary agencies and non‐
governmental organizations, and HCA in addressing the functional needs of special needs
populations, as defined in the National Response Framework (NRF) Glossary. Functional
needs may be present before, during, or after an incident in one or more areas, including
but not limited to:
o Maintaining independence
o Communication
o Transportation
o Supervision
o Medical care
Individuals in need of additional response assistance may include those who have
disabilities, which live in institutional settings, who are elderly, who are from diverse
cultures, who have limited English proficiency or who are non‐English speaking, who are
children, or who are transportation disadvantaged.
FEMA Office of Disability Integration and Coordination
The purpose of this FEMA office is to integrate and coordinate emergency preparedness, response
and recovery for children and adults with disabilities and others with disabilities, access and
functional needs. This office supports people pre‐disaster, during disaster and during recovery
operations.
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SHELTER IN‐PLACE INSTRUCTIONS
BRING PEOPLE INSIDE and follow these procedures:
1. Close all doors to the outside and close and lock all windows (windows sometimes seal better
when locked).
2. Use tape and plastic food wrapping, wax paper, or aluminum wrap to cover and seal bathroom
exhaust fan grilles, range vents, dryer vents, and other openings to the outside to the extent
possible (including any obvious gaps around external windows and doors).
3. Where possible, ventilation systems should be turned off. Where this is not possible, building
superintendents should set all ventilation systems to 100% recirculation so that no outside air is
drawn into the structure.
4. Turn off all heating systems.
5. Turn off all air conditioners and switch inlets to the closed position. Seal any gaps around
window‐type air conditioners with tape and plastic sheeting, wax paper, or aluminum wrap.
6. Turn off all exhaust fans in kitchens, bathrooms, and other areas.
7. Close as many internal doors as possible in your buildings.
8. If the gas or vapor is soluble or even partially soluble in water, hold a wet cloth or handkerchief
over your nose and mouth if the gases start to bother you. Do not worry about running out of air
to breathe. That is highly unlikely in normal buildings.
9. After an earthquake, aftershocks will occur. Close all drapes, curtains, and shades over windows.
Stay away from external windows to prevent potential injury from flying glass.
10. Minimize the use of elevators in buildings. These tend to pump outdoor air in and out of a
building as they travel up and down. Elevators can also fail.
11. Tune in to your local radio news station. The Emergency Alert System (EAS) radio stations in
Ventura County are KVTA (AM) 1590, KHAY (FM) 100.7 and KMLA (FM) 103.7.
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NATIONAL WEATHER SERVICE ISSUANCES
TYPES OF ISSUANCES
Outlook/Statement: There is a 30 percent chance that a hazardous weather event may develop.
Watch: There is a 50 percent chance that a hazardous weather event may develop.
Warning: There is an 80 percent chance that a hazardous weather event is imminent, or an event is
already occurring; the event poses a threat to life or property.
Advisory: There is an 80 percent chance that a hazardous weather event is imminent, or an event is
already occurring; the event is likely to cause significant inconvenience and could pose a threat to
life or property if proper precautions are not taken.
SPECIFIC TYPES OF ISSUANCES
Flash Flooding:
Flash Flood Warning: Flash Flooding is occurring or imminent.
Urban and Small Stream Flood Advisory: Flooding is occurring or imminent, but is not life
threatening (nuisance flooding). This warning may be upgraded to a Flash Flood Warning if
conditions worsen.
Flash Flood Watch: There is a good possibility of Flash Flooding, but it is neither occurring nor
imminent (generally means the possibility exists within the next 24 hours).
Flash Flood Statement: Updates any of the above three issuances.
Severe Thunderstorm Warnings: Issued on the observation of a tornado, funnel cloud, or severe
thunderstorm (a thunderstorm is defined as severe when it is accompanied by 58 mph winds or 3/4"
hail), or the indication of any of the above based on radar data.
Severe Weather Statement: Follow‐up product for Severe Thunderstorm and Tornado Warnings.
OTHER TYPES OF ISSUANCES
Tsunami Hazard
Non‐Precipitation Hazards
•Air Stagnation Advisory
•Ashfall Advisory
•Blowing Dust Advisory
•Dense Fog Advisory/Warning
•Dense Smoke Advisory
•Dust Storm Warning
•Excessive Heat Warning/Watch
•Hard Freeze Warning/Watch
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•Freeze Watch
•Frost Advisory
•High Wind Warning/Watch/Advisory
Winter Weather Hazards
•Blizzard Warning/Watch
•Freezing Rain Advisory
•Ice Storm Warning
•Wind Chill Advisory/Warning/Watch
•Winter Storm Warning/Watch
•Winter Weather Advisory
Fire Weather Hazards
•Fire Weather Watch
•Red Flag Warning
Coastal Hazards
•Coastal Flood Advisory/Statement/Warning/Watch
•High Surf Advisory
Marine Hazards
Refer to the Appendix section for contact numbers for the National Weather Service.
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EMERGENCY POTABLE WATER PROCUREMENT & DISTRIBUTION
INTRODUCTION
The following procedures are designed to facilitate acquisition and distribution of alternative potable
water. They set forth‐specific activities that should be considered to evaluate emergency situations and
then to procure and distribute potable water to critical locations if needed.
Primary Response Agency Roles and Responsibilities:
Agent: Function:
Cities Primary agency responsible for purchase and distribution of alternate
source of potable water for populations within its jurisdiction. City EOCs
Coordinate resources and manage operations for distribution of
alternative potable water to affected populations.
Ventura County Operates Operational Area Emergency Operations Center (OAEOC),
(Operational Area) coordinates county resources and assists city EOC(s) in providing potable
water to affected population(s).
California Office of Coordinates federal, state, and regional resources to assist OAEOC(s) in
Emergency Services providing alternative source of potable water to affected populations.
Operates Regional Emergency Operations Center (REOC) and State
Operations Center (SOC).
Federal Emergency Coordinates federal emergency response resources and provides
Management Agency alternate source of potable water to affected populations, as requested
by the State.
Note: For the purpose of this document: "alternative potable water" and "emergency potable water"
means water that is supplied from an alternative source and/or delivery system. Cal OES will assist local
government in pursuing possible Federal reimbursement for costs incurred.
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WATER CONCEPT OF OPERATIONS
During the initial hours following an emergency it is especially important to ascertain the scale of the
emergency and the areas where the potable water supply and delivery system has been affected.
PROCUREMENT AND DISTRIBUTION PROCESS
Successful implementation of these procedures will require the support of public, private, and volunteer
agencies. The following identifies the public, private, and volunteer agencies, which will play a part in
the acquisition and distribution of emergency potable water and assigns to them specific roles and
responsibilities.
OPERATIONAL AREA
The Ventura County Public Works is the primary agency responsible for the purchase and distribution of
emergency potable water to populations within its jurisdiction.
CITIES
Provide alternate source of potable water to affected populations. Deploy Field Response personnel
activate Local Emergency Operations Center(s) (LEOC) and coordinate with the Operational Area
Emergency Operations Center (OAEOC). Implement duties pursuant to Field Response Agent, LEOC and
OAEOC roles and responsibilities.
GOVERNOR'S EMERGENCY MANAGEMENT AGENCY (CAL OES)
If the Operational Area cannot provide enough alternate source of potable water to affected
populations the Cal OES will activate Regional Emergency Operations Center(s) (REOC) and State
Operations Center (SOC). Implement duties pursuant to REOC and SOC roles and responsibilities.
FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA)
Provide alternate source of potable water to affected populations, as requested by State. Implement
duties pursuant to FEMA roles and responsibilities.
RESPONSIBILITY
The Department of Public Works is the lead agency for establishing and operating emergency potable
water distribution sites.
The Department of Public Works is responsible for evaluating situation assessments and prioritizing
resource allocation. When necessary, the water coordinator will activate a water task group to help
establish or assist in the establishment and operation of the alternative potable water procurement and
distribution program. The size, makeup and specific assignment of the water task group will be
dependent on the magnitude of the problem at hand.
The Water Coordinator and Water Task Group will be staffed. The unit will report to the Infrastructure
Branch.
Duties of the Water Coordinator/Water Task Group are as follows:
1. Serve as EOC primary contact for all potable water procurement and distribution matters.
2. Coordinate conference calls with other level EOC water coordinators to assess potable water
needs.
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3. Obtain consolidated situation information compiled by the Planning/Intelligence Section and
other sources. This information would include:
cause and extent of water system damage
estimated duration of system outage
geographical area affected
population affected
actions taken to restore system
resources needed to reactivate system
emergency potable water needs (quantity and prioritized areas)
4. Prioritize distribution locations (include needs of critical facilities) and make recommendations
to Public Works Branch Director who will discuss with the Operations Section Coordinator.
5. Identify and secure potable water resources with assistance from the Logistics Section,
Procurement Unit.
6. Identify transportation and equipment needs and secure required resources through the
Logistics Section, Procurement/Purchasing Unit.
7. Coordinate with State Water Resources Board, Division of Drinking Water (DDW), Public Health
Officer, water utilities, and EOC Public Information Officer for appropriate public information
announcements and media interface.
8. Document all information related to expenditures, resource commitments, contracts and other
costs related to procurement and distribution of potable water and provide such information to
the Finance and Administration Section.
EMERGENCY POTABLE WATER SUPPLY CONSIDERATIONS
When there is a need for emergency potable water, everyone should work with the Operational Area
and with the State Water Resources Board, Division of Drinking Water and the County Public Health
Officer. When there is a "Boil Water" advisory, the public should be advised to bring water to a rapid
boil for 1‐2 minutes. In the event of any other situation that may require supplying potable water, the
Local EOC and Operational Area Emergency Operations Center EOC will utilize the following options in
the order listed below.
Bottled Water
Water in one‐gallon plastic containers is by far the most convenient and effective way to initially
provide emergency water to the public. A list of approved commercial vendors is maintained by the
State Department of Public Health, Food and Drug Branch, is available through the REOC Operations
Section Water Coordinator.
The Regional EOC can arrange transportation, if necessary, with state assets. Water and beverage
bottlers sometimes offer free bottled water and delivery.
Bulk Potable Water Deliveries: (If bottled water is not a viable option)
Bulk potable water deliveries are for limited use and should only be employed for immediate crisis
situations when the first option is not available. Bulk potable water may also be needed for critical
facilities such as hospitals, clinics and other health facilities.
Portions of the existing potable water system, or nearby systems, may continue to have potable
water in their normal distribution systems. These sources are closest and easiest to access and
should be used for bulk water deliveries.
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National Guard water buffaloes (500 gallon trailers) are available in limited numbers and should only
be used to support evacuation efforts and immediate crisis situations. The small volume
necessitates that water tenders keep buffaloes filled.
The Ventura County Sheriff’s Office has three (3) water emergency distribution units, each unit is
strategically located within the Ventura County OA. Each unit is designed to be deployable to a
suitable distribution location (determined by the requesting agency) 12 – 24 hours from the time
of request to the Ventura County OA EOC Logistics Section or Ventura County Sheriff Office of
Emergency Services (VCSO OES) Duty Officer.
Water Purification Systems: (If bulk potable water deliveries are not a viable option):
Commercial portable water purification systems are available where connection to an approved
water source and some means of storing or distributing water is available. Approved and licensed
commercial vendors can provide limited water storage (approximately 1,000 gallons). The State
Department of Health Services Drinking Water Program or County Health Department must approve
the water source to assure that the treatment is sufficient to deal with the level of contamination,
and confirm the integrity of the system. The National Guard has limited purification capability,
which should only be requested when all other options are exhausted.
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PLANNING/INTELLIGENCE SUPPORT DOCUMENTATION
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ACTION PLANNING
EOC ACTION PLANNING (EOC)
The Action Planning process is an essential tool for the City, particularly in managing sustained emergency
operations.
It is important that common City organizational priorities and objectives are maintained and pursued as
determined by the Management team and General Staff (Section Coordinators). The Management team
and General Staff need to have a good understanding of the current situation and an idea of where the
situation is going to draft appropriate priorities and objectives. They need to know not only what has
happened in the last operational period, but also what is likely to occur in the next and future operational
periods. The overall EOC Action Plan should be developed by the Planning/Intelligence Section and
provided to the Emergency Operations Director.
The Management team and General Staff shall determine the priorities and objectives for the next
operational period. These may or may not be different from the operational priorities and objectives from
the last period. This short list of organizational priorities and goals must be verifiable and measurable.
