CITY OF AMERICAN CANYON
AMERICAN CANYON FIRE PROTECTION DISTRICT
EMERGENCY OPERATIONS PLAN 2009
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LETTER OF PROMULGATION
Approval Date: 11/17/2009
To: Officials, Employees and Citizens of American Canyon
The preservation of life, property and the environment is an inherent responsibility of local, state, and federal government. The City of American Canyon has prepared this emergency operations plan to ensure the most effective and economical allocation of resources for protection of people and property in time of an emergency.
While no plan can completely prevent death and destruction, good plans carried out by knowledgeable and well-trained personnel can and will minimize losses. This plan establishes the 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 National Incident Management System (NIMS).
The objective of this plan is to incorporate and coordinate all the facilities and personnel of the City into an efficient organization capable of responding effectively to any emergency.
This emergency operations plan is an extension of the State Emergency Plan. It will be reviewed and exercised periodically and revised as necessary to meet changing conditions.
The American Canyon City Council gives its full support to this plan and urges all officials, employees and the citizens, individually and collectively, to do their share in the total emergency effort of American Canyon.
This letter promulgates the American Canyon Emergency Operations Plan, constitutes the adoption of the American Canyon Emergency Operations Plan and the adoption of the National Incident Management System by the City of American Canyon. This emergency operations plan becomes effective on approval by the American Canyon City Council, superseding any previously adopted plan.
Leon Garcia, Mayor American Canyon City Council
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American Canyon Emergency Operations Plan Table of Contents
LETTER OF PROMULGATION ...... 2 SECTION I ...... 10 GENERAL INFORMATION ...... 10 FOREWORD ...... 11 AUTHORITIES AND REFERENCES ...... 12 FEDERAL ...... 12 STATE ...... 13 COUNTY ...... 13 LOCAL ...... 13 AMERICAN CANYON EMERGENCY MANAGEMENT ORGANIZATION ...... 14 CONTINUITY OF GOVERNMENT ...... 16 AMERICAN CANYON LINES OF SUCCESSION ...... 18 PUBLIC AWARENESS AND EDUCATION ...... 19 EMERGENCY OPERATIONS PLAN MANAGEMENT ...... 19 EOP MODIFICATION ...... 20 EMERGENCY OPERATIONS PLAN DISTRIBUTION ...... 20 TRAINING AND EXERCISING ...... 20 OVERALL CONCEPT OF OPERATIONS ...... 21 INITIAL RESPONSE ...... 22 EXTENDED RESPONSE ...... 23 RECOVERY PHASE ...... 23 MITIGATION PHASE ...... 24 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) ...... 24 COMPONENTS ...... 25 MUTUAL AID SYSTEM ...... 26 DISCIPLINE-SPECIFIC/MUTUAL AID ...... 27 VOLUNTEERS...... 27 COORDINATION OF REQUESTS ...... 27 MUTUAL AID AGREEMENTS ...... 28 MULTI-AGENCY/INTER-AGENCY COORDINATION ...... 28 NIMS FUNCTIONS ...... 28 COORDINATION WITH OTHER LEVELS OF GOVERNMENT ...... 30 GENERAL FLOW OF REQUESTS AND RESOURCES CHART ...... 30 HAZARD ANALYSIS ...... 31 NAPA COUNTY MAP ...... 33 OES COASTAL REGION MAP...... 34 AMERICAN CANYON HIGHWAY & STREET MAP...... 35 Hazards and Threats ...... 36 EXPECTED DAMAGE ...... 37 FLOODS ...... 44
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DAM FAILURE ...... 44 WILDLAND FIRES ...... 47 LANDSLIDES ...... 47 EXTREME WEATHER/STORM EMERGENCIES ...... 47 HAZARDOUS MATERIALS ...... 50 CIVIL DISTURBANCE ...... 52 TERRORISM ...... 53 TSUNAMIS AND SEICHES ...... 53 SECTION II ...... 56 INITIAL RESPONSE ...... 56 OPERATIONS ...... 56 CONCEPT OF OPERATIONS ...... 57 ACTIVATION AUTHORITY ...... 57 IMPLEMENTATION ...... 58 INCIDENT COMMAND SYSTEM (ICS ...... 58 INCIDENT COMMAND SYSTEM ORGANIZATIONAL CHART ...... 60 UNIFIED COMMAND ...... 61 INCIDENT ACTION PLANS ...... 62 ICS POSITION DESCRIPTIONS AND RESPONSIBILITIES ...... 63 INCIDENT COMMANDER: ...... 63 PUBLIC INFORMATION OFFICER: ...... 63 SAFETY OFFICER: ...... 64 LIAISON OFFICER: ...... 64 AGENCY REPRESENTATIVES: ...... 64 OPERATIONS SECTION ...... 65 SECTION CHIEF: ...... 65 OPERATIONS BRANCH DIRECTOR: ...... 65 DIVISION/GROUP SUPERVISORS: ...... 66 PLANNING / INTELLIGENCE SECTION ...... 67 PLANNING/INTELLIGENCE SECTION CHIEF: ...... 67 RESOURCES UNIT: ...... 67 SITUATION UNIT: ...... 68 DOCUMENTATION UNIT: ...... 68 DEMOBILIZATION UNIT: ...... 68 TECHNICAL SPECIALISTS: ...... 69 LOGISTICS SECTION ...... 69 SERVICE BRANCH DIRECTOR: ...... 70 COMMUNICATIONS UNIT: ...... 70 MEDICAL UNIT: ...... 71 FOOD UNIT: ...... 71 SUPPORT BRANCH DIRECTOR: ...... 71 SUPPLY UNIT: ...... 72 FACILITIES UNIT: ...... 72 GROUND SUPPORT UNIT: ...... 72 FINANCE I ADMINISTRATION SECTION ...... 73 FINANCE/ADMINISTRATION: ...... 73
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TIME UNIT: ...... 73 PROCUREMENT UNIT: ...... 73 COMPENSATION/CLAIMS: ...... 74 COST UNIT: ...... 74 FIELD RESPONSE ...... 76 COORDINATION WITH AMERICAN CANYON EOC ...... 77 POTENTIAL EMERGENCY/DISASTER PREPARATION CHECKLIST (ALL DEPARTMENTS) ...... 78 AMERICAN CANYON FIRST RESPONDERS ...... 79 GENERAL RESPONSE CHECKLIST ...... 79 UPON NOTIFICATION TO RESPOND TO THE INCIDENT: ...... 79 AMERICAN CANYON PUBLIC SAFETY FACILITY ...... 80 EARTHQUAKES CHECKLIST ...... 80 FIRE OPERATIONS CHECKLIST ...... 81 TRANSPORTATION EMERGENCIES CHECKLIST ...... 82 DAM FAILURE CHECKLIST ...... 86 HAZARDOUS MATERIALS CHECKLIST...... 87 EARTHQUAKES CHECKLIST ...... 88 FLOODS CHECKLIST ...... 89 WILDLAND FIRES CHECKLIST ...... 90 LANDSLIDES CHECKLIST ...... 91 EXTREME WEATHER/STORMS CHECKLIST ...... 92 TERRORISM CHECKLIST ...... 93 POLICE DEPARTMENT CHECKLIST...... 94 INCREASED READINESS CHECKLIST ...... 94 GENERAL RESPONSE CHECKLIST ...... 95 CORONER OPERATIONS CHECKLIST ...... 96 TRANSPORTATION EMERGENCIES CHECKLIST ...... 97 DAM FAILURE CHECKLIST ...... 100 HAZARDOUS MATERIALS CHECKLIST...... 101 EARTHQUAKES CHECKLIST ...... 102 FLOODS CHECKLIST ...... 104 LANDSLIDES CHECKLIST ...... 105 EXTREME WEATHER/STORM CHECKLIST ...... 106 CIVIL DISTURBANCES CHECKLIST ...... 107 TERRORISM CHECKLIST ...... 108 PUBLIC WORKS DEPARTMENT CHECKLIST ...... 109 GENERAL RESPONSE CHECKLIST ...... 110 DAM FAILURE CHECKLIST ...... 111 EARTHQUAKES CHECKLIST ...... 112 FLOODS CHECKLIST ...... 114 LANDSLIDES CHECKLIST ...... 115 AMERICAN CANYON PUBLIC WORKS DEPARTMENT ...... 116 EXTREME WEATHER/STORMS CHECKLIST ...... 116 SECTION III ...... 117 EXTENDED OPERATIONS ...... 117 EMERGENCY OPERATIONS CENTER ...... 118 PRIMARY AND ALTERNATE LOCATIONS ...... 119 Primary EOC Diagram 911 Donaldson ...... 119 Alternate EOC Diagram 4381 Broadway ...... 120 ACTIVATION POLICY ...... 121
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ACTION PLANNING ...... 123 RESPONSE INFORMATION ...... 125 COORDINATION WITH FIELD RESPONSE LEVEL ...... 125 COORDINATION WITH AMERICAN CANYON DEPARTMENTAL OPERATIONS CENTERS ...... 126 COORDINATION WITH OPERATIONAL AREA EOC ...... 126 COORDINATION WITH SPECIAL DISTRICTS...... 126 COORDINATION WITH PRIVATE AND VOLUNTEER AGENCIES ...... 126 COORDINATION WITH THE COASTAL REGION EMERGENCY OPERATIONS CENTER ...... 127 DAMAGE ASSESSMENT AND SITUATION REPORTING ...... 127 PUBLIC INFORMATION ...... 129 EMERGENCY DECLARATIONS ...... 129 EOC SEMS FUNCTIONS ...... 131 SECTION IV ...... 132 RECOVERY OPERATIONS ...... 132 SHORT-TERM RECOVERY ...... 134 LONG-TERM RECOVERY ...... 134 RECOVERY OPERATIONS ORGANIZATION ...... 135 RECOVERY OPERATIONS RESPONSIBILITIES ...... 136 RECOVERY DAMAGE/ASSESSMENT ...... 137 DISASTER ASSISTANCE PROGRAMS ...... 140 INTRODUCTION ...... 140 LOCAL EMERGENCY DECLARATION ...... 141 STATE OF EMERGENCY PROCLAMATION...... 141 PRESIDENTIAL DECLARATION: ...... 141 PUBLIC ASSISTANCE PROGRAM RESPONSIBILITIES...... 142 FEDERAL PUBLIC ASSISTANCE PROGRAM ...... 142 Authorities and Required Declarations ...... 142 Eligible Applicants ...... 142 Eligible Work Projects ...... 143 PERMANENT RESTORATION ...... 143 ELIGIBLE WAGE COSTS INCLUDE: ...... 144 ELIGIBLE EQUIPMENT COSTS INCLUDE ...... 144 CONSUMABLE SUPPLIES AND MATERIALS: ...... 145 APPLYING FOR ASSISTANCE UNDER THE FEDERAL PUBLIC ASSISTANCE PROGRAM: ...... 145 DAMAGE SURVEY REPORT (PWS): ...... 145 WORK PROJECT FUNDING: ...... 146 STATE NATURAL DISASTER ASSISTANCE ACT (NDAA) PROGRAM ...... 147 AUTHORITIES AND REQUIRED DECLARATIONS: ...... 147 ELIGIBLE COST ...... 148 ELIGIBLE WAGES ...... 148 APPLYING FOR ASSISTANCE UNDER NDAA: ...... 148 DAMAGE SURVEY REPORTS (PWS):...... 149 WORK PROJECT FUNDING: ...... 149 COMPLETION DEADLINES: ...... 150 INDIVIDUAL ASSISTANCE PROGRAM RESPONSIBILITIES ...... 150 INDIVIDUAL ASSISTANCE PROGRAMS ...... 151 HAZARD MITIGATION GRANT PROGRAM RESPONSIBILITIES ...... 153 HAZARD MITIGATION GRANT PROGRAM ...... 153 ACTIVATION & DEACTIVATION CHECKLISTS ...... 155
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GENERIC CHECKLIST ...... 156 MANAGEMENT SECTION POSITION CHECKLISTS ...... 157 EOC DIRECTOR (IC) ...... 158 PUBLIC INFORMATION OFFICER ...... 161 LIAISON OFFICER (IF ACTIVATED) ...... 163 RESPONSIBILITIES OPERATIONAL PHASE ...... 163 AGENCY REPRESENTATIVES (IF THEY RESPOND TO THE EOC) ...... 165 SAFETY OFFICER (IF ACTIVATED) ...... 167 SECURITY OFFICER (IF ACTIVATED) ...... 168 FINANCE ADMINISTRATION POSITION CHECKLISTS ...... 169 FINANCE/ADMINISTRATION SECTION CHIEF ...... 170 COST/RECOVERY UNIT LEADER ...... 171 LOGISTICS SECTION POSITION CHECKLISTS ...... 173 LOGISTICS SECTION CHIEF ...... 174 OPERATIONS SECTION POSITION CHECKLISTS ...... 178 OPERATIONS SECTION CHIEF ...... 179 PLANNING/ INTELLEGENCE SECTION POSITION CHECKLISTS ...... 182 PLANNING INTELLIGENCE SECTION CHIEF ...... 183 SITUATION/STATUS UNIT LEADER ...... 185 DOCUMENTATION UNIT LEADER ...... 187 EVACUATION PLAN/INCIDENT ANALYSIS (SIZE-UP) ...... 188 COMMAND AND CONTROL ...... 189 PREPARATION TO MOVE EVACUEES...... 190 RETURN ...... 194 ADMINISTRATION ...... 195 PLAN REVIEW AND MAINTENANCE ...... 196 APPENDICES ...... 197 LETTER OF DISTRIBUTION ...... 198 RESOLUTIONS AND ORDINANCES...... 200 REQUEST TO THE GOVERNOR TO PROCLAIM A STATE OF EMERGENCY ...... 205 CONFIRMATION AND CONTINUANCE PROCLAMATION OF LOCAL EMERGENCY ...... 206 EXHIBIT “A” ...... 208 REQUEST TO THE GOVERNOR TO ...... 209 PROCLAIM A STATE OF EMERGENCY ...... 209 REQUEST TO THE GOVERNOR TO PROCLAIM A STATE OF EMERGENCY ...... 210 TERMINATION OF PROCLAMATION ...... 212 OF LOCAL EMERGENCY ...... 212 THE CITY OF AMERICAN CANYON CODE OF ORDINANCES ...... 213 PRESERVATION OF LOCAL GOVERNMENT ...... 218 CONTROL OF FOOD AND OTHER SOURCES ...... 219 GLOSSARY OF TERMS ...... 222 NAPA COUNTY TERRORIST RESPONSE ANNEX ...... 225 TERRORISM RESPONSE ANNEX ...... 226 ATTACHMENT A ...... 239
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TERRORISM: SEMS FUNCTIONS ...... 239 ATTACHMENT B ...... 241 COUNTY OF NAPA: LIKELIHOOD OF OCCURRENCE MATRIX ...... 241 ATTACHMENT C ...... 242 TERRORISM COMPONENT ...... 242 REFERENCES AND APPENDICES ...... 243 APPENDIX A - POTENTIAL TERRORISM RESPONSE ...... 244 APPENDIX B - TERRORIST RESPONSE ACTIONS ...... 246 APPEXDIX C - OA/JOC COMBINED ORGANIZATION ...... 247 PART OF APPENDIX C - FBI ORGANIZATION CHARTS ...... 248 PART OF APPENDIX C - FBI ORGANIZATION CHARTS ...... 249 APPENDIX D - THREAT ANALYSIS AND NOTIFICATION ...... 250 PART OF APPENDIX D - GENERAL NOTIFICATION PROCEDURES ...... 253 FORMS(ICS) ...... 258
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AMERICAN CANYON EMERGENCY OPERATIONS PLAN
SECTION I
General Information
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Section I General Information FOREWORD American Canyon‘s Emergency Operations Plan addresses the planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies in or affecting the City of American Canyon (American Canyon).
This Plan accomplishes the following:
Establishes the emergency management organization required to mitigate any significant emergency or disaster affecting American Canyon.
Identifies the policies, responsibilities and procedures required to protect the health and safety of the City of American Canyon, public and private property and the environmental effects of natural and technological emergencies and disasters.
Establishes the operational concepts and procedures associated with field response to emergencies, the American Canyon Emergency Operations Center (EOC) activities and the recovery process.
This Plan is designed to establish the framework for implementation of the National Incident Management System (NIMS) for the City of American Canyon, which is located within the Napa County Operational Area and the Governor‘s Office of Emergency Service‘s Mutual Aid Region II. The format of this plan follows the Agency/Department-Focused Format (Reference FEMA CPG101) which addresses emergency management strategies by describing each department or agency‘s tasks in a separate section. This Plan will be used in conjunction with the State Emergency Plan.
State Level operates the State Operations Center at OES Headquarters in Sacramento, and is responsible for coordinating resource requests and resolving priority issues at the Region Level. The State Operations Center also coordinates with the Federal Emergency Management Agency (FEMA) and other federal agencies implementing the Federal Response Plan. For more information, refer to the Emergency Services Act or Chapter 7, Division 1, Title 2 of the California Government Code. This document is operational in design. It serves a secondary use as a planning reference. Departments within American Canyon who have roles and responsibilities identified by this Plan are encouraged to develop departmental Emergency Operations Plans, detailing Standard Operating Guidelines (SOGs), and emergency response checklists based on the provisions of this Plan.
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This Plan is designed to guide the reader or user through each phase of an emergency: preparedness, response, recovery, and mitigation. It is divided into the following parts:
Section I—focuses on the preparedness phase which describes the structure of American Canyon‘s emergency management organization and its responsibilities; the operational concepts for multi-hazard emergency preparedness, response, recovery, and mitigation; and the role and responsibility of coordination at the American Canyon Emergency Operations Center (EOC).
Section II—focuses on initial emergency response. It is the initial operations guide. It is a series of hazard-specific checklists designed to provide field-level responders with the basic considerations and actions necessary for effective emergency response. It also provides field-level responders with the framework to implement NIMS.
Section III—addresses extended emergency operations (response), outlining the operational procedures for American Canyon‘s emergency management staff to conduct extended emergency response operations, usually coordinated through the American Canyon EOC. It also addresses the transition to the recovery phase and the framework to implement NIMS.
Section IV—addresses recovery and mitigation activities. It describes the procedures to coordinate recovery operations within American Canyon, procedures to mitigate future events and procedures for obtaining state and federal disaster assistance funds for damage restoration and mitigation projects.
AUTHORITIES AND REFERENCES
The following provides emergency authorities for conducting and/or supporting emergency operations:
FEDERAL Federal Civil Defense Act of 1950 (Public Law 920, as amended). Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1998 (Public Law 93-288, as amended). Army Corps of Engineers Flood Fighting (Public Law 84-99) Homeland Security Presidential Directive 5, March 2003
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Homeland Security presidential Directive 8, December 2003
STATE California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code). Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations) and (California Government Code §8607 et sec). Hazardous Materials Area Plan Regulations (Chapter 4 of Division 2 Title 19, Article 3, §2720-2728 of the California Code of Regulations) and (California Health and Safety Code, Division 20, Chapter 6.95, Section 25503.5) California Department of Water Resources Flood Control (California Water Code §128) Orders and Regulations which may be Selectively Promulgated by the Governor during a STATE OF EMERGENCY. Orders and Regulations which may be Selectively Promulgated by the Governor to take effect upon the existence of a State of War
COUNTY Napa County Code Sections 2.80.010-2.80.160 Emergency Services Council Resolution dated March 11, 1952 adopting the California Master Mutual Aid Agreement County of Napa Resolution 90-80, adopting Workers‘ Compensation Benefits for Disaster Service Workers adopted, June 8, 1988 Emergency Operations Plan (revised 2007), adopted January 23, 2001.
LOCAL
City of American Canyon Ordinance 97-13 codified in the American Canyon Municipal Code, Chapter 2.48.
City of American Canyon: Municipal Code, Chapter 2.48
City of American Canyon Resolution 94-58 as amended, adopting the General Plan.
City of American Canyon Volunteer Manual approved administratively October 1, 2009, adopting Workers‘ Compensation Benefits for Disaster Service Workers.
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AMERICAN CANYON EMERGENCY MANAGEMENT ORGANIZATION The City of American Canyon Emergency Management operation is designed to follow the National Incident Management System (NIMS).
The City Manager will direct the emergency management organization, serving as the EOC Director. The EOC Director is responsible for implementing the Emergency Operations Plan.
The American Canyon emergency organization is depicted on the chart on page 13. Within the emergency organization, departments and agencies have specified roles and responsibilities for certain functions.
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American Canyon Emergency Operations Center Organization Chart
Director of Emergency Services
Liaison Officer EOC Coordinator/Assistant
Safety Officer Public Information Officer
Legal Officer Area Rep to County EOC
Operations Planning Section Logistics Section Finance/Admin Section
Fire Service Situation Unit Communications Personnel Unit Leader Branch Director Leader Unit Leader
Compensation & Claims Fire Ops Unit Transportation Unit Leader Leader Unit Leader US&R Unit Leader Resource Unit Cost Unit Leader Haz-Mat Unit Leader Purchasing & Leader Supply Unit Law Enforcement Leader Branch Director Technical Specialist Facilities Unit Leader Law Enforcement Unit Leader Search & Rescue Demobilization Unit Leader Unit Leader Information Systems Unit Leader Public Works Branch Director Care & Shelter Unit Leader
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CONTINUITY OF GOVERNMENT
A major disaster could result in the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government.
Government at all levels is responsible for providing continuity of effective leadership and authority, direction of emergency operations and management of recovery operations. To this end, it is particularly essential that American Canyon continue to function as government entities. The California Government Code 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
Section 8638, Article 15, Chapter 7, Division 1, Title 2 of the California Government Code requires the appointment of up to three standby officers for each member of the governing body. This article also provides for the succession of officers who head departments responsible for maintaining law and order, or for furnishing public services relating to health and safety. Additionally, Article 15 outlines procedures to assure continued functioning of political subdivisions in the event the governing body, including standby officers, are unavailable to serve. The standby officers shall have the same authority and powers as the regular officers or department heads. The succession list for American Canyon is provided on Page 16.
Reconstitution of the Governing Body
Section 8635 et seq., Article 15, Chapter 7, Division 1, Title 2 of the California Government Code establishes a method for reconstituting the governing body.
The code authorizes that, should all members, including all standbys, be unavailable, temporary officers shall be appointed by the Chairman of the Board of Supervisors of Napa County or by the Chairman of the Board of Supervisors of any other county within 150 miles of American Canyon, beginning with the nearest and most populated county and going to the farthest and least populated. If they are unavailable, temporary officers shall be appointed by the mayor of any city within 150 miles of American Canyon, beginning with the nearest and most populated city and going to the farthest and least populated.
Section 8642 of Article 15 authorizes local governing bodies to convene as soon as possible whenever a state of emergency or local emergency exists and at a place not necessarily within the political subdivision. Under Article 15, the duties of a governing body during emergencies include ascertaining the damage to the jurisdiction and its personnel and property, reconstituting itself and any subdivisions, and performing functions in preserving law and order and furnishing
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local services.
The primary seat of city government is located at 4381 Broadway, and the temporary seats of city government are as follows:
1st Alternate: Public Safety Facility, 911 Donaldson Way East
2nd Alternate: Community Center, 2185 Elliott Drive
3rd Alternate: Corporation Yard, 205 Wetlands Edge Road
Protection of Permanent Records-
In the City of American Canyon, the City Clerk is responsible for the preservation and protection of Permanent (Vital) records. Each department within the City will identify, maintain, and protect its Permanent records. Permanent records are defined as those records essential to the rights and interests of individuals, governments, corporations and other entities, including Permanent statistics, land and tax records, license registers, articles of incorporation, and historical information. Permanent records also include those records essential for emergency response and recovery operations, including utility system maps, emergency supply and equipment locations, emergency operations plans and procedures, and personnel rosters.