Once the priorities and goals are set, they should be communicated to the other sections, which in turn
should communicate to their departments!! The Multi Agency Coordination Group must receive copies
of the EOC action plan.
SUMMARY OF ACTIVITIES BY SECTION
MANAGEMENT Sets goals and priorities.
Approves EOC Action Plan
PLANNING/INTELLIGENCE
Presents the verbal EOC Action Plan or the situation status report.
Prepares EOC Action Plan (document).
Collects, analyzes, and displays information in the EOC
Compiles EOC Action Plan.
OPERATIONS Determines how to best support field operations.
LOGISTICS Determines how it will logistically support operations.
FINANCE/ADMINISTRATION Determines how it will financially support operations.
Action planning at the EOC is based around the use of an operational period. The length of the operational
period for the EOC is determined by first establishing a set of objectives and priority actions that need to
be performed and then establishing a reasonable time frame for accomplishing those actions.
Typically, operational periods at the beginning of an emergency are short, sometimes only a few hours.
As the emergency progresses, operational periods may be longer, but should not exceed twenty‐four
hours. Operational periods should not be confused with staffing patterns or shift change periods. They
may be the same, but need not be.
The initial EOC Action Plan may be a verbal plan developed in the first hour based on Standing Objectives.
(See Standard Objectives in the Planning Support Documentation). EOC Action Plans should be written.
EOC Action Plans should not be complex or create a time‐consuming process. The format may vary
somewhat within EOC levels, but the EOC Action Plan should generally cover the following elements:
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Listing of objectives to be accomplished (should be measurable)
Statement of current priorities related to objectives
Statement of strategy to achieve the objectives (identify if there is more than one way to
accomplish the objective, and which way is preferred)
Assignments and actions necessary to implement the strategy
Operational period designation: the time frame necessary to accomplish the actions
Organizational elements to be activated to support the assignments (also, later EOC action plans
may list organizational elements that will be activated during or at the end of the period.)
Logistical or other technical support required
FOCUS OF THE EOC ACTION PLAN
The primary focus of the EOC Action Plan should be on citywide issues. The plan sets overall priorities and
objectives for the City as determined by the EOC Director. It can also include mission assignments to
departments, provide policy and cost constraints, and include inter‐agency considerations, etc. Properly
prepared, the EOC Action Plan becomes an essential input to developing departmental action plans.
THE PLANNING “P” TOOL (Found at the end of this section)
The Planning “P” is a guide to the process and steps involved in planning for an incident.
The Start of Each Planning Cycle
Phase 1: Understand the Situation
Initial Assessment: Planning begins with a thorough size‐up that provides information needed to
make initial management decisions.
Incident Briefing: The EOC Director and/or the Planning/Intelligence Section Coordinator briefs
EOC staff on the information that is currently known about the event.
Phase 2: Establish Objectives
Setting Incident Priorities: The EOC Director with input from the
General Staff establishes incident priorities for the incident.
Section Meetings: Each Section Coordinator will meet with
their staff and develop Section‐specific objectives to
accomplish the EOC priorities for the Operational Period.
Each Section will fill‐out the appropriate page in the EOC
Action Plan for their specific Section. Objectives meet SMART
parameters: Specific, Measurable, Attainable, Realistic and
Time Bound.
Phase 3: Develop the Plan
Prepare for the Planning Meeting Section Coordinators Meeting: The Planning/Intelligence
Section will compile the Section Objectives submitted by each Section Coordinator and have the
compilation ready for the Section Coordinators Meeting.
Section Coordinators Meeting: The Planning/Intelligence Section Coordinator will present all the
objectives to fine‐tune the objectives and resolve any conflicts or duplication of efforts.
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Prepare for the Planning Meeting: The Planning/Intelligence Section Coordinator will revise the
EOC objectives as needed and prepare the rest of the EOC Action Plan for the upcoming Planning
Meeting.
Phase 4: Prepare and Disseminate the Plan
Planning Meeting: Management and General Staff attend the Planning Meeting to review and
validate the EOC Action Plan. The Planning/Intelligence Section Coordinator facilitates this
meeting. The Agenda for the Planning Meeting is:
‐ Provide situation and resource briefing – Planning Intelligence Coordinator
‐ Provide priorities and policy issues – EOC Director
‐ Provide Section Objectives – Management and General Staff
‐ Provide a status on resources – Logistics Section Coordinator
‐ Provide a Safety & Security Briefing – Safety/Security Officer
Finalize and approve the EOC Action Plan – Planning/Intelligence Section Coordinator finalizes
the EOC Action Plan and the EOC Director approves the EOC Action Plan
Phase 5: Execute, Evaluate and Revise the Plan
Section Briefings: Each Section Coordinator goes back to their Section staff and provides them a
briefing of the approved EOC Action Plan and outlines the areas pertinent for their Section.
New Operational Period (Shift Change Briefing): Outgoing staff will brief the incoming staff on
the EOC Action Plan, what has been accomplished and what is pending. Section Coordinators may
use the Shift Change Briefing Form to facilitate this process. (The Shift Change Briefing Form is
located in the Support Documentation – Forms of this plan).
Execute Plan and Assess Progress: The new shift of EOC staff will implement the developed EOC
Action Plan and make adjustments as needed and start the process over again to develop a new
EOC Action Plan for the next Operational Period.
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PLANNING P TOOL
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STANDING OBJECTIVES ‐ EMERGENCY OPERATIONS CENTER
Objective Responsible Group
1. Situational Awareness/Analysis
a. Incident Information
b. Information Analysis
i. Current incident status
ii. Incident potential information (12, 24, 48 and 72 hour
projections)
c. Intelligence and investigation
d. Public information and understanding of incident
i. Current
ii. Potential
Planning & Intelligence
Operations
2. Determine Priority of Incident(s)
a. Life safety
b. Property threats
c. High damage potential
d. Incident complexity
e. Environmental impact
Management
Operations
3. Acquire/Allocate Critical Resources
a. Critical resources acquired internally first
b. As incidents expand, resources acquired externally
Logistics
4. Crisis Information Management
a. Consolidating and packaging incident information
b. Internal dissemination of information
c. External dissemination of information
d. Monitor media reporting for accuracy
Management
PIO
5. Develop/Advise/Support Policy‐Level Decisions
a. Coordinate support, assist with policy‐level decisions
Management
Operations
6. Coordinate with Elected/Appointed Officials
a. Keep elected officials informed
b. Elected officials must clearly understand their role
c. Connection between EOC and constituents
Management
7. Coordination with County, State, Federal, Private and Non‐
Governmental Components
a. Communication between system components/disciplines
b. Communication with partners (Private, Governmental, NGO)
Management
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AFTER ACTION/CORRECTIVE ACTION REPORTS
(This information is based on the SEMS Guidelines, After Action Reports [6/22/11])
Introduction
The completion of after action reports is a part of the required SEMS reporting process. The Emergency
Services Act, Section 8607 (f) mandates that the California Office of Emergency Services (Cal OES) in
cooperation with involved state and local agencies complete an after action report within 120 days after
each declared disaster.
Legal Authorities
Section 2450 (a) of the SEMS Regulations states that...."Any city, city and county, or county declaring a
local emergency for which the governor proclaims a state of emergency, and any state agency responding
to that emergency shall complete and transmit an after action report to Cal OES within ninety (90) days
of the close of the incident period as specified in the California Code of Regulations, section 2900(j).
Use of After Action Reports
After action reports are made available to all interested public safety and emergency management
organizations and serve the following important functions:
A source for documentation of response activities and transitional recovery activities
The AAR captures an overview of response activities through the Close of Incident date, as
determined by Cal OES
Identification of problems/successes during emergency operations
Analysis of the effectiveness of components of the SEMS
Identification of areas for improvement and a description of the actions planned to correct areas
needing improvement
The SEMS approach to the use of after action reports emphasizes the improvement of emergency
management at all levels. The after action report provides a vehicle for not only documenting system
improvements, but also can, if desired, provide a work plan for how these improvements can be
implemented.
After Action Process
It may be useful to coordinate the after‐action report process when multiple agencies/jurisdictions are
involved in the same emergency. Jurisdictions are encouraged to work together in the development of
after action reports when appropriate and feasible. For example, an Operational Area may take the lead
in coordinating the development of an after action report which involves several jurisdictions.
If appropriate, jurisdictional reports may become part of an overall Operational Area report.
Suggested processes for developing after action reports for local governments, state agencies, and for Cal
OES are described below.
Local Government and State Agency Report Process
1. Assign Responsibility for after action report
This assignment should be initiated as early as possible during the response phase of any
emergency which will require an after action report. Ideally, the person assigned should have a
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background in the planning function, be familiar with emergency organization functions, and have
an understanding of SEMS.
At both the field and EOC levels in SEMS the responsibility for initiating the after action report
process should be assigned to the Documentation Unit within the Planning/Intelligence Function.
At the completion of the emergency period, and after the field ICS and EOC level organizations
have been deactivated, the responsibility for the continuance of the after action report process
should be assigned elsewhere within the organization. In many organizations, the same personnel
may actually be assigned to the after action report function to provide continuity.
While it may appear to be premature to assign a person to this duty early in an emergency, it
actually permits several key things to occur.
It emphasizes the importance of documentation.
It allows for early identification of possible system improvements and possible on‐the‐
spot improvements.
It allows data to be compiled before too much time has elapsed and participants have
returned to their normal duties.
It allows for establishment of timelines and expedites the preparation of the AAR.
Early assignment also allows for establishment of timelines and expedites the actual
preparation of the after action report.
2. Initiate the Documentation Process
Documentation actions should be initiated in the early stages of an emergency. Although it
may be tempting to forgo documentation during the emergency response, adequate
documentation;
Is essential to operational decision‐making
May have future legal ramifications
May have implications for reimbursement eligibility
Provides the foundation for development of the AAR and Corrective Action
Depending upon the situation, different types of documentation comprise the source
documents or "data base" for the after action report. Documentation should not be restricted
to those reports or forms used exclusively by the planning function, but should include materials
from the entire emergency organization. Ideally, key components of this data base such as time‐
keeping procedures, would be identified as part of pre‐event planning and would then be used
during and actual event.
There are many types of documentation. Some recommended types include:
Action plans developed to support operational period activities
Forms used in the SEMS field level Incident Command Systems
Unit activity logs and journals
Cal OES forms and locally developed "feeder" forms/reports that support the Cal OES
forms
Written messages
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Function and position checklists
Public information and media reports
FEMA‐developed forms
Other forms or documentation
3. Data Gathering Methods
Aside from reliance on documentation developed during emergency operations, other
methods for gathering information include:
Exit interview or critique forms distributed and completed as personnel rotate out of a
function.
Critiques performed at various time frames after and operation. Some critiques may be
conducted immediately after an event and may be fairly informal in approach. Others may
be conducted substantially later and may employ more forma, carefully structured
workshops.
Surveys distributed to individuals and organizations after the fact which can be used
either for direct input to the after action report or as a basis for workshop discussions.
After action report research teams, whose function is to gather information, and perhaps,
write the applicable portions of the after action report.
There are many approaches to structuring and organizing data compilation. Some questions
to consider are:
What is the purpose of the critique or survey?
Who is the survey's audience?
Have all key "players" been included in the workshop?
Does the survey/workshop process permit identification of internal, agency‐specific
improvements?
Does the survey/workshop process permit identification of external improvements?
Improvements involving the SEMS levels?
Are SEMS functions (planning/intelligence, logistics, etc.) being assessed?
Does the critique/survey format mesh with the after action report format?
Does the research team understand its assignment and tasks?
4. AAR Preparation
A four step process to prepare the after action report for local governments and state agencies is
recommended:
a. Compile the results of surveys, critiques, and workshops and sort the information
according to the areas covered in the attached sample after action report.
b. Use documentation and data to complete the online AAR Survey, as discussed later in
these Guidelines.
c. The AAR can be distributed for review and approval to participating agencies, advisory
boards, political bodies, and other appropriate interested parties.
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d. Prepare final after action report and forward it to the Operational Area, Cal OES Region, or
Cal OES Headquarters, as appropriate.
Sample After Action Report Outline
The automated AAR Survey meets the AAR submittal requirements unless local requirements state
otherwise. Where appropriate, OAs and State agencies are encouraged to use the automated AAR Survey
for submittal of after action and corrective action information.