These Permanent records will be essential to the re-establishment of normal American Canyon government functions, serving to protect the rights and interests of government. These rights and interests may include the constitutions, charters, statutes, ordinances, court records, official proceedings and financial records of American Canyon.
Permanent (vital) records of the City of American Canyon are routinely stored at City Hall. The City Clerk scans resolutions, ordinances, minutes and the agenda packets of the City Council as well as agreements of the City into the City‘s document management system. Records that are inactive but have not exceeded the City‘s retention period are either stored at City Hall or inside a private contractors vault located in Oakland, Ca. This vault can withstand and explosive blast, a fire and any water penetration.
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American Canyon Lines of Succession
FUNCTION/DEPARTMENT TITLE/POSTION
1. Fire Chief City Manager 2. Police Chief 3. Public Works Director
1. Police Sergeant City Police Chief 2. Police Sergeant 3. Highest Ranking Deputy
1. Assistant Fire Chief Fire Protection District Chief 2. Senior Fire Captain 3. Senior Firefighter
1. Public Works Superintendent 2. Senior Civil Engineer Public Works Director 3. Water Systems Manager 4. Wastewater Systems Manager
1. County Counsel City Attorney 2. State Attorney General
1. Finance Manager Finance Director 2. Accounting Technician 3. Accounting Assistant
1. Senior Planner Community Development Director 2. Building Official 3. Public Works Director
1. City Manager Human Resources Director 2. Human Resources Assistant
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Public Awareness and Education
The public‘s response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery. Public awareness and education prior to an emergency or disaster will directly affect American Canyon‘s emergency operations and recovery efforts.
Napa County‘s Office of Emergency Services will make emergency preparedness information from local, state and federal sources available to American Canyon and other Operational Area member jurisdictions. Further, the Office will provide special emphasis on specific hazards on specified months throughout the calendar year, aiding in the disaster preparation and education of the communities within the Napa Operational Area. American Canyon will participate in these programs.
The following list depicts the specific hazards that will be emphasized throughout the calendar year:
February Glassy-winged Sharpshooter Awareness April Earthquake Preparedness May Hazard Mitigation June Wildfire Prevention August Landslide Awareness October Fire Prevention November Flood/Winter Storm Preparedness
Emergency Operations Plan Management
Emergency Operations Plan Modifications
American Canyon‘s Emergency Operations Plan will be reviewed annually and revised, if necessary, by the Fire District Chief with approval of the Emergency Council. The Plan may be modified as a result of post-incident analyses and/or post- exercise critiques. It may be modified if responsibilities, procedures, laws, rules or regulations pertaining to emergency management and operations change.
Those agencies having assigned responsibilities under this plan are obligated to inform the Fire Chief when changes occur or are imminent. Proposed changes will be submitted in writing to the Fire Chief. Changes will be published and distributed to all City departments.
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Every four years, the entire Emergency Operations Plan will be reviewed, updated, republished, and redistributed. Records of revision to this plan will be maintained by the City Clerk.
EOP Modification
Emergency Operations Plan Distribution
The American Canyon Emergency Operations Plan will be distributed to City Departments, Fire District, Operational Area Office of Emergency Services, support agencies, surrounding cities and the Coastal Region Office of Emergency Services. A Plan Distribution list can be found in the Appendix.
Training and Exercising Training Napa County‘s Office of Emergency Services (OES) will inform American Canyon of training opportunities associated with emergency management. Individual City Departments will be responsible for maintaining training records and each department with responsibilities under this plan must ensure that their personnel are properly trained to carry out these responsibilities and provide training logs to the HR department.
The Fire Chief will determine the appropriate level(s) of NIMS instruction for each member of the American Canyon emergency organization, including field personnel. The determination will be based on individuals‘ potential assignments during emergency response.
The Fire Chief will ensure that all emergency response personnel can demonstrate and maintain, to the level deemed appropriate, the minimum NIMS performance objectives as contained in the Approved Course of Instruction (ACI) Syllabus referenced in the NIMS regulations.
Exercising Additionally, the Fire Chief will ensure that these objectives are met through the completion of materials from the ACI and incorporation of the objectives into exercises.
In the event the Governor‘s Office of Emergency Services asks for training documentation, files for District personnel will be maintained in the Fire Chief‘s office, files for City personnel will be maintained in the HR Director‘s office. The best method of training emergency responders is through exercises. Exercises allow emergency responders to become familiar with the procedures, facilities, equipment and systems that they will actually use in emergency situations. American Canyon Departments with response responsibilities under this Plan will conduct their own exercises.
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The County OES will conduct exercises on a regular basis to maintain readiness. Exercises should include as many Operational Area member jurisdictions as possible. American Canyon will participate in these exercises. American Canyon participants will document exercises by conducting a critique, and using the information obtained from the critique to revise the Emergency Operations Plan.
In the event the Governor Office of Emergency Services requests exercise supporting documentation, exercise performance and results will be reported on the NIMS report format found on RIMS.
OVERALL CONCEPT OF OPERATIONS
Emergency Phases
Emergency management activities during peacetime and national security emergencies are often associated with the four federal defined phases:
Preparedness Response Recovery Mitigation
Preparedness Phase
The preparedness phase involves activities that are undertaken in advance of an emergency or disaster. These activities develop operational capabilities and effective responses to a disaster. Preparedness activities fall into two basic areas: readiness and capability.
Readiness activities shape the framework and create the basis of knowledge necessary to complete a task or mission. Readiness activities might include:
Implementing hazard mitigation projects Developing hazard analyses Developing and maintaining emergency plans and procedures Conducting general and specialized training Conducting exercises Developing Mutual Aid agreements Improving emergency public education and warning systems
Capability activities involve the procurement of items or tools necessary to complete the task(s) or mission(s). Capability activities might include: Assessment of American Canyon‘s resources
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Comparison and analysis of anticipated resource requirements and available resources Identification of local sources to meet anticipated resource shortfalls
Standard Operating Guidelines The American Canyon departments who have responsibilities in this Plan will prepare Standard Operating Guidelines (SOGs) detailing personnel assignments, policies, notification rosters, and resource lists.
Emergency response personnel should be acquainted with these guidelines, and receive periodic training on the policies and procedures contained within the guidelines.
Examples of associated guidelines include but are not limited to: City of American Canyon Volunteer Manual. City of American Canyon Water System Emergency Response Napa County Hazardous Materials Area Plan
Initial Response American Canyon‘s initial response activities are primarily performed at the field response level. Emphasis is placed on minimizing the effects of the emergency or disaster.
Section II of this Plan, Initial Response Operations, provides hazard- specific guidance to the departments who are responsible for initial response operations in the City.
Examples of initial response activities include:
Making all necessary notifications, including City departments, personnel and the Operational Area EOC Disseminating warnings, emergency public information, and instructions to the citizens of American Canyon. Conducting evacuations and/or rescue operations. Caring for displaced persons and treating the injured. Conducting initial damage assessments and surveys. Restricting movement of traffic/people and unnecessary access to affected areas. Developing and implementing Initial Action Plans Assessing need for mutual aid assistance. Developing and implementing Initial Action Plans. Restoring water and wastewater treatment systems to basic operation. Clearing debris to allow basic traffic circulation flow.
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Extended Response American Canyon‘s extended response activities are primarily conducted in the Emergency Operations Center (EOC). Extended emergency operations involve the coordination and management of personnel and resources to mitigate an emergency and facilitate the transition to recovery operations.
Section III, Extended Operations, provides specific guidance for the conduct of extended operations, including those functions performed by the EOC staff. Examples of extended response activities include: Preparing detailed damage assessments Procuring required resources to sustain operations Documenting situation status Protecting, controlling, and allocating Permanent resources Restoring Permanent utility services Tracking resource allocation Conducting advance planning activities Documenting expenditures Developing and implementing Action Plans for extended operations Disseminating emergency public information Declaring a local emergency Coordinating with state and federal agencies working within the county
Recovery Phase
Recovery activities involve the restoration of services to the public and returning the affected area(s) to pre-emergency conditions. Recovery activities may be both short-term and long-term, ranging from restoration of essential utilities, such as water and power, to mitigation measures designed to prevent future occurrences of a given threat.
Section IV of this plan, Recovery Operations, describes in detail the roles and responsibilities of each level of government following a disaster. Section IV addresses the procedures for accessing federal and state programs available for individual, business, and public assistance following a disaster.
Examples of recovery activities include:
Restoring all utilities Conducting hazard mitigation analyses Identifying residual hazards Determining and recovering costs associated with response and recovery Applying for state and federal assistance programs
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Mitigation Phase
Mitigation efforts occur both before and after emergencies or disasters. Post- disaster mitigation is actually part of the recovery process. This includes eliminating or reducing the impact of hazards that exist within American Canyon. Mitigation efforts include:
Amending local ordinances and statutes, zoning ordinances, building codes, and other enforcement codes Initiating structural retrofitting measures Assessing tax levees or abatements Emphasizing public education and awareness Assessing and altering land use planning
National Incident Management System (NIMS)
Purpose The National Incident Management System (NIMS) is intended to standardize response to emergencies involving multiple jurisdictions or multiple agencies. NIMS are intended to be flexible and adaptable to the needs of all emergency responders in the Nation. NIMS requires emergency response agencies to use basic principles and components of emergency management, including the incident command system, multi-agency or inter-agency coordination, the operational area concept, and established mutual aid systems.
Incident Command System (ICS)
General The Incident Command System (ICS) is a nationally used, standardized, on- scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by agency or jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
Functions The five functions of the ICS organization are Command, Operations, Planning, Logistics, and Finance. Command is responsible for directing, ordering, and/or controlling resources by virtue of explicit legal, agency, or delegated authority. Operations are responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) in accordance with the Incident Action Plan. Planning is responsible for the collection,
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evaluation, documentation, and use of information about the development of the incident. Logistics is responsible for providing facilities, services, personnel, equipment, and tracking the status of resources and materials in support of the incident. Finance is responsible for all financial and cost analysis aspects of the incident, and/or any administrative aspects not handled by the other functions.
Principles The principles of ICS provide for the following kind of operations: single jurisdictional/agency involvement, single jurisdictional responsibility with multiple agency involvement, and multiple jurisdictional responsibilities with multiple agency involvement. The system‘s organizational structure adapts to any emergency or incident to which emergency response agencies would expect to respond. The system will be applicable and acceptable to all user agencies. The system is readily adaptable to new technology. The system expands in a rapid and logical manner from an initial response to a major incident and contracts just as rapidly as organizational needs or the situation decrease. The system has basic common components in organization, terminology and procedures.
Components
The components of ICS are:
Common terminology Modular organization Unified command structure Consolidated action plans Manageable span-of-control Pre-designated incident facilities Comprehensive resource management Integrated communications.
Common Terminology: Common terminology is the established common titles for organizational functions, resources, and facilities within ICS.
Modular Organization: Modular organization is the method by which the ICS organizational structure develops based upon the type and size of an incident. The organization‘s staff builds from the top down as the incident grows, with responsibility and performance placed initially with the Incident Commander. At all incidents there will be five functions: Management, Operations, Planning, Logistics and Finance. These may, as the incident grows, be organized and staffed into sections. Initially, the Incident Commander may be performing all five functions. Then, as the incident grows, each function may be established as a section with several units under each section.
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Unified Command: Unified Command structure 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, autonomy, responsibility or accountability.
Consolidated Action Plan: Consolidated Action Plans identify objectives and strategy determinations made by the Incident Commander for the incident based upon the requirements of the affected jurisdiction. In the case of Unified Command, the incident objectives must adequately reflect the policy and needs of all the jurisdictional agencies. The consolidated Action Plans for an incident documents the tactical and support activities required for the operational period.