If an OA or State agency chooses to submit a written AAR, the following is an example of one way to
structure an after action report. Other options are possible. The format of the report should fit the
situation, and there is no requirement to force the report into a single structured format.
1. Introduction and Background:
a. Type/location of event (describe and attach maps if available)
b. Chronological Summary (provide description and list items such as key evacuations, areas
destroyed, etc.)
c. Date/Time and content of Proclamations/Declarations
2. Discussion of Response at Designated SEMS Levels:
Cover the levels appropriate to the jurisdiction and situation. Include:
Summary of response
Conclusions
2. Recommendations (will be summarized at the end)
a. Field Response Level
- Command
- Operations (includes Air Operations)
- Planning/Intelligence
- Logistics (includes Communications) Finance/Administration (if activated)
b. Local Government Level
- Emergency Operations Center (EOC) Department Operations Center (DOC)
Special Districts
- Other local government support
- Community Based Organizations
(Note: For each item above, discuss Management, Operations, Planning/Intelligence,
Logistics, Finance/Administration, and multi or interagency coordination as appropriate.)
c. Interaction with the Operational Area (discuss as appropriate)
d. Interaction with the Regional Level
- Regional EOC (REOC)
- Other State Agencies (if not part of REOC)
e. Interaction with State above Regional Level (discuss as appropriate)
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f. Interaction with Federal Agencies (discuss as appropriate)
3. Interacting Systems, Agencies and Programs
a. Mutual Aid Systems (Law Enforcement, Fire and Rescue, Medical and others if used)
b. Cooperating Agencies
- Utilities (telephone, electric, gas, etc.)
- American Red Cross
- Salvation Army
- Others (as appropriate)
c. Telecommunications and Information Processing
- Field Level
- Local Government
- Operational Area
- Interface with Region
- Interface with State
d. Training Needs (Consider all levels)
e. Recovery Activities to Date
f. Summary of Principal Recommendations
g. References
- Maps
- Charts
- Bibliography
- Other Items (as appropriate)
Corrective Action Plan for Improvements
This section of the report can be done separately or included as appropriate. Submitting Corrective Action
Plan separately may allow the responding agency time to consider the plans for improvement and action
needed to bring the improvements to fruition. Corrective Actions will be entered in the Cal OES Corrective
Action Database and progress on each corrective action will be provided periodically by each responding
agency. Cal OES may develop and disseminate reports outlining the status of the corrective actions taken
to date.
It should describe for each of the principal recommendations:
Description of actions to be taken
Associated costs
Timetable for completion
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LOGISTICS SUPPORT DOCUMENTATION
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CONSIDERATIONS FOR FEEDING ‐ EOC SUPPORT AND FIELD STAFF
Coordinate all feeding operations for the EOC, support and field personnel.
Establish a feeding plan, which identifies cost limits, authorized vendors and catering companies,
type of food, etc. Ensure everyone is aware of this policy.
Set meal schedules. Consider the impact of curfews on businesses you may use.
Set up and manage eating areas for EOC, staff and field personnel. Notify workers of food
schedules and locations.
Pre‐identify low‐cost vendors and catering companies to maximize efficiency and lower costs
(FEMA may question upscale or expensive restaurants or catering).
Arrange with local catering services or restaurants for in‐house feeding.
Establish a personnel‐feeding account for EOC, support and field personnel at local restaurants.
Brief all EOC personnel as to location, cost limitations and incident number to be used for each
restaurant or caterer.
Coordinate acquisition, preparation and service of meals.
Be aware of and provide for special diets.
Arrange for and coordinate cleanup of eating, food preparation and serving areas.
Provide snacks/water/coffee/beverages for EOC, support and field personnel.
Consider a chit or voucher system at the location set up for feeding operations to identify those
employees’ meals, which are reimbursable under FEMA guidelines. FEMA may not reimburse for
all feeding operations. Currently FEMA will not reimburse for meals provided during an
employee’s normal working hours unless it is stipulated in the employer’s MOU. FEMA will
reimburse for meals given to volunteers or unpaid workers and employees working overtime.
This may be the individual call/interpretation of the disaster adjuster.
Document cost of meals and report daily to the Finance/Administration Section for cost recovery
purposes.
Advise disaster workers regarding agency policy for reimbursement of disaster‐related meals.
Encourage all EOC staff to take regular meal and snack breaks.
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ANIMAL CARE
Animals will not be kept where their owners are sheltered. Animals will be sheltered in various
locations depending on the disaster and the area of the city affected. The City will coordinate this
activity with the Ventura County Animal Services.
For assistance with livestock during a disaster, the City can request the Emergency Rescue Team through
Ventura County Animal Services.
Identify within the local jurisdiction:
Small animal veterinarians
Large animal veterinarians
Small animal shelters
Potential large animal shelters
Determine animal shelter needs.
Identify appropriate areas to accommodate animals.
Manage animal rescue and care activities.
Coordinate rescue of trapped animals.
Coordinate evacuation of animals, which may become endangered by hazardous conditions.
Coordinate transport of animals.
Activate an Animal Registration System.
Maintain an updated list of animals and their locations.
Coordinate disposal of dead animals.
Evaluate and relocate any animal shelter areas, which may become endangered by hazardous
conditions.
Coordinate return of animals to their owners when disaster has ended.
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REQUESTING CRITICAL INCIDENT STRESS MANAGEMENT (CISM) PROCEDURES
MISSION STATEMENT
The Ventura County Critical Incident Stress Management (CISM) Program consists of multidimensional
stress management services for Ventura County emergency service personnel.
GOALS
Education
1. To incorporate stress management training for emergency services personnel.
2. To provide team member training.
3. To provide information and enhance community awareness regarding CISM.
Post‐incident Support
1. To provide one‐on‐one crisis intervention, defusing, debriefings and demobilizations.
2. To provide follow‐up support when needed.
Referrals
1. To provide additional information and referrals.
2. To assist emergency services personnel seeking specialized services.
LEAD AGENCY
The Ventura County Emergency Medical Services will serve as the Lead Agency for the Critical Incident
Stress Management Program. It will be the responsibility of the lead agency to:
Provide a team selections committee
Provide a Program Coordinator
Support the activities of the CISM Program
Provide office support to program activities
PROGRAM COORDINATORS
The Program Coordinator is responsible for the overall management of the CISM Program and its
implementation. Specifically, the job description of the Program Coordinator is to:
Oversee the functioning of the CISM Program
Solicit volunteers for the program
Represent the CISM Program before service and community organizations
Assist the CISM Team selection process
Assist in the training of the team, the providers, administration, and the public
Answer requests for CISM assistance or other programming
Evaluate requests for debriefings
Dispatch the CISM Team
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Provide debriefing of the debriefers when necessary or requested
Solicit support from appropriate agencies
Establish a Peer Review Board
Hold periodic Team meetings
Maintain quality control
Maintain records of team activity
Keep updated lists for referrals
Set up training sessions, seminars, "in services", and continuing educational programs
Search and develop curriculums for stress management programming
Provide for the instruction of stress management courses for emergency service providers
Establish a network of CISM services for other agencies
CLINICAL DIRECTOR
The Clinical Director is responsible for overseeing the delivery and quality of the counseling services. The
clinical director's specific job description is to:
Offer quality assurance for Professional CISM Team members
Represent CISM program before the public, professionals and governmental agencies
Monitor the debriefing process
Assist in establishing cross training programs for CISM Team members
Assist the Program Coordinator in establishing protocols for debriefings
Review reports and records of the team
Assist in the selection of Peer Review Boards
Make follow up debriefing contacts if necessary
Offer clinical support and guidance to the Program Coordinator and Team members
ACTIVATION OF CISM
Department directors, managers and supervisors bear the responsibility for identifying/recognizing
significant incidents that may qualify for debriefing. When an incident is identified as a critical incident
or crisis, a request for debriefing consideration should be made as soon as possible to Ventura County
Fire Protection District's dispatch at 805‐388‐4279. The dispatcher will take your information and notify
a program coordinator immediately.
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GUIDELINES FOR UTILIZATION OF VOLUNTEERS
INTRODUCTION
As recent disasters have shown, volunteers play a significant role in both the response and recovery
phases of a disaster. Volunteers are among the first to arrive on scene following a major event or disaster.
They will be essential to the sheltering, mass feeding, and other operations established in the wake of
these disasters.
Volunteers will come forward in every major disaster—whether they emerge spontaneously or have been
pre‐registered and trained by a response agency. Having a plan in place for how volunteers will be
recruited, managed and utilized will assist jurisdictions in improving the overall effectiveness of their
disaster response.
Management of the volunteer function is in the Logistics Section of the EOC. Management of claims for
Workers Compensation Insurance is overseen by the EOC Director in coordination with the County’s Risk
Manager.
PURPOSE
The following materials provide guidelines for registering volunteer Disaster Service Workers in the
State Workers' Compensation and Safety Program. It also provides general guidance for managing
volunteer workers during an emergency.
BACKGROUND
Workers' Compensation Insurance provides benefits for employees injured on the job or who become ill
from job related conditions. Damage to artificial limbs, dentures or medical braces is also considered an
injury. Workers' Compensation benefits are set by the legislature and spelled out in the Labor Code. One
section of the Labor Code defines Disaster Service Workers as "employees" under certain conditions and
describes their benefits.
ELIGIBILITY
A Disaster Service Worker is anyone registered with a Disaster Council certified by the California
Emergency Council or any person ordered by a person or body having authority to command the aid of
citizens to carry out assigned duties to perform services during a State of War Emergency or any State of
Emergency or Local Emergency.
A partial list of Disaster Service Workers includes:
Reserve law enforcement officer
Auxiliary firefighter
Emergency welfare worker
Communications specialist
Medical worker
Clerk
Any Disaster Service Worker is eligible for Workers' Compensation benefits while performing duties or
undergoing any authorized training activities. Any injury, under these circumstances is covered no matter
where it occurs.
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Exclusions:
If the Disaster Service Worker is paid for these services, an "employer‐employee" relationship exists.
A Disaster Service Worker injured while in this relationship would be entitled to Workers’
Compensation benefits under their regular employer’s program. Members registered as active
firefighters of any regularly organized and municipally supported volunteer fire department are
excluded from disaster service benefits.
VOLUNTEER DISASTER SERVICE WORKERS
Volunteers active in emergency services and/or disaster relief operations usually belong to one of two
categories: organized volunteers or spontaneous (convergent) volunteers. Depending on circumstances,
different registration procedures are utilized to serve each group’s needs.
ORGANIZED VOLUNTEERS
Organized volunteers are defined as individuals affiliated with specific organizations prior to an
emergency or disaster. These organizations are usually chartered to provide volunteer emergency and/or
disaster relief services. Members of these organizations usually participate in scheduled exercises to
practice their disaster relief skills and integrate with the local community’s emergency plan and response
effort.
Examples of these organizations include:
Auxiliary Communications Services
American Red Cross
Volunteer Organizations Active in Disasters
California Rescue Dog Association
Salvation Army
Civil Air Patrol
Public safety agencies usually prefer to utilize trained, organized volunteers because their organizations
are familiar with working under a unified structure. They also provide their own supervision,
transportation and support needs.
Agency Trained Volunteers:
To ensure that they have an adequate pool of organized volunteers, some jurisdictions organize and
train teams of civilian volunteers to act as disaster first responders within their own neighborhoods
or jurisdictions. These volunteer organizations possess several advantages:
Familiarity with the disaster area, its hazards and resources
Knowledge of the jurisdiction's emergency organization
Opportunity to regularly exercise and drill with the jurisdiction served
SPONTANEOUS (CONVERGENT) VOLUNTEERS
Spontaneous (convergent) volunteers are members of the general public who spontaneously volunteer
during emergencies. They are not usually involved with organized volunteer organizations and may lack
specific disaster relief training when there is very little time and few resources to train them. They come
from all walks of life and comprise the majority of volunteer personnel available to local public safety
agencies during a disaster response.
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Public safety agencies often form volunteer assembly points for recruiting and classifying volunteers
during disaster response operations. To be eligible for Workers' Compensation, the spontaneous
volunteer must also be registered as a Disaster Services Worker.
CONSIDERATIONS IN VOLUNTEER UTILIZATION
In order to manage volunteers effectively, there are several issues that need to be addressed. For pre‐
registered volunteers, the process may be fully organized and accomplished over a period of time.
Because this process must be accomplished under extreme conditions with convergent volunteers, it is
essential that the planning and execution of the process be thoroughly worked out in advance of the
disaster.
Issues to be addressed include:
Recruiting:
Volunteer recruitment may become an issue if the disaster lasts a long time and the initial number of
convergent volunteers begins to dwindle. It also may become necessary to recruit volunteers with
specific skills, such as heavy equipment operators, medical personnel, translators, etc.
Recruitment avenues include the local media and other organizations. Organizations to contact for
recruitment assistance include local labor unions, educational institutions and private companies.
Screening:
Pre‐registered volunteers will have been screened in advance. Walk‐ins, however, will have to be
screened at the time that they appear for assignment prior to duty.
Certain vital information is essential if volunteers are to be properly and efficiently used; and
screening teams must be identified and trained in advance on the screening of volunteers. The data
or information required regarding the volunteers should also be developed in advance. The actual
data requirements should be held to a minimum, consistent with the needs of the local jurisdiction.
Identification:
Once screening is completed, all volunteers must be issued proper I.D. and be required to sign for any
equipment issued for their position. Organized volunteers will possess identification issued by their
organizations. The jurisdiction is responsible for providing identification to convergent volunteers.
Forms of I.D. include arm bands, vests, patches, and city I.D. cards.
Training:
Before being deployed, it is essential that volunteers receive an adequate amount of training. At a
minimum, volunteers must be thoroughly briefed on the legal aspects of the tasks to which they are
to be assigned. They should also fully understand their responsibilities and the limits to which they
may go in performing their assigned duties.
Records must be established for each volunteer that reflects the training received. Training records
should be maintained as part of the permanent record of the emergency response to the specific
disaster.
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Supervision:
More so than paid staff, volunteers must be supervised according to the task assigned. Ideally, though
not always possible, paid staff personnel should supervise all volunteer effort. When this is not
possible, skilled, highly trained volunteers should be assigned as supervisors.
Planning:
The jurisdiction must recognize that volunteers will appear after the onset of a major disaster.
Established plans are needed for the proper management of volunteer personnel in order to optimize
this resource and prevent convergent volunteers from becoming a problem. Properly managed,
volunteer resources may mean the difference between success and failure of the emergency
response.
Recognition:
The final requirement of the jurisdiction is to ensure that volunteers are properly recognized for their
services. Recognition may be in the form of individual commendation by the elected officials, public
acknowledgment by the media, or a letter of appreciation from the local emergency manager.
These guidelines do not supersede guidelines for volunteer utilization set forth by the governor’s office
of emergency services. For more information and registration forms, see “Disaster Service Worker
Volunteer Program”, October 2016.
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FINANCE/ADMINISTRATION SUPPORT DOCUMENTATION
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DISASTER ACCOUNTING RECORDS
When a disaster strikes the City, it may be in the form of an earthquake, storm damage, major oil or
chemical/hazardous waste spill, civil disturbance, or a fire emergency. Those employees who are assigned
work directly associated with the disaster are to use the Disaster Cost Accounting System numbers for
their department. The use of these numbers will enable the city to collect, sort, and document costs
associated with the disaster.
The purpose of separate accounting for these costs is to obtain sufficient backup data in the event the
city qualifies for federal and/or state assistance.
Obtaining federal and state assistance requires the City to collect and retain a broad range of original
documents that clearly demonstrate that they were used for the disaster/emergency including:
Employee timecards showing hours (regular and overtime) worked and which indicate the type
and location (GPS locations are preferred) of the work.
Use of city‐owned equipment supported by equipment identification, dates and number of hours
used each day, location (GPS locations are preferred) and purpose for using the equipment.
Use of city‐owned supplies supported by a reasonable basis for determining costs, why the
material was necessary, and location (GPS locations are preferred) of where the material was
used.
Purchases of material supported by invoices showing quantity, description, unit cost, where (GPS
locations are preferred), when and how the material was used.
Rental of equipment supported by invoices identifying the type and description of equipment,
rate per hour indicating with or without operator, dates and hours used each day, where (GPS
locations are preferred) and why the equipment was used.
Invoices for work performed by contract must provide detailed breakdown of cost, where (GPS
locations are preferred), when and why the work was performed. If contractor is providing
different types of services, i.e., debris removal and repair work, each category of work should be
invoiced separately.
The above records and documentation must be retained for AT LEAST THREE YEARS from the date of final
settlement of claim. All such records should be forwarded to the Cost Recovery Unit for audit follow‐up.
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DO’S AND DON’TS FOR USING DISASTER ACCOUNTING RECORDS
DO’S DON’TS
Record regular and overtime hours
WORKED on the disaster, categories C
through G.
Order everyone to charge all time to the
disaster. Only charge those people and
hours actually worked. (see above 1st and
2nd do’s)
Record overtime hours WORKED on the
disaster/emergency, categories A and B.
Charge stand‐by time to the system. FEMA
will only pay for time worked.
Write on time card or job log the location
and brief description of work performed.
Charge manager overtime to the system.
The system will not post it, the County
does not pay it and FEMA will only
reimburse what was paid. (If the County
does compensate manager overtime, do
record this time.)
Charge vehicles and equipment used and
indicate when and where they were used.
Enter into sole source contracts without
explicit documentation of why it was
necessary.
Charge equipment rentals to the
appropriate charge points. Enter into cost plus contracts.
Charge outside contracts to the
appropriate charge points.
Enter into open ended contracts with no
cap on expense. Place limits and amend if
necessary.
Document how contracts were awarded.
Use terms such as “damage survey”: use
“assess for risk to health and safety”.
Place limits on contract with, “Amount not
to exceed”. If more work needs to be
done, then amend contract.
Use the term “administer” in place of
“direct”, “control”, “assign”, or “dispatch”.
Use terms such as “Assess risk to public
Health and Safety” instead of “Survey
damage” and “Direct”, “Control”, “Assign”,
and “Dispatch” instead of “Administer”.
Assume damage to a county facility is not
recoverable. It may be, but let the disaster
assistance agencies make that decision.
Let's not make it for them.
Keep all records and unit logs accurately
and up to date. Throw away records.
Follow procurement and contracting
regulations as outlined in 2 CFR Part 200.
Forget to ask questions.
NOTE:
While recent FEMA regulations do not allow recovery of straight time for emergency response activities
(Categories A and B), record it anyway. Allocation for straight time shall be charged to your home function
(program) covering categories A and B. The county can recover straight time for other categories and in
some cases where we assist other agencies, therefore charge all Force Account Labor to the disaster
function (program). Better to record and not use than not record and try to recreate.
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022 PART TWO – EOC POSITIONAL CHECKLISTS – SUPPORT DOCUMENTATION 298 LOCAL DISASTER FINANCIAL MANAGEMENT ACTIVITIES BY PHASE7 7 FEMA, Disaster Financial Management Guide, April 2020, page 17 Resolution No. 2022-____ Page 308339
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PUBLIC ASSISTANCE OVERVIEW
PHASES OF FEMA’S PUBLIC ASSISTANCE DELIVERY MODEL8
Phase 1. ‐ Operational Planning
Applicants work with the Recipient and FEMA to identify disaster impacts and recovery priorities. As
soon as possible following the President’s declaration, the Recipient conducts briefings for all potential
Applicants. Applicants register to access the online grants management system (Grants Portal) and
submit Requests for Public Assistance (RPA), which are then reviewed by the Recipient and FEMA for
eligibility. Once complete, FEMA will generally assign the Applicant a Program Delivery Manager (PDMG)
to guide the Applicant throughout the program delivery process. The PDMG will schedule an Exploratory
Call and a Recovery Scoping Meeting to provide Applicants with information about next steps.
Phase 2. ‐ Impacts and Eligibility
Applicants must report all disaster‐related impacts to FEMA within 60 days of the Recovery Scoping
Meeting. FEMA then works with the Applicant to finalize the list of impacts; logically group the impacts
and associated damage and work into project applications; conduct site inspections to develop a
detailed description of the incident‐related damage and dimensions; and collect additional project
information and documentation.
Phase 3. ‐ Scoping and Costing
FEMA develops the damage description and dimensions (for Completed/Fully Documented projects),
scopes of work (if not provided by the Applicant), including hazard mitigation plans, and costs for each
project. FEMA reviews and validates all documentation to ensure document integrity and compliance
8 https://www.fema.gov/assistance/public/apply, accessed October 20, 2020
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with all laws and regulations including for duplication‐of‐benefits from insurance or other Federal
Agencies and Environmental Planning and Historic Preservation (EHP) compliance.
Phase 4. ‐ Final Reviews
FEMA and the Recipient review and validate the project application to ensure completeness, eligibility,
and compliance with Federal laws and regulations on items such as contracting and environmental and
historic preservation. The Applicant reviews all terms and conditions that FEMA or the Recipient include
in the project application and signs in agreement to the funding terms, including requirements for
reporting on project work progress and completion.
Phase 5. ‐ Obligation and Recovery Transition
FEMA obligates funds to the Recipient, after which the Recipient is responsible for distributing the funds
to the Applicant. Once the Applicant has signed all of its projects, FEMA coordinates with the Recipient
to schedule a Recovery Transition Meeting. The purpose of the Recovery Transition Meeting is to
transition the primary point‐of‐contact from FEMA field personnel to the Recipient. At the meeting,
FEMA will confirm with the Applicant that all claimed damage is sufficiently and accurately documented,
explain deadlines for completion of work and appeal, and ensure that the Applicant understands the
terms and conditions of its projects.
Phase 6. ‐ Post‐Award Monitoring and Amendments
The Applicant provides additional documentation as its recovery efforts unfold. The Applicant may
submit an amendment request to change the scope of work or costs of a project or request additional
time to complete the project. FEMA will review all amendment and time extension requests for
eligibility and compliance with EHP regulations. During this phase, Recipients will work with Applicants
to submit quarterly progress reporting and address federal and non‐federal audit requests.
Phase 7. ‐ Final Reconciliation and Closeout
The Applicant coordinates with the Recipient to formally close projects upon completion of work. Once
all of an Applicant’s projects are complete, the Recipient will request closeout for the Applicant. Once all
Applicants are closed, FEMA and the Recipient will work together to close the PA award for the entire
disaster.
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PROCEDURES FOR APPLYING FOR FINANCIAL ASSISTANCE
GENERAL INFORMATION
Financial assistance may come from the state alone or both the state and federal governments. For state
assistance, it is necessary for the Governor to proclaim a “Disaster” in specified counties. For federal
assistance, it is necessary for the President to declare a “Disaster” in those same locations.
In both cases the lead agency is the California Office of Emergency Services (Cal OES). Their address and
phone number is:
Cal OES,
Disaster Assistance Division
3650 Schriver
Mather, CA 95655
Phone (916) 845‐8100
PRE‐DISASTER DECLARATION STEPS
Following a disaster, the City will report damage and a rough estimate of costs to the Ventura County
Operational Area.
These estimates should include City personnel and equipment costs, damage to facilities with cost to
repair, and cost to replace facilities and equipment damaged beyond repair.
The Ventura County Operational Area will transmit the estimates to Cal OES and then the Governor will
decide whether to proclaim a State of Emergency in the County. If the Governor does proclaim a State of
Emergency, then the State will request a Presidential declaration. If the President declares a Major
Disaster, then FEMA will be involved.
POST DISASTER DECLARATION STEPS
At this point, Cal OES will notify the Ventura County Operational Area, who will in turn notify the City.
There will usually be an orientation meeting where all agencies desiring to participate will be briefed on
the application procedures and the reimbursement process.
Several Forms must be submitted. These are:
1. Request for Public Assistance
(RPA) Form
This form indicates that the City will be applying for assistance. Does not
restrict City from making changes but must be sent within 30 days of the
declaration date.
2. Project Listing (OES Form)
This indicates the categories and projects which the City is asking
assistance for. It may be revised later on. It gives Cal OES an idea of the
scope of the damage.
3.
Designation of Applicants'
Agency Resolution
(OES Form 130)
This is a resolution passed by the City Council authorizing specified
individuals to act as the City’s agent in dealing with Cal OES and FEMA.
There is no deadline, but payments cannot be made until Cal OES receives
it.
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4. Vendor Data Record (Form
STD 204)
For State's 1099 purposes. No deadline, but no payment until submitted.