Span-of-Control: Manageable span-of-control within ICS is a limitation on the number of emergency response personnel who can effectively be supervised or directed by an individual supervisor. The type of incident, the nature of the response or task, distance, and safety will influence the span-of- control range. The ordinary span-of-control range is between three and seven personnel.
Pre-designated Incident Facilities: The need for pre-designated incident facilitates is identified within ICS. The determination of the types and locations of facilities to be used will be based upon the requirements of the incident.
Resource Management: Comprehensive resource management is the identification, grouping, assignment and tracking of resources.
Integrated Communications: Integrated communications are managed through the use of a common communications plan and an incident-based communications center established for the use of tactical and support resources assigned to the incident.
Mutual Aid System
The foundation of California‘s emergency planning and response is a statewide mutual aid system, which 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 Master Mutual Aid Agreement, as referenced in the California Emergency Services Act. It created a formal process wherein each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever it is needed.
State government is obligated to provide available resources to assist local jurisdictions in emergencies. To facilitate the coordination and flow of mutual aid, the State has been divided into Operational Areas by county boundaries, six
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Mutual Aid Regions and three administrative Regions. American Canyon is located in the Napa County Operational Area, Mutual Aid Region II and the State OES Costal Region (REOC).
Discipline-Specific/Mutual Aid: The statewide system includes several discipline-specific mutual aid systems, such as, but not limited to, fire and rescue, law enforcement and emergency managers. The adoption of NIMS does not alter existing mutual aid systems.
To further facilitate the mutual aid process, particularly during day-today emergencies involving public safety agencies, Fire/Rescue and Law Enforcement Mutual Aid Coordinators have been selected and function at the operational area, regional and state levels.
Regional Disaster Medical Health Coordinators have been identified for each Mutual Aid Region to coordinate medical mutual aid during disasters.
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 NIMS level.
Volunteers: Volunteer and private agencies are part of the mutual aid system. The American Red Cross and Salvation Army are essential elements of response to meet the care and shelter needs of disaster victims. Private sector medical/health resources are an essential part of the medical response. Volunteer and private agencies mobilize volunteers and other resources through their own systems. These agencies may be represented at the American Canyon EOC, or at the Operational Area EOC, when activated.
Coordination of Requests: Incoming mutual aid resources may be received and processed at several types of facilities including marshaling areas, mobilization centers and incident facilities.
Marshaling areas are used for the complete assemblage of personnel and other resources prior to being sent directly to the disaster or incident site.
Mobilization centers are off-incident locations at which emergency response personnel and equipment are temporarily located pending assignment, release or reassignment.
Incident facilities include Incident Command Posts, staging areas, bases, and camps. Staging areas are temporary locations at an incident where personnel and equipment are kept while awaiting tactical assignments.
During a proclaimed emergency, the Napa County Operational Area will coordinate mutual aid requests between American Canyon and other jurisdictions within the Operational Area, and the State OES Coastal Regional Emergency
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Operations Center (REOC). Requests should specify, at a minimum:
Number and type of personnel needed, and/or Type and amount of equipment needed Reporting time and location Authority to whom resources should report Access routes into the affected area(s) Estimated duration of operations Risks and hazards
Mutual Aid Agreements: The following depicts the Mutual Aid agreements in which American Canyon is a participant:
California Master Mutual Aid Agreement Region II Fire and Rescue Operations Plan Region II Law Enforcement Mutual Aid Agreement Region II Public Works Mutual Aid Agreement Region II Medical Services Mutual Aid Agreement American Canyon Fire Protection District and the City of Vallejo Automatic Aid Agreement Fire Service South Napa County Mutual Aid Agreement Volunteer and Private Agencies Mutual Aid Agreement Napa Operational Area Mutual Agreement
Multi-Agency/Inter-Agency Coordination
The multi-agency or inter-agency coordination is the decision making system used by American Canyon and all member jurisdictions of the Napa County Operational Area. Multi-agency or inter-agency coordination involves agencies and disciplines incorporated at any level of the NIMS organization working together to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
NIMS Functions
There are five designated levels in the NIMS organization: field response, local government, operational area, regional, and state. Each level is activated as needed.
The field response level commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat.
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The local government level manages and coordinates the overall emergency response and recovery activities within its jurisdiction. The local government level includes cities, counties, and special districts.
The Operational Area level manages and/or coordinates information, resources, and priorities among local governments; and serves as the coordination and communication link between the local government level and the regional level.
The Operational Area includes all the jurisdictions and special districts within the County geographical area. The County of Napa is the lead agency for the Napa Operational Area.
The Regional level manages and coordinates information and resources among Operational Areas within the Mutual Aid Region designated and between the Operational Areas and the State level. This level, along with the State level, coordinates overall state agency support for emergency response activities.
The State level manages state resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional level and state level, and serves as the coordination and communication link with the Federal Government and the National Response Plan.
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Coordination with Other Levels of Government
The diagram below shows how American canyon will coordinate with other levels of government.
Information/Resource Flow
MUTUAL AID PROCESS:
GENERAL FLOW OF REQUESTS AND RESOURCES CHART
State State Agencies
Region State Agencies Other Regions
Unaffected Local Operational Governments Operational Areas in Areas Within the Unaffected in Region Operational Other Regions Area
Unaffected Local Local & State Governments Agencies in in Operational Opearational Area Area
Resource Requests
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HAZARD ANALYSIS
General American Canyon is in located in Napa County just to the north of the San Francisco Bay. It is also located in the Napa County Operation Area, the Governor‘s Office of Emergency Services Coastal Region and Mutual Aid Region II.
The City of American Canyon is 4 square miles and has a population of 16,031 as of Jan 2008. The City of American Canyon operates as a General Law City utilizing a City Council / City Manager form of Government. Fire and Rescue services are provided by the American Canyon Fire Protection District, a Subsidiary Special District of the City of American Canyon and the City Council acts as the Board of Directors ex-officio. The City of American Canyon through a contract with the Napa County Sheriffs Department provides Law Enforcement services. The City of American Canyon provides Water and Wastewater Services outside of the City Limits and is an integral part of the Napa County EOP for the Airport Industrial Area.
The City of American Canyon recognizes that the planning process must address each hazard that threatens the City.
Major Industries: Light industry, commercial businesses and tourism are the major local industries.
Highways, Roads, Airports: There are three major highways that affect American Canyon. Highway 29 runs through American Canyon and connects the other four incorporated cities in Napa County. Highway 29 also connects American Canyon with Vallejo in Solano County to the south. Highway 12 connects the southern third of the County to the 1-80 Corridor and the Central Valley on the east and connects Napa and Sonoma counties on the west. Highway 12 intersects Highway 29 two miles north of American Canyon. Highway 37, which connects Interstate 80 with Highway 101 is two miles south of American Canyon.
The California Northern Railroad line bisects American Canyon and the southern third of Napa County connecting to the Union Pacific main line at Cordelia and continuing north to Eureka. The Napa County Airport is located between the cities of Napa and American Canyon and serves as a multi-engine airline transition-training site for Japan Airlines and an executive-style airport with limited charter capability for both passengers and freight.
Hazard Impacts: American Canyon with its varying topography, mix of urban and rural areas, and rapidly growing permanent, transient and recreational population, is subject to a wide variety of various hazards and threats. There are
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three broad categories of hazards, which threaten natural, technological and domestic security. These are as follows:
Natural Hazards
Earthquakes Floods Wildland and interface fires Extreme weather/storm Landslides
Technological Hazards Dam failure (Summit Dam, Solano County) Hazardous material Transportation emergencies Train accident Major truck accident Airplane crash Damage to the North Bay Aqueduct Electrical power disruption or other process failures at water and wastewater treatment facilities.
Domestic Security Threats • Civil unrest; and • Terrorism.
Included in this section are a Napa County map on Page 31, a Governor‘s Office of Emergency Services Coastal Region map on page 32, and a City of American Canyon street map on page 33.
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Napa County Map
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OES COASTAL REGION MAP
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American Canyon Highway & Street Map
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Hazards and Threats
Earthquakes
General Situation: Located near or within American Canyon are several known active and potentially active earthquake faults, including the Rodgers Creek, West Napa (located West of SR29) and Green Valley (located East of SR29) faults. In the event of an earthquake, the location of the epicenter as well as the time of day and season of the year could have a profound effect on the number of deaths and casualties.
A moderate earthquake occurring in or near American Canyon could result in deaths, casualties, property and environmental damage, and disruption of normal government and community services and activities. The effects could be aggravated by collateral emergencies such as fires, flooding, hazardous material spills, utility disruptions, landslides, transportation emergencies and the possible failure of the dams near American Canyon.
The community needs would most likely exceed the response capability of the City‘s emergency management organization, requiring mutual assistance from volunteer and private agencies, the Operational Area, the Governor‘s Office of Emergency Services and the Federal emergency support functions.
In any earthquake, the primary consideration is saving lives. Time and effort must also be given to providing for peoples mental health by reuniting families, providing shelter to the displaced persons and restoring basic needs and services. A major effort will be needed to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public services and utilities and provide continuing care and temporary housing for affected citizens.
The West Napa Fault is the most serious known fault threatening American Canyon. Up to a Richter scale 7.0 magnitude quake is possible on this fault with the most likely large event being in the range of Modified Mercalli Scale 6.7. In a recent ABAG study released April 2000, the following impacts to Napa County were noted:
This scenario earthquake is for a magnitude 6.7 earthquake on the West Napa Fault in Napa County. An event along the West Napa Fault would cause the most severe damage in Napa County. Out of the total Bay Area uninhabitable units of 9,652, almost half (43%) would be in Napa County. San Francisco, Alameda, and Solano counties would share the majority of the rest of the damage. As is the case with previous events, the older housing stock in Alameda and San Francisco counties would experience the most damage. In the more recently urbanized counties of Napa and Solano, on the other hand, most of the damage would be experienced by mobile homes and one-to-three story wood-frame
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buildings.
Napa County is clearly the hardest hit county in both gross numbers and percentages. Over twice as many people from Napa County are expected to be displaced than in San Francisco, and over three times compared to Alameda County. Similarly, Napa County‘s peak shelter population is larger than Alameda and San Francisco counties combined. Over 40% of these events displaced and peak shelter populations are expected to be from Napa County.
―Within Napa County, 79% of the projected shelter population is a result of red- tagged dwelling units, and most (over 80% of the uninhabitable dwelling units) are either mobile homes or 1-3 story post-1939 multifamily buildings. These relationships alone are not enough to prove a correlation between uninhabitable mobile homes, multi-family dwelling units and the generation of shelter populations. However they do seem to suggest an association between certain housing types and the probability of going to a shelter in the event of a major earthquake.
After any earthquake there will be a loss of income. Individuals can lose wages due to businesses‘ inability to function because of damaged goods or facilities. Due to business losses, the County of Napa and the cities in the Napa Operational Area will lose revenue. Economic recovery from even a minor earthquake is critical to these communities.
The West Napa Fault begins under San Pablo Bay and travels north up the west side of the Napa Valley to the vicinity of Yountville. The Rodgers Creek fault is believed to be a northern continuation of the Hayward Fault. It begins under San Pablo Bay directly south of Napa County, travels toward Sears Point, under the hills to Sonoma Mountain then north to the vicinity of Windsor. The Green Valley Fault is a northern extension of the Concord Fault and cuts through the southeast side of Napa County. The ground shaking of a major earthquake on any one of these three faults would result in serious damage to the Napa communities. In addition, Napa County is in close proximity to several other major faults including the San Andreas, Hayward, Mayacamas and Mt. Diablo Faults. The combined probability of a major quake on one of these major faults exceeds 70% over the next thirty years.
Intense ground shaking can create the phenomenon of liquefaction, where the soil loses its shear strength. Unreinforced masonry buildings and mobile home not attached to their foundations are at greatest risk.