5. Project Application for
Federal Assistance (OES 89)
Formal application for FEMA funding. No specific deadline, but no
payment until submitted.
6. Project Worksheet (PW)
The City will fill out this form for all small projects and submit to FEMA’s
Program Delivery Manager (PGDM). The PGDM will assist the City to write
the large project PW. The PWs are prepared based on Permanent Work or
Emergency Work.
FEMA GRANTS PORTAL
FEMA facilitates the Public Assistance process by using their on‐line grants management system, Grants
Portal. Applicants will be directed to this portal to register and submit the Request for Public Assistance.
The Grants Portal will then be used by applicants to manage their projects.
ON‐SITE INSPECTIONS
Cal OES and FEMA may send an inspector to visit each applicant. You may get one inspector from one of
the organizations or two to make up a team approach. The inspector(s) will meet with the City’s
Designated Agent who will arrange meetings with other City personnel as necessary. These local
representatives should be people who have detailed knowledge of damaged facilities, cost estimates and
potential mitigation work that may prevent future damage.
Past experience has been that these meetings will be on short notice. Cal OES usually sets up a field office
and starts scheduling visits soon after. A week’s notice is the best that can be expected.
The team may want to see:
Damaged facilities
Pictures or videos of damage/destruction
Narratives on work done
A broad summary of costs to date with estimates of work to be completed.
Proposals on repair, reconstruction and mitigation projects
These need not be final, they can be changed
The team will want to discuss:
How payroll costs are organized and developed
How payroll cost relates to time worked
How fringe benefit rates are made up
There is a sixty‐day period in which to bring new damage sites to the attention of the disaster assistance
agencies from the date of the team's first on‐site visit.
POST PW PROCEDURES
All documentation and costs must be gathered and sorted to support the respective PWs. Thus, if there
is one PW for Debris Clearance, all payroll overtime costs and time cards for personnel working on Debris
Clearance must be sorted and organized to document these costs on that PW. Also all equipment costs
(use FEMA rates), dump fees, etc. for this work becomes part of the documentation package for this PW.
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The PWs for construction projects will require the same specific documentation. Each will require, as
appropriate: engineering studies, architectural plans, bid packages, selection records, contracts,
contractor's invoices, payment records, and all other costs. Also note that since government money is
involved that the Davis Bacon Act and/or state prevailing wage clauses will apply and must also be
documented.
HOW PAYMENT IS MADE
The State Public Assistance program is authorized under the California Disaster Assistance Act (CDAA).
CAL OES administers this program. CDAA assistance may be obtained following a Local Emergency with
the concurrence of the Director of Cal OES for permanent repairs only or for all eligible costs including
personnel costs following the Governor’s proclamation of a State of Emergency. The cost share on eligible
costs may be 75% state share and 25% local government share. For example: Cal OES determines that
there are $100,000 in eligible emergency response costs for the City. Cal OES pays $75,000 and the City
must cover the remaining $25,000. Failure to follow SEMS, however, may disqualify the City from
receiving all or part of the state’s share and accordingly change a $25,000 loss back to $100,000. The
CDAA program is coordinated as supplemental to the federal program following the Declaration of a Major
Disaster by the President of the United States.
The Federal Public Assistance program is authorized under the Stafford Act and is administered by FEMA
in coordination with Cal OES at the request of the Governor, who has designated the Cal OES Secretary as
his representative. FEMA will pay eligible costs to local governments on a 75% federal share and a 25%
state and/or local share. If Cal OES finds that the costs covered by FEMA are also eligible under CDAA
criteria, then the state may cover 75% of that 25% share. For example: a City is determined to have
$100,000 of eligible emergency personnel costs by FEMA. FEMA will reimburse up to $75,000, leaving
$25,000 for the state and local governments to handle. Cal OES determines that the costs are eligible
under CDAA and may pay $18,750 which leaves $6,250 for the local government to handle. Failure to
follow SEMS may jeopardize the state share and cause the $6,250 loss to increase up to the full $25,000
state local share.
State and federal assistance are based upon reimbursements of eligible costs incurred. There are
provisions for partial advances for emergency work; however, the amounts and conditions may change.
Assistance is based upon uninsured loss and is not a substitute for insurance. The reimbursement process
is a lengthy one involving the complete review of damage estimates and documentation. Actual receipt
of funds may take weeks or months.
Sometime later, perhaps two years, the State Controller may audit the project. If discrepancies are found,
they will require reimbursement of the disallowed costs if the allowable costs are less than what was
already paid. If allowable costs are greater than prior payments, then the balance will follow after official
sign off on the claim by FEMA and/or Cal OES. This also is a long process.
Remember:
1. DOCUMENT EACH COST TO A SPECIFIC DISASTER ACTION AND LOCATION.
2. FAILURE TO FOLLOW SEMS MAY COST YOU CDAA ASSISTANCE ON ELIGIBLE EMERGENCY
PERSONNEL COSTS.
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FEMA CATAGORIES OF WORK
To facilitate the processing of Public Assistance Program grants, FEMA has divided disaster related work
into seven Categories of Work. These categories are listed below and are described in more detail
elsewhere in FEMA’s Public Assistance Policy Digest and other Public Assistance documents.
Emergency Work
Category A: Debris Removal
Clearance of trees and woody debris; building wreckage; sand, mud, silt, and gravel; vehicles; and other
disaster‐related material deposited on public and, in very limited cases, private property.
Category B: Emergency Protective Measures
Measures taken before, during, and after a disaster to save lives, protect public health and safety, and
protect improved public and private property.
Permanent Work
Category C: Roads and Bridges
Repair of roads, bridges, and associated features, such as shoulders, ditches, culverts, lighting and signs.
Category D: Water Control Facilities
Repair of irrigation systems, drainage channels, and pumping facilities. Repair of levees, dams, and flood
control channels fall under Category D, but the eligibility of these facilities is restricted.
Category E: Buildings and Equipment
Repair or replacement of buildings, including their contents and systems; heavy equipment; and
vehicles.
Category F: Utilities
Repair of water treatment and delivery systems; power generation facilities and distribution lines; and
sewage collection and treatment facilities.
Category G: Parks, Recreational Facilities, and Other Items
Repair and restoration of parks, playgrounds, pools, cemeteries, and beaches. This category also is used
for any work or facility that cannot be characterized adequately by Categories A‐F.
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TYPES OF RECOVERY PROGRAMS
The matrix below depicts some of the recovery programs that may become available during the
recovery phase.
NO PROCLAMATION REQUIRED:
Emergency Loan
Program Farmers
Ranchers
Aquaculturists
U.S.D.A. Farm
Services Agency
At least 30 percent crop production or physical
loss. US Secretary of Agriculture has
discretionary authority to consider other
factors.
Physical Loss Loans
Individuals
Businesses
U.S. Small
Business
Administration
(SBA)
A minimum of 25 homes and/or businesses,
each sustaining uninsured losses of 40 percent
or more of value.
Economic Injury
Loans Businesses SBA
Governor (or designee) must certify that at
least five business concerns have experienced
substantial economic injury as a result of
disaster.
Fire Management
Assistance Grant State and Local
Government
Federal
Emergency
Management
Agency (FEMA)
Reimbursement of fire suppression costs that
exceed state threshold.
LOCAL EMERGENCY PROCLAMATION REQUIRED:
California Disaster
Assistance Act ‐
Director’s
Concurrence
Local Governments CAL OES
Requires concurrence of the CAL OES.
Reimbursement limited to Permanent
restoration costs.
GOVERNOR’S STATE OF EMERGENCY PROCLAMATION REQUIRED:
California Disaster
Assistance Act Local Governments CAL OES Permanent restoration and emergency work
reimbursed.
PRESIDENTIAL EMERGENCY DECLARATION REQUIRED:
Public Assistance ‐
Emergency
Declaration
Local Governments,
State agencies,
Certain Non‐Profits,
Indian Tribes
FEMA
Reimbursement limited to emergency work
costs and to $5 million per event.
PRESIDENTIAL MAJOR DISASTER DECLARATION REQUIRED:
Assistance to
Individuals and
Households
Program (IHP)
Individuals FEMA/State cost
share
Significant impacts to real and personal
property when financial assistance cannot be
addressed by other means (i.e., personal
insurance).
State
Supplemental
Grant Program Individuals State of
California
Significant impacts to real and personal
property when financial assistance cannot be
addressed by other means (i.e., IHP assistance,
personal insurance).
Crisis Counseling County Mental
Health FEMA Disaster‐related mental health needs beyond
local government resources.
Disaster
Unemployment
Assistance
Individuals U.S. Department
of Labor
Significant impacts to employment or place of
work as a result of a major disaster (including
self‐employed and farmers)
Public Assistance ‐
Major Disaster
Declaration
Local Governments,
State agencies,
Certain Non‐Profits,
Indian Tribes
FEMA
Reimbursement for permanent restoration and
emergency work.
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Individual Assistance Section
The Cal OES Individual Assistance Section coordinates with local, state and federal entities to provide
recovery assistance following a disaster that impacts individuals, businesses, and/or the agricultural
community in the State of California. This may include:
Providing pre‐disaster guidance and training to public entities in order to maximize assistance
Facilitating and coordinating preliminary damage assessments to determine the impact of disaster
Coordinating the implementation of local, state, and federal assistance programs to address
disaster‐related needs
Monitoring programmatic progress and in certain circumstances provide oversight in program
administration
Establishing local assistance centers in partnership with local, state, and federal entities to
facilitate disaster recovery
Types of Assistance Individual Assistance Program assistance may include:
Loans or grants for real and/or personal property losses
Tax relief
Crisis counseling
Information on veteran’s, Social Security, contractor, or insurance services
Housing assistance
Repair or replacement of real and personal property
Unemployment and job training
Assistance for agricultural losses
Food commodities
Business and personal tax relief
Legal services
Contractor information
Insurance information
Other unmet emergency needs
Programs The following individual assistance (IA) programs are examples of assistance that may become
available, dependent on the size and scope of the event.
Assistance to Individuals and Households Program (IHP)
State Supplemental Grant Program (SSGP)
U.S. Department of Agriculture (USDA) Emergency Loans
U.S. Small Business Administration (SBA) Disaster Loan Programs
Disaster Unemployment Assistance (DUA)
Mental Health services
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HAZARD MITIGATION
PURPOSE
This section establishes actions, policies and procedures for implementing Section 404 of the Robert T.
Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93‐288, as amended), following
a Presidentially declared Emergency or Major Disaster.
AUTHORITIES AND REFERENCES
Activities enumerated in this enclosure will be conducted in accordance with the enabling legislation,
plans, and agreements listed in Part One, Section Seven ‐Authorities and References.
GENERAL
Hazard mitigation is defined as any action taken to reduce or eliminate the long‐term risk to human life
and property from disasters. Section 322 of Public Law 106‐390 requires, as a condition of receiving
certain federal disaster aid, that local governments develop a mitigation plan that outlines processes for
identifying the natural hazards, risks and vulnerabilities in their jurisdiction. Mitigation plans must
describe actions to mitigate hazards, risks and vulnerabilities identified under the plan and establish a
strategy to implement those plans.
Specific plan requirements are listed in 44 CFR Section 201.6. Local jurisdictions without an approved
hazard mitigation plan will not be eligible to receive funds for the Building Resilient Infrastructure and
Communities (BRIC), Hazard Mitigation Grant (HMGP), and Flood Mitigation Assistance (FMA) programs.
Local mitigation plans are the jurisdiction’s commitment to reduce risks from natural hazards and guide
decision makers as they commit resources to reduce the damage from natural hazards. Hazard mitigation
planning and actions are continuous year‐round efforts.
Building Resilient Infrastructure and Communities (BRIC)
BRIC is a pre‐disaster program that began in FY20, replacing the Pre‐ Disaster Mitigation Program.
BRIC focuses on supporting capability‐and capacity‐building, encouraging and facilitating innovation;
promoting partnerships; enabling large projects; maintaining flexibility; and providing consistency.
BRIC incentivizes projects that focus on mitigating risk to community lifelines and public infrastructure
projects. It also incentivizes projects that incorporate nature‐based solutions, projects protecting
small and impoverished communities, and the adoption and enforcement of modern building codes.
The BRIC program aims to categorically shift the federal focus away from reactive disaster spending
and toward research‐supported, proactive investment in community resilience. Examples of BRIC
projects are ones that demonstrate innovative approaches to partnerships, such as shared funding
mechanisms, and/or project design.
Hazard Mitigation Grant Program
Following a disaster, mitigation opportunities and financial assistance may be available through the
Hazard Mitigation Grant Program (HMGP). The program funds projects that are cost‐effective and
which substantially reduce the risk of future damage, hardship, loss or suffering as a result of a natural
disaster. The HMGP is funded for each disaster; total allocation is based upon a sliding scale of
between 7.5 and 15 percent of FEMA’s estimate of all public infrastructure damages (not emergency
work) and individual assistance costs in a particular disaster. HMGP awards are competitive among
jurisdictions that are part of the disaster declaration.
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Flood Mitigation Assistance Program (FMA)
FEMA’s Flood Mitigation Assistance Program (FMA) provides funding to communities to reduce or
eliminate the long‐term risk of flood damage to buildings, manufactured homes and other structures
insurable under the National Flood Insurance Program (NFIP). The program provides grants for
mitigation planning, projects and technical assistance to reduce claims under the NFIP. A priority of
the FMA Program is to fund flood mitigation activities that reduce the number of repetitive loss
structures insured by the NFIP. Repetitive loss structures are those that have sustained two or more
losses, each exceeding $1000, within a ten year period. FEMA encourages communities to develop
plans that address repetitive loss properties.
The federal contribution for an individual HMGP, PDM or FMA project can be up to 75 percent of the
cost of the proposed project with applicants providing match funding through a combination of either
state, local or private sources. Awards go to projects that best demonstrate the goals and objectives
of local mitigation programs. HMGP funding may not be used to fund any mitigation project that is
eligible under Public Assistance or other federal programs, though it may be used to complement or
enhance mitigation funded under Individual or Public Assistance.
IMPLEMENTATION
Following each presidentially declared Emergency or Major Disaster, the Regional Director of FEMA and
the Governor execute a document called the Federal/State Agreement. This agreement includes
appropriate provisions for hazard mitigation. Under the agreement, the State agrees to:
Evaluate or have the applicant evaluate specific natural hazards in the disaster area, and make
appropriate recommendations to mitigate them.
Follow up with applicants to ensure that the appropriate hazard mitigation actions are taken.
Follow up with applicants to ensure that the appropriate hazard mitigation plan or plans are
developed and submitted to the FEMA Regional Director for concurrence.
Review and update as necessary disaster mitigation portions of emergency plans.
A hazard mitigation officer is appointed for the state and local applicant. These individuals will
constitute the hazard mitigation survey team which will:
Identify significant hazards in the affected areas, giving priority to disaster‐related hazards.
Evaluate impacts of these hazards and recommend mitigation measures.
The hazard mitigation survey team uses information from PWs and visits selected sites where significant
damage has occurred. The state and local representatives on the hazard mitigation survey team ensure
that there is adequate consultation among interested federal, state, and local parties.
The hazard mitigation survey team also prepares a hazard mitigation plan which is submitted to the
FEMA Regional Director through the Governor's authorized representative within 180 days after a
Presidential declaration. The plan:
Recommends hazard mitigation measures for local, state, and federal agencies.
Establishes short and long‐term planning frameworks for implementation of hazard mitigation
efforts.
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The State sets mitigation priorities and awards for HMGP grants. FEMA conducts the final eligibility
review to ensure that all projects are compliant with Federal regulations. This includes the Federal law
that requires States and communities to have FEMA‐approved mitigation plans in place prior to receipt
of HMGP project funds.
Responsibilities
Hazard mitigation measures include avoidance, reduction and land use regulations. Key responsibilities
of local governments are to:
Participate in the process of evaluating hazards and adoption of appropriate hazard mitigation
measures, including land use and construction standards.
Appoint a Local Hazard Mitigation Officer, if appropriate.
Participate on Hazard Mitigation Survey Teams and Inter‐agency Hazard Mitigation Teams, as
appropriate.
Participate in the development and implementation of section 409 plans or plan updates, as
appropriate.
Coordinate and monitor the implementation of local hazard mitigation measures.
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SUPPORT DOCUMENTATION ‐ FORMS
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PIO STATUS LOG
Date and Time of Last Update:
Time and Magnitude of Disaster:
# Fatalities:
# Injuries:
# Sheltered:
# Buildings/Schools Damaged:
# Buildings/Schools Destroyed:
Location of Open Shelters:
Location of Medical Care Stations:
General Information:
Weather Forecast:
Elementary School Closures:
Junior High School Closures:
High School Closures:
Adult Education School Closures:
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CITY OF MOORPARK EOC VISITATION REQUEST FORM
(Return to EOC Coordinator)
DATE
NAME
(Please print)
ADDRESS
TELEPHONE (Work) (Home)
ORGANIZATION REPRESENTED
REASON FOR REQUEST
I understand that completion of this form does not constitute an agreement, expressed or
implied, to permit me to enter the Emergency Operations Center (EOC).
If granted permission to enter the EOC, I agree to remain in the Visitor Control Area while in the
EOC unless I am directed elsewhere by EOC staff. Further, I understand that visitation privileges
may be terminated at any time and I agree to leave promptly upon notification of the termination
of visitation privileges.
Signature
Signature of Authorizing Employee
Time In Time Out Areas Visited
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EOC CHANGE OF SHIFT BRIEFING WORKSHEET
Section: Operations Position: Section Coordinator
Operational period Date: Initial Update Final
For shift from AM to PM or from PM to AM
Off‐going employee: Relief Employee:
Disaster name:
EOC Director:
Section Coordinator:
Description of problem:
Cause:
Area involved:
Injuries (unofficial)
Deaths (unofficial):
Est. $ public damage:
Est. $ private damage:
Current threat:
Status of incident(s):
Other jurisdiction(s) involved:
Staging location:
Weather situation:
Your assigned task:
Your EOC phone #:
Equipment assigned to you:
Equipment available at:
Meals available at:
Medical care available at:
Lodging available at:
Supplies available at:
Fuel available at:
Autos available from:
Other information:
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EOC CHECK‐IN LIST (ICS‐211)
Name
Title
EOC Position
Date &
Time In
Date &
Time Out
Total
Hours
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ACTIVITY LOG (ICS 214)
1. INCIDENT NAME
2. OPERATIONAL PERIOD
From: To:
INDIVIDUAL LOG
ICS 214a‐OS
3. INDIVIDUAL NAME
4. EOC SECTION
5. Assignment/Location
6. ACTIVITY LOG Page of
TIME
MAJOR EVENTS
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TIME MAJOR EVENTS
7. PREPARED BY: DATE/TIME
INDIVIDUAL LOG ICS 214a‐OS
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CITY OF MOORPARK DAILY SHELTER ACTIVITY REPORT
Report due into City EOC by 8:00 A.M. each day
Shelter Site: ______________________ Date:_______________________________
Shelter
Capacity
Overnight
Capacity
Breakfast Lunch Dinner
Report Period:___________________ Shelter Phone:______________________
Day Shift Evening Shift
Shelter Manager
Asst. Shelter Manager
Nurse
Workers
Narrative (Day Shift)
Narrative (Evening Shift)
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Supplies Needed:
Immediate Future
Additional Comments:
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CITY OF MOORPARK EOC ACTION PLAN (ICS 201, 202, 203, 205)
Disaster/Event Name: Date Time Prepared:
Plan Prepared by:
Plan Reviewed by:
(Plans/Intel Coordinator)
Plan Approved by:
(EOC Director)
Operational Period:
From:
To:
Page
1 of __
The City's Emergency Management Policy is to provide effective life safety measures, reduce property
loss, and protect the environment; provide a basis for the direction and control of emergency
operations; plan for continuity of government, provide for the rapid resumption of impacted businesses
and community services; provide accurate documentation and records required for cost recovery
efforts; provide for the protection, use and distribution of remaining resources; coordinate operations
with the emergency service organizations of other jurisdictions, if necessary.
Current Situation Summary:
•
•
•
•
•
•
Major Events/Incidents:
•
•
•
•
•
•
Safety Issues:
Resources Needed:
•
•
•
•
•
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Page 2 of __
Other Information: (i.e., weather forecast, assignments/actions, etc.):
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CITY MOORPARK EOC ACTION PLAN – SECTION OBJECTIVES (ICS 202) Page 3 of __
Section Objectives for Period # __ (Date and Time)
# Objective Branch/Unit/
Position
Est Completed
Date/Time
Management
1
2
3
Operations Section
1
2
3
4
5
Planning & Intelligence Section
1
2
3
Logistics Section
1
2
3
Finance Administration
1
2
3
Attachments:
( ) Organization Chart ( ) Telephone Numbers ( ) Weather Forecast ( ) Maps
( ) LAC Locations ( ) Incident Map ( ) Safety Plan ( ) Transportation Plan
( ) Medical Plan ( ) Operating Facilities Plan ( ) Communication Plan ( ) Other___________
Based on situation and resources available, develop an Action Plan for each Operational Period.
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EOC ACTION PLAN – ORGANIZATION ASSIGNMENT LIST (ICS 203) Page 4 of __
1. Incident Name 2. Operational Period (Date/Time)
From: To:
3. Management
Section
4. Name 5. Operations Section 6. Name
EOC Director Ops Section Coordinator:
Public Info Officer: Fire/Medical/Health:
Legal Advisor: Police:
EOC Coordinator /
Liaison Officer:
Building and Safety:
Safety Officer Public Works:
Security Officer: Care and Shelter:
7. Planning Section 8. Name 9. Logistics Section 10. Name
Plans Section Coord. Logistics Section Coord.
Situation Status: Procurement/Purchasing:
Documentation: Information Systems:
Advance Planning: Personnel:
Recovery Planning: Facilities:
GIS: Transportation:
Demobilization:
11. Finance Section 12. Name 12.Agency Representatives 13. Name
Finance Section
Coord.
Time Keeping:
Cost Analysis:
Cost Recovery:
Comp/Claims:
14. Prepared By: (Resources Unit) Date/Time
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Page 5 of __
EOC RADIO COMMUNICATIONS PLAN (ICS 205)
Incident Name:
Date Prepared: Time Prepared:
Operational Period Date:
From: To:
Operational Period Time:
From: To:
Basic Radio Channel Utilization
Assignment
Function
System
Channel/Frequency
Designated
Check‐in Time
Remarks
Prepared By:
Title:
SEMS/NIMS Position:
Information Systems
Approved By:
Title:
SEMS/NIMS Position:
Logistics Sections
Coordinator
COMMUNICATIONS PLAN SEMS/NIMS 205
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AFTER ACTION/CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE
for response to
(EVENT NAME)
(This AA/CA Report template can be used for a declared, un‐declared, or pre‐planned event, an exercise,
and/or training for SEMS/NIMS compliance).
GENERAL INFORMATION
Information Needed Text goes in text boxes below.
Name of Agency:
Type of Agency:* (Select one)
* City, County, Operational Area (OA), State
agency (State), Federal agency (Fed), special
district, Tribal Nation Government, UASI City,
non‐governmental or volunteer organization,
other.
Cal OES Admin Region:
(Coastal, Inland, or Southern)
Completed by:
Date report completed:
Position: (Use SEMS/NIMS positions)
Phone number:
Email address:
Dates and Duration of event:
(Beginning and ending date of response or
exercise activities ‐ using mm/dd /yyyy)
Type of event, training, or exercise:*
*Actual event, table top, functional or full scale
exercise, pre‐identified planned event, training,
seminar, workshop, drill, game.
Hazard or Exercise Scenario:*
*Avalanche, Civil Disorder, Dam Failure,
Drought, Earthquake, Fire (structural), Fire
(Woodland), Flood, Landslide, Mudslide,
Terrorism, Tsunami, Winter Storm, chemical,
biological release/threat, radiological
release/threat, nuclear release/threat,
explosive release/threat, cyber, or
other/specify.
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SEMS/NIMS FUNCTION EVALUATION
MANAGEMENT (Public Information, Safety, Liaison, etc.)
Satisfactory Needs Improvement
Overall Assessment of Function (check
one)
If “needs improvement” please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
FIELD COMMAND (Use for assessment of field operations, i.e., Fire, Law Enforcement, etc.)
Satisfactory Needs Improvement
Overall Assessment of Function (check
one)
If “needs improvement” please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
OPERATIONS (Law enforcement, fire/rescue, medical/health, etc.)