Expected Damage
Medical Facilities: There are four hospitals located within Napa County. Queen of the Valley is located in the City of Napa, St Helena Hospital is in Deer Park, Napa State Hospital (including a facility for the criminally insane) is located within the City of Napa and the State Veterans Home‘s Holderman Hospital is located in
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Yountville. Kaiser Permanente and Sutter Solano hospitals are located four miles to the south in Vallejo. Approximately half of the beds could be lost during a major earthquake due to the age and construction type of each of the hospitals. Smaller private medical facilities serve the public and augment the ability of hospitals to care for their client populations.
Communications: Telephone systems will be affected by system failure, overloads, loss of electrical power and possible failure of some alternate power systems. Immediately following an event, numerous failures will occur, compounded by system use overloads. This will likely disable up to 80% of the telephone system for one day. Radio systems are expected to operate at 40% effectiveness the first 12 hours following an earthquake, increase to 50% for the second 12 hours then begin to slowly decline to approximately 40% within 36 hours. Microwave systems will likely be 30% or less effective following a major earthquake.
Electrical Power: Transmission lines are vulnerable to many hazards, due to their length and remoteness of the lines. Damage to generation/substations may cause outages. Two major transmission lines and one substation are located in American Canyon. Damage to generation affects production. Earthquakes affect high voltage equipment most. Damage to substations affects delivery. Repairs to electrical equipment require physically clearing roadways, and movement of special equipment. Restoration of local electrical power will be coordinated with regional and local utility representatives. Up to 60% of the system load may be interrupted immediately following the initial earthquake shock wave. Much of the affected area may have service restored in days; however; a severely damaged area‘s underground distribution system may create longer service delays.
Natural Gas: Damage to natural gas facilities serving American Canyon will consist primarily of isolated breaks in major transmission lines. One major transmission line is located in the eastern portion of the City. Breaks in mains and individual service connections within the distribution system will be significant, particularly near the fault zones, especially in the cities of American Canyon and Napa. These many leaks pose a fire threat in these susceptible areas of intense ground shaking and/or poor ground near the shoreline. Breaks in the system will affect large portions of the County and restoration of natural gas service could be significantly delayed.
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Potable Water: Water availability and distribution for supporting life, and treating the sick and the injured are of major concern to the County of Napa. It is expected that the primary water source, Lake Hennessey, may be inaccessible due to damage to the pipelines that distribute potable water. However, Napa is also connected to the State Water Project at Jameison Canyon and has a tertiary source in Milliken Dam water treatment facility. Any one of these three facilities remaining in operation is able to supply the emergency potable water needs to the City of Napa and its immediately contiguous County areas, if the distribution system can be repaired. There are three water reservoirs within the City of Napa that have all been recently retrograded and covered, and one reservoir in the City of St Helena. If the reservoirs and water tanks remain intact, they will likely provide ample potable water to meet demands during the time the water treatment stations are being repaired.
The three reservoirs in Napa are on solid ground and are expected to be usable after a major earthquake. However, the other cities’ water tank survivability is low. Therefore, potable water will most likely have to be supplied in these area communities.
Transportation System: Significant damage is expected on the road system. State Highway 12 is expected to be impassable from Cordelia to the Highway 29 intersection. Interstate 80 could suffer severe surface distortion in the Fairfield and Vacaville areas, as well as damage to its numerous bridges and viaducts in the greater Bay Area. Highway 29 and Highway 37 to the south cross over old bay mud and fill areas and are subject to liquefaction and surface distortion. Any combination of failures of these main highways could isolate the City for up to 72 hours with final repairs taking perhaps several weeks. Vehicular traffic will be limited on the foothill roads due to potential and actual landslides.
Soil liquefaction problems could cause the closure of several roads in American Canyon built on unconsolidated river soils. The California Northern railway system that transverses the South County from Interstate 80 at Cordelia to Schellville along Highway 12 and crossing the Napa River Delta area south of the 12/29 Intersection through Napa Junction will likely be severely damaged and unusable. The freight yard, repair shops and rail yard that are located in American Canyon are expected to be severely damaged. Railroad commercial and passenger service will be restricted for at least 72 hours and possibly several weeks.
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Dam Failure: There are 10 dams in Napa County, which have completed inundation studies and maps. These dams each have mapping completed in sufficient detail to plan evacuation, mass care and emergency medical care for populations displaced by failure or threat of dam failure. Maintenance programs and activities of Conn Dam are regularly performed, and the rumored potential catastrophic failure of the 70-year old dam is now considered to be improbable during most scenario earthquakes. Although dam failure is unlikely to be caused by a major earthquake on the fault complexes earlier outlined, a nearby rupture of any of the major faults may have the strength to cause failure.
Sanitation Systems: Wastewater collection systems throughout the City are expected to sustain widespread damage. The American Canyon Wastewater treatment plant is located near the Napa River and it may sustain major damage, caused primarily by significant ground motion and displacement. The treatment plant may also experience liquefaction and commercial electrical power losses. If backup generating systems fail, the result could be the discharge of untreated sewage into the river. The sewer treatment plant could be out of service from one to four months, depending on damage.
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Earthquake Fault Map Known Fault Segments that can produce a MM 6+ Earthquake
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Map lists major segments that can produce a 6+ MM earthquake in Napa County area. Segment L05 is the West Napa Fault. Segment H-3 is the Rodgers Creek Fault. Segment C4 is the Concord-Green Valley Fault. Segment LOS is the Maya camas Fault. Segment A1 is the northern continuation of the San Andreas Fault.
Earthquake Maximum Shaking Intensity Map West Napa Fault
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Rodgers Creek Fault
Concord – Green Valley Fault
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Floods
General Situation: The primary flood control concerns for Napa County are the uncontrolled releases from Lake Hennessey and Rector Dam, via the Napa River, and potential natural overflows in the numerous side streams that feed into the Napa River drainage. The river bifurcates the City of Napa and can significantly affect all the incorporated areas of the five cities. For American Canyon‘s emergency organization, there are two flood stages. Stage I is primarily a flood watch stage, resulting from moderate to heavy rainfall. Stage II is the warning stage where, based upon up valley flows, and there will soon be flood operations countywide. Water from Lake Hennessey and Rector will add to flows during extremely wet winters, when both spillways can greatly add volume to the Napa River. Floodwaters will take approximately six hours to transit from Calistoga to the Maxwell Bridge. Until the completion of the Napa River/Napa Creek Flood Protection Project, the inundation caused by a 100-year event, coupled with increased development along the Napa River, could result in serious and increasingly costly flooding. Due to the effect of restricted channels and the tidal basin, the duration of inundation in a 50- or 100-year event varies from a few hours up valley to potentially days in the City of Napa.
Expected Damage
50 and 100-Year Events: Areas of American Canyon which are expected to be flooded if the stream heights for the Napa River are three feet over the maximum capacity, flood stage. This would mean that the water at the very edge of the stream bank might be as much as three feet deep, but would become much shallower as it approached the limit of the defined flood area, finally reaching zero depth at the edge.
Calculations indicate that the progress of the flood through Napa would be as follows: From the time the flood surge passes the bridge at Pope Street in St. Helena, it would take six hours to reach Napa Veterans Park, ten more minutes to reach Maxwell Bridge, another five minutes to reach Kennedy Park and finally an additional hour to reach the river mouth at the Mare Island harbor.
Dam Failure
General Situation: Dam failure is the collapse or failure of an impoundment that causes significant downstream flooding. Flooding of the area below the dam may occur as the result of structural failure of the dam, overtopping, or a seisch.
A severe storm, earthquakes and internal erosion of piping caused by embankment and foundation leakage may cause the collapse and structural failure of one or more of the Napa or Solano County dams. Seismic activity may
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also cause inundation by the action of a seismically-induced wave that overtops the dam without causing failure of the dam, but causing significant flooding downstream.
The principle consequences of dam failure are injury, loss of life and downstream property damage. Summit Reservoir Dam is fed off stream in Solano County, California and is used for drinking water, and improved navigation, among other things. Construction was completed in 1968. It has a normal surface area of 7 acres. It is owned by the City Of Vallejo.
Expected Damage
Summit Dam Inundation Areas
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100 Year Flood Inundation Area
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Wildland Fires
General Situation: Generally, from June to October of each year, cities and unincorporated areas of the County face a serious threat from wildland fires. Many portions of the County have experienced numerous wildland fires in recent years due to the undeveloped and rugged terrain of Napa County, highly flammable brush-covered land and long, dry summers. The main urban areas of Napa County are not susceptible to wildland fires. However, the urban spread on to hillsides has increased the number of homes in the interface area dramatically. High temperatures, low humidity and high winds may exacerbate the potential for wildland fires. The map on page 46 identifies the wildland severe high fire hazard areas for the County of Napa.
Landslides
General Situation: Landslides may be triggered by both natural and man-made changes in the environment. The term landslide is used to describe a wide variety of processes which result in the perceptible downward and outward movement of soil, rock and vegetation under gravitational influence.
The cause of slope instability may be inherent, such as weaknesses in the composition or structure of the rock or soil. Slope instability may be variable, such as that caused by heavy rain and changes in groundwater levels. Slope instability may also be transient, as in the case of seismic activity. New environmental conditions such as those imposed by construction activity may also create instability in slopes. Landslides in Napa County tend to occur with the greatest frequency on steep slopes adjacent to foothill roads. Generally, the eastern side of the Valley is less prone to landslides than the western side. The younger age of the rock strata and the lack of consolidation of these strata on the western side make almost the entire western side of Napa County a high to severe landslide risk-prone area.
Extreme Weather/Storm Emergencies
General Situation: American Canyon is susceptible to extreme weather/storm conditions. Extreme weather/storm conditions are a generalized term used to describe thunderstorms, tornadoes, heavy precipitation, high winds, extreme heat or cold and drought. Extreme weather may cause a variety of damage, depending on the type of weather situation. Damage may range from temporary power and utility outages due to thunderstorm and high wind activity to the sometimes, although rare, destruction of a tornado. Extreme weather such as a drought can have long-term economic repercussions.
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Severe Fire High Hazard Areas Shaded Areas are areas prone to severe wildland or interface fires. This represents over 80% of the surface area of Napa County.
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Hazardous Materials
General Situation: The production and use of hazardous materials has become a normal part of society. A hazardous material is any substance that may be explosive, flammable, poisonous, corrosive, reactive, radioactive, or any combination thereof, because of its quantity, concentration or characteristics. Hazardous materials require special care in handling because of the hazards they pose to public health, safety and the environment.
A hazardous materials incident involves the uncontrolled release of a hazardous substance(s) during storage or use from a fixed facility or mobile transport. Releases of hazardous materials can be especially damaging when they occur in highly populated areas or along transportation routes used simultaneously by commuters and hazardous materials transports.
Because of the multitude of hazardous substances being transported, incidents are more likely to occur along highways and railways. Fixed facilities do have occurrences of hazardous materials incidents too. However, stringent facility safety requirements help to limit these occurrences at fixed facilities. Fixed facilities include chemical manufacturing or processing facilities, manufacturing and light industrial facilities.
The agricultural businesses in Napa County are a major source of hazardous materials incidents. Accidental releases of pesticides, fertilizers and other agricultural chemicals may be harmful to the public health, safety and the environment.
Another source of hazardous materials incidents is the illegal manufacturing of drugs in clandestine laboratories. In many instances, the residue and hazardous waste from these laboratories are illegally dumped, posing a public health and safety hazard and a threat to the environment.
Transportation Routes Or Fixed Hazardous Materials Facilities
Specific Situation: Hazardous materials incidents in American Canyon would most likely occur on the transportation routes or at fixed hazardous materials facilities within the various cities. Hazardous materials are often transported through the area on Highway 29, 12, and, 37, and on the California Northern railway. Surface streets are used for the local transportation of hazardous materials. Large quantities of hazardous materials are transported, northbound and southbound, on the California Northern railway. Additionally, the rail yard in the city has bulk hazardous materials storage.