Satisfactory Needs Improvement
Overall Assessment of Function (check
one)
If “needs improvement” please briefly describe improvements needed:
Planning
Training
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Personnel
Equipment
Facilities
PLANNING/INTELLIGENCE (Situation analysis, documentation, GIS, etc.)
Satisfactory Needs Improvement
Overall Assessment of Function (check
one)
If “needs improvement” please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
LOGISTICS (Services, support, facilities, etc.)
Satisfactory Needs Improvement
Overall Assessment of Function (check
one)
If “needs improvement” please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
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FINANCE/ADMINISTRATION (Purchasing, cost unit, etc.)
Satisfactory Needs Improvement
Overall Assessment of Function (check
one)
If “needs improvement” please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
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AFTER ACTION REPORT QUESTIONNAIRE
(The responses to these questions can be used for additional SEMS/NIMS evaluation)
Response/Performance Assessment Questions yes no Comments
1. Were procedures established and in place for
responding to the disaster?
2. Were procedures used to organize initial and ongoing
response activities?
3. Was the ICS used to manage field response?
4. Was Unified Command considered or used?
5. Was the EOC and/or DOC activated?
6. Was the EOC and/or DOC organized according to SEMS?
7. Were sub‐functions in the EOC/DOC assigned around
the five SEMS functions?
8. Were response personnel in the EOC/DOC trained for
their assigned position?
9. Were action plans used in the EOC/DOC?
10. Were action planning processes used at the field
response level?
11. Was there coordination with volunteer agencies such
as the Red Cross?
12. Was an Operational Area EOC activated?
13. Was Mutual Aid requested?
14. Was Mutual Aid received?
15. Was Mutual Aid coordinated from the EOC/DOC?
16. Was an inter‐agency group established at the EOC/DOC
level? Were they involved with the shift briefings?
17. Were communications established and maintained
between agencies?
18. Was the public alert and warning conducted according
to procedure?
19. Was public safety and disaster information coordinated
with the media through the JIC?
20. Were risk and safety concern addressed?
21. Did event use Emergency Support Function (ESFs)
effectively and did ESF have clear understanding of
local capability?
22. Was communications inter‐operability an issue?
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Additional Questions
23. What response actions were taken by your agency? Include such things as mutual aid, number of
personnel, equipment and other resources. Note: Provide statistics on number of personnel and
number/type of equipment used during this event. Describe response activities in some detail.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_________________________________________________________________________________
24. As you responded, was there any part of SEMS/NIMS that did not work for your agency? If so, how
would (did) you change the system to meet your needs?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_________________________________________________________________________________
25. As a result of your response, did you identify changes needed in your plans or procedures? Please
provide a brief explanation.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_________________________________________________________________________________
26. As a result of your response, please identify any specific areas needing training and guidance that are
not covered in the current SEMS Approved Course of Instruction or SEMS Guidelines.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_________________________________________________________________________________
27. If applicable, what recovery activities have you conducted to date? Include such things as damage
assessment surveys, hazard mitigation efforts, reconstruction activities, and claims filed.
NARRATIVE
Use this section for additional comments.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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POTENTIAL CORRECTIVE ACTIONS
Identify issues, recommended solutions to those issues, and agencies that might be involved in
implementing these recommendations. Address any problems noted in the SEMS/NIMS Function
Evaluation.
Indicate whether issues are an internal agency specific or have broader implications for emergency
management.
(Code: I= Internal; R =Regional, for example, Cal OES Mutual Aid Region, Administrative Regions,
geographic regions, S=Statewide implications)
Code Issue or
Problem
Statement
Corrective Action /
Improvement Plan
Agency(s)/
Depts. To Be
Involved
Point of
Contact
Name / Phone
Estimated Date
of Completion
ONLY USE THE FOLLOWING FOR RESPONSE ACTIVITIES RELATED TO EMAC
EMAC / SEMS After Action/Corrective Action Report Survey
NOTE: Please complete the following section ONLY if you were involved with EMAC related activities.
1. Did you complete and submit the on‐line EMAC After Action Survey form for (Insert name of the
disaster)?
________________________________________________________________________________
2. Have you taken an EMAC training class in the last 24 months?
________________________________________________________________________________
3. Please indicate your work location(s) (State / County / City / Physical Address):
________________________________________________________________________________
________________________________________________________________________________
4. Please list the time frame from your dates of service (Example: 09/15/19 to 10/31/19):
________________________________________________________________________________
________________________________________________________________________________
5. Please indicate what discipline your deployment is considered (please specify):
________________________________________________________________________________
________________________________________________________________________________
6. Please describe your assignment(s):
________________________________________________________________________________
________________________________________________________________________________
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Questions:
You may answer the following questions with a “yes” or “no” answer, but if there were issues or problems,
please identify them along with recommended solutions, and agencies that might be involved in
implementing these recommendations.
# Questions Issues /
Problem
Statement
Corrective Action
/ Improvement
Plan
Agency(s)/
Depts. To Be
Involved
Point of
Contact
Name /
Phone
Estimated
Date of
Completion
1 Were you familiar
with EMAC processes
and procedures prior
to your deployment?
2 Was this your first
deployment outside
of California?
3 Where your travel
arrangements made
for you? If yes, by
whom?
4 Were you fully
briefed on your
assignment prior to
deployment?
5 Were deployment
conditions (living
conditions and work
environment)
adequately described
to you?
6 Were mobilization
instructions clear?
7 Were you provided
the necessary tools
(pager, cell phone,
computer, etc.)
needed to complete
your assignment?
8 Were you briefed and
given instructions
upon arrival?
9 Did you report
regularly to a
supervisor during
deployment? If yes,
how often?
10 Were your mission
assignment and tasks
made clear?
11 Was the chain of
command clear?
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# Questions Issues /
Problem
Statement
Corrective Action
/ Improvement
Plan
Agency(s)/
Depts. To Be
Involved
Point of
Contact
Name /
Phone
Estimated
Date of
Completion
12 Did you encounter
any barriers or
obstacles while
deployed? If yes,
identify.
13 Did you have
communications
while in the field?
14 Were you adequately
debriefed after
completion of your
assignment?
15 Since your return
home, have you
identified or
experienced any
symptoms you feel
might require
“Critical Stress
Management” (i.e.,
Debriefing)?
16 Would you want to
be deployed via
EMAC in the future?
Please identify any ADDITIONAL issues or problems below:
# Issues or Problem
Statement
Corrective Action /
Improvement Plan
Agency(s)/
Depts. To Be
Involved
Point of
Contact
Name /
Phone
Estimated
Date of
Completion
Additional Questions
Identify the areas where EMAC needs improvement (check all that apply):
Executing Deployment
Command and Control
Logistics
Field Operations
Mobilization and Demobilization
Comments:
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_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Identify the areas where EMAC worked well:
Identify which EMAC resource needs improvement (check all that apply):
EMAC Education
EMAC Training
Electronic REQ‐A forms
Resource Typing
Resource Descriptions
Broadcast Notifications
Website
Comments:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
As a responder, was there any part of EMAC that did not work, or needs improvement? If so, what changes
would you make to meet your needs?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Please provide any additional comments that should be considered in the After Action Review process
(use attachments if necessary):
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Cal OES Only: Form received on: ________ Form reviewed on: __________ Reviewed By: _________
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RESOURCE REQUEST FORM
Priority: Critical/Life Safety Urgent Routine
STEP ONE: Section below to be filled out by the requesting agency/dept.
Resource Requested:
Resource Requested by:
Agency/Dept:
Phone of Requestor:
Duration Needed:
Staging/Delivery Location:
Delivery Contact:
Latest Acceptable Delivery:
(Date / Time)
Purpose / Use:
Suggested Source(s):
Form Prepared By: EOC Position:
Approval by Section
Coordinator:
Signature:
Filled By Operations?
Yes No
Send to Logistics?
Yes No
STEP TWO: Section below to be filled out by supplying agency/dept. or Logistics
Resource Ordered From:
Vendor/Agency Address:
Vendor/Agency Contact
Person:
Phone:
Date Ordered:
Time Ordered:
Estimated Date/Time of
Arrival:
Inv/Resource
Order #:
Comments:
Initialed By Operations:
Logistics:
Finance:
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PROCUREMENT TRACKING FORM
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By: Delivered to Whom:
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By: Delivered to Whom:
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By: Delivered to Whom:
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By: Delivered to Whom:
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By: Delivered to Whom:
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By: Delivered to Whom:
Date: P.O. # Vendor
Time: ITEM DESCRIBED Qty: Est. Cost:
Delivery Location:
Procured By:
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EMERGENCY PROCUREMENT REQUEST FORM
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REQUEST FOR PUBLIC ASSISTANCE
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DESIGNATION OF APPLICANT’S AGENT RESOLUTION (CAL OES 130)
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PROJECT ASSURANCES FOR FEDERAL ASSISTANCE
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PROJECT WORKSHEET
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CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022 PART TWO – EOC POSITIONAL CHECKLISTS – SUPPORT DOCUMENTATION 363 RENTED EQUIPMENT SUMMARY RECORD Resolution No. 2022-____ Page 373404
CITY OF MOORPARK EMERGENCY OPERATIONS PLAN ‐ 2022 PART TWO – EOC POSITIONAL CHECKLISTS – SUPPORT DOCUMENTATION 364 CONTRACT WORK SUMMARY Resolution No. 2022-____ Page 374405
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APPENDICES
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APPENDIX A – EOC NOTIFICATION LIST
Key: Department Heads (Exempt)
Management Staff (Exempt)
Competitive Service Staff (Non-Exempt)
Contract Staff (Fee for Service)
* An asterisk (*) Indicates Field Work may be Priority Assignment
Cooperating Agency Staff (NGOs, other agencies)
CITY OF MOORPARK EOC STAFF NOTIFICATION LIST
(Revised June 2021)
Assignment Title, Name Phone Number
(cell), (home), (work)
MANAGEMENT
EOC Director
Primary: City Manager, Troy Brown 805‐517‐6212
Alternate: Assistant City Manager, PJ Gagajena 805‐517‐6213
Alternate: City Engineer / Public Works Director, Daniel
Kim 805‐517‐6255
PIO
Primary: Assist. to the City Manager, Brian Chong 805‐517‐6247
Alternate: Victoria Peterson, Recreation Supervisor 805‐517‐6306
Alternate: Igor Leontiy, Office Assistant I 805‐517‐6294
EOC
Coordinator /
Liaison Officer
Primary: Program Manager, (Finance), Mack Douglass 805‐517‐6241
Alternate: Assistant City Manager, PJ Gagajena 805‐517‐6213
Safety Officer
Primary: Assistant City Manager, PJ Gagajena 805‐517‐6213
Alternate: Parks and Rec. Dir.*, Jeremy Laurentowski 805‐517‐6385
City Bldg Official * Charles Abbott Assoc., Renee Meriaux 805‐517‐6275 (desk)
Deputy Building Official, Dan Schultz
Contract Inspectors CAA
805‐517‐6276
949‐632‐2289 (cell)
Security Officer
Primary: Police Captain, Victor Fazio 805‐654‐2311 (24/7)
805‐532‐2705 (desk)
Alternate: Police Sergeant, Ron Chips 805‐654‐2311 (24/7)
805‐532‐2717 (desk)
Alternate: Senior Deputy, Rebecca Purnell 805‐654‐2311 (24/7)
805‐532‐2707 (desk)
Legal Advisor Primary: City Attorney, Richards, Watson & Gershon 213‐626‐8484
Alternate: Assist. City Atty, Richards, Watson & Gershon 213‐626‐8484
Scribes
Primary: City Clerk, Ky Spangler 805‐517‐6223
Alternate: Admin. Specialist (CMO), Valorie Flores 805‐517‐6221
Alternate: Deputy City Clerk, Blanca Garza 805‐517‐6245
OPERATIONS SECTION
OPS. Section
Coordinator
Primary: City Engineer/PW Dir., Daniel Kim 805‐517‐6255
Alternate: Parks and Rec. Dir.*, Jeremy Laurentowski 805‐517‐6385
Alternate: Public Works Supervisor *, Leonard Mendez 805‐517‐6286
Alternate: Public Works Manager, Shaun Kroes 805‐517‐6257
Fire/Med/Hlth
Branch Primary: Fire Rep., Battalion Chief, Jeff Shea 805‐578‐2053 (24/7)
Police Branch Primary: Police Captain, Victor Fazio 805‐654‐2311 (24/7)
805‐532‐2705 (desk)
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Alternate: Police Sergeant, Brian Sliva 805‐654‐2311 (24/7)
805‐517‐2717 (desk)
Alternate: Senior Deputy, Rebecca Purnell 805‐654‐2311 (24/7)
805‐517‐2707 (desk)
Care & Shltr.