Hazardous materials incidents in the City may require precautionary evacuations, evacuations or the practice of sheltering in place, depending on the scope and
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severity of the incident.
Travis Air Force Base in Solano County approximately 27 miles to the east also uses and stores hazardous materials, including flammable liquids, corrosive materials, poisons, and radioactive materials. However, the Air Force has its own emergency responders to mitigate the effects of a hazardous materials incident on- site. The Air Force will coordinate with the City of Napa emergency responders if an incident travels off-site.
Transportation Emergencies
General Situation: Highways 12 and 29 are the primary transportation access routes to American Canyon. The Californian Northern Railroad transverses the city. A municipal airport, the Napa County Airport, also serves Napa County and is just outside the boundaries of American Canyon.
American Canyon is susceptible to several different types of transportation emergencies, including emergencies involving the railroads, major truck/auto accidents and airplane crashes. Many of these emergency situations may cause ancillary emergencies such as hazardous materials spills, which may require extensive population movement and sheltering efforts. A highway and street map of American Canyon is located on page 33.
Specific Situation
Train Accident: The Californian Northern Railroad dissects the City of American Canyon and Napa Junction, connecting to the S&P main line at Cordelia to the east and Schellville to the west. A train accident in or near any of these areas can result in considerable injury or loss of life and significant property damage. Hazardous materials spills, fires and significant property damage are the potential hazards associated with a train accident in American Canyon, requiring movement and shelter operations in the affected area(s).
Major Truck/Auto Accident: Major trucking routes include State Highways 12 and 29, which are the main access roads to American Canyon. A major truck/auto accident on either Highway 29 or 12 would restrict access into and out of the City. These road closures will cause traffic to overflow onto surface roads adjacent to the freeway, creating significant traffic problems for local law enforcement agencies.
Airplane Crash: Often the impact of a disabled aircraft as it strikes the ground creates the potential for multiple explosions, resulting in an intense fire. Wherever the crash occurs, the resulting explosion and fires have the potential to cause injuries, fatalities, and the destruction of property at and adjacent to the impact point. The time of day when the crash occurs may have a profound effect on the number of dead and injured. It can be anticipated that the mental health needs of survivors, surrounding residents and emergency responders will greatly
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increase due to the trauma associated with such a catastrophe.
The Napa County Airport, at Airport Road, is operated and managed by the County‘s Public Works Department/Airport Division. The passenger terminal is a one-story facility, containing the Airport Administrative offices, small carriers‘ operations activities, car return service counter, and a restaurant. A small generator provides back-up power for the terminal building, all runway systems and the aircraft refueling systems.
Due to the proximity to three major international airports, San Francisco (SF0), Oakland (OAK) and Sacramento (SAC), no major airline carriers provide connecting air transportation service from Napa‘s airport to other air terminals. Most of the approximately 250 general aviation aircraft are small single or multiple engine prop or propjet types. However, there are several Learjet and helicopter aircraft housed at the County Airport. Japan Airlines has approximately 25 twin engine trainers and the flight training facility. The ideal climate for aviation and the proximity to major airports makes the Napa County Airport an excellent site for transition training.
The Napa County Fire Department staffs, on a 24-hour basis, an aircraft rescue and firefighting station near the Airport, which has a generator that provides back-up power for all station systems. The Federal Aviation Administration staffs the control tower 6:00 A.M. - 11:00 P.M. daily and has radio interface with the National Weather Service. The airport has three runways. The two north/south- facing runways are used primarily for departing aircraft that typically take off towards the Pacific Ocean (south). The east/west-facing runway is used primarily for arriving aircraft. Often, aircraft use the Napa River peninsula and Interstate 80 to guide them into the airport. This arriving flight pattern is a potential threat for Rancho Del Mar, a subdivision in the City of American Canyon.
Civil Disturbance
General Situation: Civil disturbances include incidents intended to disrupt a community to the degree that law enforcement intervention is required to maintain public safety. Civil disturbances are generally associated with controversial political, judicial or economic issues and/or events.
The effects of civil disturbance are, varied and are usually based upon the type, severity, scope and duration of the disturbance. The effects of civil disturbances include traffic congestion or gridlock, illegal assemblies, disruption of utility service, property damage, injuries and potential loss of life.
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Terrorism
General Situation: Terrorism involves a struggle between competing principles and ideologies below the level of conventional war. According to the Federal Emergency Management Agency (FEMA) publication Principal Threats Facing Communities and Local Emergency Management Coordinators, most terrorist activities are bombing attacks. Principal targets include military personnel and facilities, commercial establishments, and federal government buildings and property. The effects of terrorist activities can vary significantly, depending on the type, severity, scope and duration of the activity. Terrorist activities may result in disruption of utility services, property damage, injuries and the loss of lives.
To date, terrorism has been targeted primarily against United States of America interests abroad. However, the World Trade Center bombing in New York and the Oklahoma City bombing are reminders that terrorist attacks may occur anywhere in the United States. Although no known terrorist attacks have occurred in Napa County, the County and the jurisdictions within the County are still vulnerable to the threat of terrorism. Napa County Airport, Travis Air Force Base and other sites in the greater Bay Area are all susceptible to terrorist activities and sabotage.
Two emerging trends in terrorism in the greater Bay Area are the formation of rightwing militia groups with a strong isolationist bent, ala the ―Turner Diaries‖ and an emerging left wing terrorist threat based on ―Animal Liberation‖ and ―Earth liberation‖ themes. Both types of terrorism use the internet to publish calls to action, strategies and techniques, and organizational goals. This allows the formation of groups unified by ideology, using similar tactics with no need for centralized organization or control.
Tsunamis and Seiches
Tsunamis are long-period waves commonly caused by vertical faulting of the ocean floor. Such earthquake associated waves (often erroneously called tidal waves) can cause considerable damage when they reach shallow coastal areas. Although Thailand, Indonesia, India, Japan, Alaska, Hawaii, and California have all experienced damaging tsunamis, such waves do not reach the California coast very often. Ritter and Dupre in their 1972 USGS Field Study (MF-480), estimated that the frequency interval of a tsunami with a 20 foot run-up at the Golden Gate is about once every 200 years. (The amount of run-up is the vertical height above still water level that the rush of water reaches.) A 30 foot wave might be expected every 500 years. However, a study made in 1960 and 1964 indicates that a tsunami entering San Francisco Bay would be reduced in height by 50 percent as it passes Point San Pedro, and by 90 percent before reaching Carquinez Strait (Ritter and Dupre 1972). The only areas of the County that
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would be subject to inundation tsunamis are the southwestern part of Mare Island and Island No. 1 southwest of SR-37. The possibility of a tsunami being generated in San Pablo Bay (by the Hayward Fault, for example) was also considered. However, the shallowness of the Bay, and the predominant strike- slip motion of the active faults crossing the Bay, indicate that such an event is unlikely. Even if a Tsunami were to occur, the resulting wave would not be high enough to inundate large areas. A Seiche is a stationary wave produced in reservoirs, lakes, and other closed or restricted bodies of water by ground shaking. The phenomenon is similar to the oscillations which result when a bowl of water is shaken. When they occur in large reservoirs, such waves can cause over-topping of dams, posing a serious threat to adjacent urbanized areas.
General Situation: The offshore San Andreas Fault can generate a tsunami, but the maximum predicted rise is plus one foot at the Third Street Bridge in the city of Napa. Of greater potential threat is an in-bay generated seisch from either the Hayward or Rodgers Creek Faults that could generate a 3-5 foot surge up the Napa River as far as the Oxbow.
In low lying areas along the Napa River shoreline, strong shaking should be taken as a warning of a potential Seisch, and individuals should immediately move to higher ground. The greatest impact areas of the County will be the inundation of the Napa River Delta Area near low-lying areas of American Canyon and possible damage from a tidal surge to low lying areas in the City.
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AMERICAN CANYON EMERGENCY OPERATIONS PLAN
SECTION II
Initial Response Operations
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Section II Initial Response Operations
Concept of Operations Initial response operations will be accomplished by American Canyon agencies, volunteer agencies and segments of the private sector. During initial response operations, American Canyon field responders will place emphasis on saving lives, property and the environment, controlling the situation and minimizing the effects of the emergency. The Incident Command System will be used to manage and control the response operations. The disaster/event may be controlled solely by City/District emergency responders or with other agencies through the mutual aid system. If the resources available at the field response level are not sufficient to mitigate the situation, the Incident Commander may request that the American Canyon Emergency Operations Center be activated to support the field operations.
Alerting and Warning Alerting and warning involves the notification of emergency response personnel, as well as notifying the affected public. American Canyon utilizes an EOC Notification List to alert and activate its emergency response personnel. The list includes personnel who are part of each SEMS function in the City EOC, as well as other technical employees of the City.
The Police and Fire Departments have the primary responsibility in alerting and warning the public, with assistance from the Public Information Officer, as deemed necessary. Alerting and warning the public may be accomplished through the Emergency Alert System (WARN), special broadcasts, or simply driving up and down the streets using the public address system.
EOC Notification List
The EOC Notification List is to be activated and implemented when an emergency or disaster affects the City of American Canyon and poses a major threat to life, property, and/or the environment. The list will only be implemented when directed by a City/District employee who has been given authority to activate the EOC Notification List.
Activation Authority The American Canyon City Manager, Police Chief, Fire Chief or the Incident Commander may activate the EOC Notification List when a disaster occurs or threatens to occur in the City of American Canyon.
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Implementation Once activation is requested and properly authorized, the City Manager’s staff will implement the EOC Notification List, during normal business hours, or the St Helena Dispatch (ECC) personnel after hours. Notifications and alerts begin with the EOC Director (City Manager). If the Director cannot be reached, successor(s) will be contacted per the succession plan on page 16 until someone is reached to assume the EOC Director‘s role.
St Helena or Central Dispatch will provide the Director with a complete status of the incident or disaster, identifying damage sustained, current response actions, resource status, etc. Based on the information provided by Dispatch, the EOC Director will determine what parts of the EOC Notification List will be implemented, including which Sections in the American Canyon EOC will be alerted and requested to respond.
The EOC Director will personally contact and inform the Mayor and City Council members of the situation in the City.
The American Canyon EOC Notification List consists of the following parts: Management Section Operations Section Planning/Intelligence Section Logistics Section Finance/Administration Section
Additionally, the Fire Chief will maintain and keep current the EOC Notification List. The Fire Chief will also ensure that St Helena Dispatch, Police Chief and City Manager have current copies of the EOC Notification List.
Incident Command System (ICS) Introduction
The Incident Command System (ICS) is used to manage an emergency incident. It can be used for both small and large incidents. The system has considerable internal flexibility. ICS can expand or contract to meet different needs of the incident.
For some incidents, and in some applications, only a few of the organizational functional elements may be required. Conversely, if there is a need to expand the organization, additional positions exist within the ICS framework to meet virtually any need. This makes it a very cost effective and efficient management system.
ICS establishes lines of supervisory authorities and formal reporting relationships. There is complete unity of command as each position and person within the system has a designated supervisor. Direction and supervision follows established organizational lines at all times.
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Every incident or event has certain major management activities or actions that must be performed. Even if the incident is very small and only one or two people are involved, these activities will still apply to some degree.
The organization of ICS is based on five major management functions:
Command Operations Planning/Intelligence Logistics Finance/Administration
These five management functions are the foundation upon which the ICS organization develops. They apply to handling a routine emergency, organizing for a major incident, or managing a major response to a disaster.
On small incidents, one person, the Incident Commander (IC), may manage all these major activities. Large incidents usually require that these activities be set up as separate ―sections‖ within the organization. Each of these sections may be further divided into branches, units and groups, as needed.