Branch
Primary: American Red Cross Representative 805‐339‐2234 (wk)
800‐540‐2000 (24/7)
Alternate: Active Adult Center Supervisor (Seniors)
Wendy Hibner 805‐517‐6260
Alternate: Recreation Services Manager (Child Care)
Stephanie Anderson 805‐517‐6302
Pub. Wks.
Branch
Primary: Public Works Supervisor *, Leonard Mendez 805‐517‐6362
Alternate: Public Works Manager, Shaun Kroes 805‐517‐6248 and 257
Bld. & Safety
Branch
Primary: CAA Corporate Office 805‐866‐530‐4980
949‐367‐2852 (fax)
Alternate: City Building Official *
CAA
805‐517‐6275 (desk)
949‐632‐2289 (cell)
Alternate: Building Inspector *
Contract Inspectors CAA 949‐632‐2289 (cell)
Alternate: Permit Technician 805‐620‐2750 (cell)
Alternate: Deputy Community Development Director
Douglas Spondello 805‐517‐6281
OPS ‐ Field
Staff
Primary: Public Works Supervisor*, Leonard Mendez 805‐517‐6362
Alternate: Landscape/Parks Maintenance,
Superintendents*
Leland Baxter
Robert Valery
805‐517‐6283 and 360
Scribe Administrative Specialist (PW/CDD), Kat Valencia 805‐517‐6256
PLANNING SECTION
PLANS Section
Coordinator
Primary: Community Development Director,
Carlene Saxton 805‐517‐6281
Alternate: Deputy Community Development Director
Douglas Spondello 805‐517‐6251
Sit. Status Unit
Primary: Deputy Community Development Director
Douglas Spondello 805‐517‐6251
Alternate: Program Manager (Housing), Tamar Gantt 805‐517‐6228
Alternate: Principal Planner
Shanna Farley‐Judkins 805‐517‐6236
Alternate: Econ. Dev. Mgt. Analyst, John Bandek 805‐517‐6253
Alternate: Administrative Specialist (PW/CDD)
Kat Valencia 805‐517‐6256
Doc. Unit
Primary: Administrative Assistant II (CMO)
Cindy Uthus Vacant
Alternate: Admin. Assistant (PW),Michelle Woomer 805‐517‐6280
Alternate: City Clerk, Ky Spangler 805‐517‐6223
Alternate: Deputy City Clerk, Blanca Garza 805‐517‐6245
Adv. Planning
Unit
Primary: Principal Planner, Shanna Farley‐Judkins 805‐517‐6236
Alternate: Assistant Planner, Phil Neumann 805‐517‐6230
Recovery Unit Primary: Principal Planner, Shanna Farley‐Judkins 805‐517‐6236
Alternate: Sr. Management Analyst (PRCS), Chris Ball 805‐517‐6217
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GIS Unit Primary: Sr Info Sys Adm., Chris Thompson 805‐517‐6248
Alternate: Nobel Systems (contract GIS provider) 909‐890‐5611
Demob. Unit Primary: Program Manager (Finance), Mack Douglass 805‐517‐6241
LOGISTICS SECTION
LOGISTICS
Sect. Coord.
Primary: Parks and Rec Dir*, Jeremy Laurentowski 805‐517‐6385
Alternate: Assistant City Manager, PJ Gagajena 805‐517‐6213
Alternate: Assist to the City Manager, Brian Chong 805‐517‐6247
Scribes Administrative Assistant II (PRCS), Kim Sexton 805‐517‐6227
Administrative Assistant II (CDD), Kathy Priestly 805‐517‐6243
Info Sys. Primary: Sr Info Sys Adm., Chris Thompson 805‐517‐6248
Alternate: Info Sys Technician, Andres Pena 805‐517‐6246
Transp. Unit Primary: Public Works Manager, Shaun Kroes 805‐517‐6257 and 248
Personnel Unit
Primary: Human Resources Manager, Arlene Balmadrid 805‐517‐6238
Alternate: Administrative Assistant II (CMO)
Cindy Uthus 805‐517‐6280
Alternate: Program Manager (Finance), Mack Douglass 805‐517‐6241
Procurement/
Purchasing
Unit
Purchasing Analyst, Elizabeth Smith 805‐517‐6219
Alternate: Sr. Account Technician II, Daisy Amezcua 805‐517‐6218
Alternate: Accountant II, Charan Bhamber 805‐517‐6242
Alternate: Account Technician II, Teresa Ruiz 805‐517‐6229
Facilities Unit
Primary: Parks and Facilities Supervisors*
Leland Baxter
Robert Valery
805‐517‐6283 and 360
805‐990‐2885 CELL 805‐990‐4055 CELL
Alternate: Facilities Technician *, Todd Henderson 805‐517‐6378
805‐990‐9318 CELL
FINANCE SECTION
FINANCE Sect.
Coord.
Primary: Finance Director, Vivien Avella 805‐517‐6249
Alternate: Accountant II, Charan Bhamber 805‐517‐6242
Cost Recovery
Unit
Primary: Accountant II, Charan Bhamber 805‐517‐6242
Alternate: Sr. Account Technician II, Daisy Amezcua 805‐517‐6220
Alternate: Program Manager (Finance), Mack Douglass 805‐517‐6241
Alternate: Community Services Mgr, Jessica Sandifer 805‐517‐6225
Alternate: Public Works Manager, Shaun Kroes 805‐517‐6257
Alternate: Office Assistant, Igor Leontiy 805‐517‐6249
Time Keeping
Unit
Primary: Senior Account Technician II, Daisy Amezcua 805‐517‐6220
Alternate: Account Technician II, Teresa Ruiz 805‐517‐6218
Alternate: Human Resources Manager, Arlene Balmadrid 805‐517‐6238
Comp. Claims Primary: Human Resources Manager, Arlene Balmadrid 805‐517‐6238
Alternate: City Clerk, Ky Spangler 805‐517‐6223
Cost Analysis
Unit Finance Director, Vivien Avella 805‐517‐6249
Scribes Administrative Assistant II (CMO), Cindy Uthus 805‐517‐6280
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APPENDIX B – OTHER ESSENTIAL CONTACTS
EOC ESSENTIAL CONTACTS (OTHER AGENCIES)
NAME/ORGANIZATION
EMAIL CONTACT
FUNCTION
PHONE NUMBERS
COUNTY (If County EOC is operational, call Sheriff’s OES)
Air Pollution Control District
laki@vcapcd.org
keith@vcapcd.org
Monitoring
Compliance
805‐303‐4016
805‐303‐3701
Airports
Camarillo Municipal Airport
Acting Director of Airports,
Dave Nafie
Airport Operations Officer (24 hr.)
Dave.nafie@ventura.org
805‐388‐4201
805‐947‐6803 (24 hr.)
Animal Services Donna.Gillesby@ventura.org
Brian.Bray@ventura.org Animal Services 805‐383‐4788 (w)
805‐388‐4341 (24 hr)
Building & Safety
Ruben Barrera
(M Becerra is Asst.)
Ruben.Barrera@ventura.org
Marie.Becerra@ventura.org
Building & Safety
Operational Area
Contact
805‐654‐2787 (w)
805‐603‐5013 (c)
805‐654‐2795
Fire Department (Fire Chief) Fire and Hazardous
Materials
805‐389‐9710 (w)
9‐1‐1 (24 hr)
Medical Examiner/Coroner Fatality Management 805‐641‐4400 (w)
805‐890‐0988 (24 hr)
Public Health EMS
Steve Carroll
Chris Rosa
Steve.carroll@ventura.org
Chris.rosa@ventura.org
Emergency Medical
Services Contact
805‐981‐5305 (w)
805‐207‐9325 (c) SC
805‐617‐5365 CR
Public Works
Jeff Pratt, Director
Phil Raba, Health / Safety Officer
Jeff.Pratt@ventura.org
Phil.Raba@ventura.org
Public Works
Operational Area
Contacts
24‐hour Duty Officer
(805) 535‐8030
805‐654‐7073 (w) JP
805‐654‐4074 (w) PR
805‐320‐6050 (c) JP
805‐701‐5619 (c) PR
Sheriff’s Office of Emergency
Services
Patrick Maynard, Director
Patrick.maynard@ventura.org
Operational Area
Contact
805‐654‐3843 (w)
805‐947‐8068 (c) PM
805‐947‐8210 (24 hr)
Duty Officer
Watershed Protection District –
Bruce Rindahl
Bruce.rindahl@ventura.org
Flood Control
Operational Area
Contact
805‐672‐2106
Ventura County Waterworks No. 1 Water and Sewer 805‐378‐30000
Ventura County Office of Education
Risk Manager, Pamela Heron
pheron@vcoe.org
805‐383‐1916
OTHER PARTNER AGENCIES IN VENTURA COUNTY
American Red Cross of Ventura
County
Daniel Maguire, Dis. Prgm. Mgr.
Scott O’Connell, Reg. Dis. Officer
Daniel.maguire@redcross.org
Scott.oconnell@redcross.org
Shelter Facilities
Contact
Red Cross Duty Officer
(24 Hour)
424‐425‐5953 (c) DM
805‐754‐8447 (c) SO
805‐603‐3316
Los Robles Regional Medical Ctr Hospital Contact 497‐2727 805‐497‐2727
Moorpark Family Medical Clinic John Ippolito, M.D. 523‐5400
Cumulus Broadcasting KHAY, KVEN,
KBBY, KVYB, (EAS LP1) Mgr 805‐642‐8595 (w)
805‐644‐5429 (24 hr)
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EOC ESSENTIAL CONTACTS (OTHER AGENCIES)
NAME/ORGANIZATION
EMAIL CONTACT
FUNCTION
PHONE NUMBERS
Equilon (Shell Pipeline) Pipeline Problem 800‐367‐7752
Interface/2‐1‐1,
Child and Family Services Child and Family
Services 805‐485‐6114 X612
Metrolink, Operations Operations Mgr 909‐392‐8613 (w)
909‐593‐0661 Dispatch
Metrolink, Operations Security Coordinator 909‐392‐8398 (w)
909‐593‐0661 Dispatch
Moorpark Unified School District MUSD Shelters 805‐378‐6300
Moorpark College Moorpark College 805‐378‐1407
Salvation Army Care and Shelter 805‐659‐3598
Sempra Utilities, The Gas Company
Public Affairs Manager Vta Cnty
Maria Ventura
mventura@semprautilities.com
Gas Utility 805‐681‐7983
323‐627‐5161 (c)
800‐427‐2200
Southern California Edison –
Gov. Affairs Rep. Rudy Gonzales
Rudolph.Gonzales@sce.com
Electric Utility
(800) 611‐1911
SCE Cust. Service
805‐497‐5616
805‐402‐4403 (c)
Union Pacific Railroad
Lupe Valdez – Community Contact
lcvaldez@up.com
Response Mgmt Center 888‐877‐7267
562‐566‐4612 LV
United Way Ventura County Social Services 805‐485‐6288
Voluntary Organizations Active in
Disasters (VOAD) Chair, Maggie Tougas Federico 805‐415‐0020 805‐415‐0020
STATE
Cal OES, Southern Region Emergency Services
Coordinator
805‐474‐3035 (w)
916‐845‐8911 (24 hr)
State Warning Center Haz Mat. Spill Reporting 800‐852‐7550
CHP, Ventura‐Area 765 On Highway Incidents 805‐477‐4100 (w)
805‐477‐4174 (24 hr)
Transportation Department
(CalTrans) Maintenance Area
Supervisor
805‐389‐1565 (w)
323‐259‐2354 (24 hr)
FEDERAL
FBI, Operations & Communication
Center‐LA Watch Commander 310‐996‐3622
310‐996‐3372
FBI, Ventura Resident Agency 805‐642‐3995
310‐996‐3372
NWS/NOAA Los Angeles/Oxnard
https://www.weather.gov/lox/ Meteorologist 805‐988‐6623
NWS/NOAA Los Angeles/Oxnard Meteorologist in Charge 805‐988‐6615 X222
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