Command staff consists of the Incident Commander, Deputy Incident Commander, Public Information Officer, Safety Officer, and the Liaison Officer. General Staff includes the Section Chiefs from each Section.
Modular Organization of ICS
The modularity and flexibility for application of ICS at the field response level allows it to rapidly adjust and build the organization for the function it is to perform. Aside from the Incident Commander, there is no required structure or order in which positions are filled. The ICS organization can be as small as one person, or large enough to handle thousands of emergency responders.
Incidents usually start with a few resources and expand the organization from the bottom up, as necessary. It is not necessary to implement levels of the ICS organization unless they are required.
An important aspect of the modularity in ICS at the field response level is that there is nothing to prohibit the Incident Commander from activating one or more Units in various Sections without first activating the Section organizational element. However, it is important to maintain the ICS principle of span-of-control, one supervisor to five staff members. A typical ICS organization for the field response level involved in a major incident is depicted on Page 58.
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Incident Command System Organizational Chart
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Unified Command
The Unified Command concept will be used at all multi-agency incidents within American Canyon. Unified Command is a procedure that allows all agencies with geographical or functional responsibility to establish a common set of incident objectives and strategies, and a single Incident Action Plan. In some specific instances such as oil spills, military aircraft incidents and large regional floods, the Incident Commander may be from a state or federal agency. With those possible exceptions, state and federal agencies with a field response function would be represented in the Unified Command.
Coordinated Multi-Agency Response: The use of Unified Command ensures a coordinated multi-agency response. Unified Command procedures assure that agencies retain individual responsibility, authority, and accountability. Unified Command is highly flexible. As the incident changes over time with different disciplines moving into primary roles, the Unified Command structure and personnel assignments can change to meet the need. The primary features of a Unified Command incident organization include:
A single integrated incident organization Co-located and shared facilities A single planning process and Incident Action Plan Shared planning, logistical and finance/administration operations A coordinated process for resource ordering
Advantage: Additionally, there are several advantages to using Unified Command during multi-agency or multi-jurisdictional incidents. These advantages include:
A single set of objectives are developed for the entire incident period A collective approach is made in developing strategies to achieve incident objectives and goals; Information flow and coordination is improved between all jurisdictions and agencies involved in the incident. No agency‘s authority or legal requirements will be compromised or neglected Each agency is fully aware of the plans, actions and constraints of all other agencies; and The combined efforts of all agencies are optimized as they perform their respective assignments under a single Incident Action Plan.
Under Unified Command, a single Operations Chief will have the responsibility for implementing and managing the operations portion of the Incident Action Plan.
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Incident Action Plans
The Incident Action Plan is the plan developed at the field response level that contains objectives reflecting the overall incident strategy, specific tactical actions, and supporting information for the next operational period. It is important that all incidents have some type of an Incident Action Plan. The plan is developed for a specified duration of time called an Operational Period, and will state the objectives to be achieved, and describe the strategy, tactics, resources and support required to achieve the objectives within the time frame. Generally, the length of the Operational Period is determined by the length of time needed to achieve the objectives.
The plan may be oral or written. Small incidents with only a few assigned resources may have a very simple plan that may not be written. Small incidents do not require elaborate Incident Action Plans. Most simple, short-term, and single agency incidents do not require written Incident Action Plans. As incidents become larger, or require multi-agency involvement, the action plan should be written.
Incident Action Plans will vary in content and form depending upon the kind and size of the incident. ICS provides for the use of a systematic planning process, and provides forms and formats for developing the Incident Action Plan. The general guideline for use of a written versus a verbal action plan is when:
Two or more jurisdictions are involved A number of organizational elements have been activated The incident continues into another planning or Operational Period It is required by agency policy
For multi-agency incidents being run under a Unified Command, the Incident Action Plans should be written. This provides all agencies with a clear set of objectives, actions, and assignments. It also provides the organizational structure and the communications plan required to manage the incident effectively under Unified Command.
There is no single format that will fit all situations. Several ICS forms are appropriate for use in Incident Action Plans. Incident Action Plans have four main elements that should be included:
Statement of Objectives - Statement of what is expected to be achieved. Objectives must be measurable. Organization -Describes what elements of the ICS organization will be in place for the next Operational Period. Tactics and Assignments -Describes tactics and control operations, including what resources will be assigned. Resource assignments are often organized by Division or Group.
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Supporting Material - Examples could include a map of the incident, a communications plan, medical plan, a traffic plan, weather data, special precautions, and a safety message.
ICS Position Descriptions And Responsibilities
Command
Incident Commander: The Incident Commander (IC) is the individual on-scene who is in charge and provides the overall management of the incident. The IC may have a Deputy IC, who may be from the same agency or from an assisting agency.
Initially, assigning tactical resources and overseeing operations will be under the direct supervision of the IC. As incidents expand, the IC may delegate authority for the performance of certain activities to others as required. The Incident Commander is charged with the following responsibilities:
Establishing an Incident Command Post; assessing the situation. Determining incident objectives, strategies, and immediate priorities. Establishing an appropriate ICS organization (ICS form 207). Approving and authorizing the implementation of the Incident Action Plan. Ensuring that adequate safety measures are in place. Coordinating activities for all Command and General Staff. Communicating and coordinating response efforts with the American Canyon EOC, when activated Approving requests for additional resources or for the release of resources. Authorizing the release of public information originating from the Incident Command Post. Ordering the demobilization of the incident when appropriate.
Public Information Officer: The Public Information Officer (PlO) will be the point of contact for the media and other organizations seeking information directly from the incident location. Only one PlO will be assigned for each incident, including multi-agency or multi-jurisdictional incidents. The PlO may have assistants or aides to help with the fulfillment of their responsibilities, as necessary. The responsibilities of the Public Information Officer include:
Determining if IC has placed any limitations on releasing information. Obtaining validated and current information summaries and/or graphics of the incident. Obtaining the Incident Commander‘s approval for all information releases. Developing materials for use in media briefing.
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Providing media with time and location of briefings; conducting media briefings. Arranging for interviews and tours which may be required or requested. Obtaining media information which may be useful to incident planning. Maintaining a PIO log (ICS form 214).
Safety Officer: The Safety Officer‘s function is to monitor incident operations and to develop protective measures for assuring personnel safety. The Safety Officer assesses and anticipates hazardous and unsafe conditions. The Safety Officer has the authority to stop and prevent unsafe incident activities. Only one Safety Officer will be assigned for each incident. Safety assistants may help the Safety Officer, as necessary. Other responsibilities of the Safety Officer include: Identifying hazardous situations associated with the incident. Reviewing the Incident Action Plan for safety implications. Investigating accidents that have occurred within the incident area. Assigning assistants or aides as necessary. Reviewing and approving the medical plan. Maintaining a Safety Officer log (ICS form 215a).
Liaison Officer: Incidents that have a multi-agency or multi-jurisdictional response may require the establishment of a Liaison Officer. The Liaison Officer ensures any agency representatives are informed and involved in the incident response. These are personnel other than those on direct tactical assignments or those involved in a Unified Command. The responsibilities and duties of the Liaison Officer include: Acting as the primary contact point for Agency Representatives. Maintaining a list of assisting agencies and representatives. Assisting in establishing and coordinating inter-agency contacts Ensuring that all agency or jurisdictional resources are checked-in at the incident. Keeping all agencies informed on the incident status. Monitoring incident operations to identify current or potential inter- organizational problems. Maintaining a log of all Liaison Officer activities.
Agency Representatives: In many multi-agency or multi-jurisdictional incidents, an agency or jurisdiction will send a representative to assist in coordination efforts. An Agency Representative is an individual assigned to an incident who has the authority to make decisions on matters affecting that agency‘s or jurisdiction‘s participation at the incident. Agency Representatives report directly to the Liaison Officer or the Incident Commander in the absence of a Liaison Officer. Responsibilities and duties of the Agency Representative include: Obtaining briefing from Liaison Officer or Incident Commander. Ensuring that all agency resources are properly checked-in at the incident.
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Informing agency personnel on-scene that the Agency Representative position for that agency has been filled. Cooperating fully with the Command Staff regarding agency involvement at the incident. Ensuring the well being of agency personnel and resources assigned to the incident. Advising the Liaison Officer of any special agency needs or requirements. Reporting to home agency dispatch center or EOC on a continuous basis. Ensuring that all agency personnel and equipment are properly accounted for and officially released prior to their departure. Ensuring that all required agency forms, reports, and documents are completed prior to departure.
Operations Section
Section Chief: The Operations Section Chief is part of the General Staff and has overall management responsibility of all activities within the Operations Section. The Operations Section Chief will develop the Section to accomplish the incident objectives. Responsibilities and duties of the Operations Section Chief include:
Managing tactical operations at the incident Assisting in the development of the Operations portion of the Incident Action Plan Supervising the execution of the operational portion of the Incident Action Plan. Maintaining close contact with subordinate operations positions. Ensuring safe tactical operations. Requesting additional resources to support tactical operations. Approving the release of resources from assigned status. Making or approving expedient changes to the Incident Action Plan during the operational period, as necessary. Maintaining close communication with the Incident Commander. Ensuring that a Section log is maintained (ICS form 214).
Operations Branch Director: Branch Directors supervise the activities of their respective branches. Branches may be functional or geographic. There are generally three reasons to use Branches in an incident: span-of-control, need for a functional branch structure, and for multi-jurisdictional incidents. If the number of Divisions or Groups exceeds the recommended span of control, then a Branch is necessary.
Some incidents have multiple disciplines involved, e.g., police, fire, medical, and public works that may create the need to set up incident operations around a functional branch structure. In some incidents, it may be better to organize the incident around jurisdictional lines, organizing operations into separate Branches
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for each agency involved. Responsibilities and duties of the Operations Branch Directors include:
Interacting with the Operations Section Chief and other Branch Directors to develop tactics to implement the Incident Action Plan; Assigning specific work tasks to Branch personnel Reviewing Branch assignments and reporting the status to Operations Section Chief Monitoring and inspecting progress on assigned tasks and making changes as necessary Resolving logistical problems reported by Branch personnel Maintaining a Branch log (ICS form 214).
Division/Group Supervisors: Division/Group Supervisors supervise the activities of their respective Division or Group. Divisions describe some geographical area related to incident operations. Groups are established to describe functional areas of operations. Divisions and Groups can be used together on an incident and are at the same level in the ICS organization. Division and Group Supervisors report to a Branch Director or the Incident Commander if Branches are not utilized. The responsibilities and duties of a Division/Group Supervisor include: Assigning specific tasks to Division/Group personnel. Providing resource status changes of assigned Division/Group resources to the Planning/Intelligence Section. Coordinating Division/Group activities with other Divisions/Groups. Monitoring and inspecting Division/Group tasks, making any necessary changes. Keeping Branch Director or IC informed of the situation and resource status. Resolving tactical assignment and logistical problems within the Division/Group. Informing Branch Director or IC of hazardous situations and significant events. Ensuring that assigned personnel and equipment get to and from their assignments in a timely and orderly manner; and maintaining a Division/Group log (ICS form 214). Branches are not utilized.
The responsibilities and duties of a Division/Group Supervisor include: Assigning specific tasks to Division/Group personnel. Providing resource status changes of assigned Division/Group resources to the Planning/Intelligence Section. Coordinating Division/Group activities with other. Divisions/Groups; Monitoring and inspecting Division/Group tasks, making any necessary changes.
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Keeping Branch Director or IC informed of the situation and resource status. Resolving tactical assignment and logistical problems within the Division/Group. Informing Branch Director or IC of hazardous situations and significant events. Ensuring that assigned personnel and equipment get to and from their assignments in a timely and orderly manner. Maintaining a Division/Group log (ICS form 214).
Planning / Intelligence Section
Planning/Intelligence Section Chief: The Planning/Intelligence Section collects, evaluates, processes and disseminates information for use at the incident. The Section is managed by the Planning/Intelligence Section Chief. The responsibilities and duties of the Planning/Intelligence Section Chief include: Collecting and processing incident information. Supervising the preparation of the Incident Action Plan. Supervising and directing Unit leaders. Establishing information requirements and reporting schedules for Planning/Intelligence Section Units. Determining need for any specialized resources in support of the incident. Establishing special information collection activities as necessary or requested. Develops alternative strategies. Providing periodic predictions on incident potential or future growth. Reporting any significant changes in incident status. Compiling and displaying incident status information. Overseeing preparation and implementation of incident demobilization plan. Ensuring that a Planning/Intelligence Section log is maintained (ICS form 214).
Resources Unit: This Unit is responsible for maintaining the status of all assigned resources at the incident by overseeing the check-in of all resources, maintaining a status-keeping system that indicates current location and status of all resources, and maintaining a master list of all resources. The Resources Unit is supervised by a Unit Leader. The responsibilities and duties of the Resources Unit Leader include: Coordinating check-in function with Staging Area Supervisor. Preparing and maintaining a display that includes resource availability and assignment. Confirming dispatch and estimated time of arrival of incoming resources.
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Supervising and assigning specific duties to personnel assigned to the Resources Unit. Maintaining a master roster of all resources checked-in at the incident. Maintaining a Resources Unit log (ICS form 214).
Situation Unit: The collection, processing, and organizing of all incident information takes place within the Situation Unit. The Situation Unit prepares incident maps, incident intelligence, and future projections of incident growth, as required. The Situation Unit is supervised by a Unit Leader. Responsibilities and duties of the Situation Unit Leader include:
Supervising and assigning specific duties to personnel assigned to the Situation Unit. Collecting and analyzing incident information. Preparing, posting, and disseminating situation status information. Preparing periodic predictions or as requested. Preparing the Incident Status Summary Form. (ICS Form 209) Providing photographic services and maps as required. Maintaining a Situation Unit log (ICS form 214).
Documentation Unit: The Documentation Unit is responsible for the maintenance of accurate and up-to-date incident files. All incident files will be stored for legal, analytical, and historical purposes. The Documentation Unit will also provide a duplication service. The Documentation Unit is supervised by a Unit Leader. The responsibilities and duties of the Documentation Unit Leader include: Supervising and assigning specific duties to personnel assigned to the Documentation Unit. Organizing and maintaining accurate incident files. Establishing and providing duplication services as necessary. Filing of all official forms and reports. Reviewing records for accuracy and completeness. Providing incident documentation as requested. Storing files for post-incident use. Maintaining a Documentation Unit log (ICS form 214).
Demobilization Unit: The Demobilization Unit is responsible for developing the Incident Demobilization Plan. The Demobilization Unit is supervised by a Unit Leader. The responsibilities and duties of the Demobilization Unit Leader include Supervising and assigning specific duties to personnel assigned to the Demobilization Unit. Reviewing incident resource records to determine the likely size and extent of the demobilization effort. Coordinating demobilization with Agency Representatives. Developing an incident check-out process for all resources.
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Evaluating logistics and transportation capabilities to support demobilization. Developing an Incident Demobilization Plan detailing specific responsibilities and release priorities and procedures. Preparing appropriate materials for inclusion in the demobilization plan. Distributing the Incident Demobilization Plan. Ensuring that all Sections understand their specific demobilization responsibilities. Supervising execution of the Incident Demobilization Plan. Briefing the Planning/Intelligence Section Chief on the demobilization progress. Maintaining a Demobilization Unit log (ICS form 214).
Technical Specialists: Certain incidents or events may require the use of Technical Specialists who have specialized knowledge or expertise. Technical Specialists may function within the Planning/Intelligence Section or be assigned wherever their services are required. In the Planning/Intelligence Section, Technical Specialists may report to the Planning/Intelligence Section Chief or a designated Unit Leader.
Logistics Section
Logistics Section Chief: All incident support needs are provided by the Logistics Section, with the exception of air support. Based on the size, complexity of support, and the expected duration of the incident, the Logistics Section is divided into two distinct Branches: Service and Support. The Logistics Section is managed by the Logistics Section Chief. The responsibilities and duties of the Logistics Section Chief include
Managing all incident logistical needs. Establishing the Logistics Section organization, based on the needs of the incident. Supervising and directing Unit leaders. Providing logistical input to the IC in preparing the Incident Action Plan. Identifying anticipated and known incident service and support requirements. Requesting additional resources as needed. Authorizing and supervising requests for additional resources. Ensuring that a Logistics Section log is maintained (ICS form 214).
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Service Branch Director: The Service Branch Director supervises the activities of the Logistics Service Branch. The Service Branch includes three Units: Communications, Medical, and Food. The responsibilities and duties of the Service Branch Director include: Interacting with the Logistics Section Chief to provide service in support of the incident. Assigning specific work tasks to Branch personnel. Reviewing Branch assignments and reporting status to Logistics Section Chief. Monitoring and inspecting progress on assigned tasks and making changes as necessary. Resolving logistical problems reported by Branch personnel. Ensuring that the Service Branch log is maintained (ICS form 214).
Communications Unit: The Communications Unit is responsible for developing plans for the use of incident communications equipment and facilities, installing and testing of communications equipment, supervision of the Incident Communications Center, and the distribution and maintenance of communications equipment. The Communications Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include: Providing information on communications capabilities and limitations. Preparing and implementing the Incident Radio Communications Plan. (ICS Form 205) Establishing and supervising the Incident Communications Center and Message Center. Establishing telephone, computer links, and public address systems. Establishing communications equipment distribution and maintenance locations. Installing and testing all communications equipment. Overseeing distribution, maintenance, and recovery of communications equipment. Developing and activating an equipment accountability system. Providing technical advise on system adequacy and potential equipment problems. Maintaining a Communications Unit log (ICS form 214).
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Medical Unit: The Medical Unit will develop an Incident Medical Plan and procedures for managing medical emergencies. The Unit will provide medical aid for emergency responders and assist the Finance/Administration Section with processing injury-related claims. The Medical Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include: Determining the level of emergency medical activities Acquiring and managing medical support personnel Preparing the Incident Medical Plan (ICS Form 206) Establishing procedures for handling injuries sustained by emergency responders Responding to requests for medical aid, medical transportation, and medical supplies Assisting the Finance/Administration Section with the processing of forms related to injuries or deaths of incident personnel Maintaining a Medical Unit log (ICS form 214).
Food Unit: The Food Unit is responsible for supplying the food needs for the entire incident, including all remote locations. The Food Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include: Determining food and water requirements. Determining method of feeding to best fit each facility or situation. Establishing cooking and feeding facilities. Obtaining necessary equipment and supplies for cooking facilities. Ensuring that well-balanced meals are provided. Ordering sufficient food and potable water from the Supply Unit. Maintaining an inventory of food and water. Maintaining food service areas, ensuring that all appropriate health and safety measures are being followed. Supervising caterers, cooks and other Food Unit personnel. Maintaining a Food Unit log (ICS form 214).
Support Branch Director: The Support Branch Director supervises the activities of the Logistics Support Branch. The Support Branch includes three Units: Supply, Facilities and Ground Support. Responsibilities and duties of the Support Branch Director include: Interacting with the Logistics Section Chief to provide support to the incident. Assigning specific work tasks to Branch personnel. Reviewing Branch assignments and reporting status to Logistics Section Chief. Monitoring and inspecting progress on assigned tasks and making changes as necessary. Resolving logistical problems reported by Branch personnel. Ensuring that the Support Branch log is maintained.
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Supply Unit: The Supply Unit is responsible for ordering, receiving, processing and storing all incident-related resources. All off-incident resources will be ordered through the Supply Unit, including tactical resources, support resources and all expendable and non-expendable support supplies. The Supply Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include: Providing supplies to each of the Sections. Determining the type and amount of supplies in route. Ordering, receiving, distributing, and storing supplies and equipment. Responding to requests for personnel, equipment and supplies. Maintaining an inventory of supplies and equipment. Servicing reusable equipment, as needed. Maintaining a Supply Unit log (ICS form 214).
Facilities Unit: The Facilities Unit is responsible for set up, maintenance and demobilization of all incident facilities, except the Staging Area. The Facilities Unit will also provide security services to the incident as needed. The Facilities Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include: Determining the need and requirements for incident facilities. Preparing layouts of facilities. Activating incident facilities. Obtaining and supervising personnel to operate facilities. Providing security services as needed. Providing facility maintenance services, e.g., sanitation, lighting, etc. Demobilizing incident facilities. Maintaining a Facilities Unit log (ICS form 214).
Ground Support Unit: The Ground Support Unit is responsible for the maintenance, service and fueling of all mobile equipment and vehicles, except aviation resources. The Ground Support Unit also has the responsibilities for the ground transportation of personnel, supplies, equipment, and the development of the Incident Traffic Plan. The Ground Support Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include: Providing support services (fueling, maintenance and repair) for all mobile equipment and vehicles. Ordering maintenance and repair supplies. (fuel, oil and spare parts) Providing support for out-of-service equipment. Developing the Incident Traffic Plan. Maintaining an inventory of support and transportation vehicles. Recording time use for all incident-assigned ground equipment. Updating the Resources Unit with the location and capability of transportation vehicles. Maintaining a transportation pool, as necessary. Maintaining incident roadways, as necessary. Maintaining a Ground Support Unit log (ICS form 214).
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Finance I Administration Section
Finance/Administration: The Finance/Administration Section is responsible for managing all Section Chief financial aspects of an incident. Not all incidents will require a Finance/Administration Section. Only when the involved agencies have a specific need for Finance/Administration services will the Section be activated. Finance/Administration services used at an incident may include the monitoring of costs, procuring specialized equipment, contracting with a vendor, or developing cost estimates of alternative strategies. The Finance/Administration Section is managed by the Finance/Administration Section Chief. The responsibilities and duties of the Finance/Administration Chief include:
Managing all financial aspects of an incident Providing financial and cost analysis information as requested Gathering pertinent information from responsible agencies Determining the need to establish and operate an incident commissary Ensuring that all personnel time records are accurately completed Ensuring that all obligation documents initiated at the incident are properly prepared and completed Briefing agency administrative personnel on all incident-related financial issues requiring attention or follow-up Ensuring that a Finance/Administration Section log is maintained (ICS form 214).
Time Unit: The Time Unit is responsible for ensuring the accurate recording of daily personnel time, compliance with specific agency time recording policies, and managing established commissary operations. Personnel time records will be collected and processed for each operational period. The Time Unit is managed by a Unit Leader. The responsibilities and duties of the Unit leader include: Determining incident requirements for time recording function Ensuring that daily personnel time recording documents are prepared and in compliance with agency policy. Maintaining separate logs for overtime hours Establishing commissary operations as needed Submitting cost estimate data forms to Cost Units as required Ensuring that all records are current and complete prior to demobilization Releasing time reports from assisting agency personnel to their respective Agency Representatives or senior officer prior to demobilization Maintaining a Time Unit log (ICS form 214).
Procurement Unit: All financial matters pertaining to vendor contracts, leases and fiscal agreements are managed by the Procurement Unit. The Unit is also responsible for maintaining equipment time records. The Procurement Unit
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identifies local sources for equipment and supplies, manages all equipment and rental agreements, and processes all rental and supply fiscal document billing invoices. The Procurement Unit is managed by a Unit leader. The responsibilities and duties of the Unit leader include:
Reviewing incident needs and developing any special procedures for procuring resources Preparing and authorizing contracts and land use agreements Drafting required memoranda of understanding Identifying sources that can provide necessary resources Establishing contracts and agreements with supply vendors Providing coordination between the Ordering Manager, agency dispatch, and all other procurement organizations supporting the incident Ensuring that a system is in place which meets agency property management requirements. Interpreting contracts and agreements. Coordinating with the Compensation/Claims Unit for processing claims. Coordinating the use of imprest funds, as required. Completing final processing of contracts and sending documents for payment. Coordinating cost data in contracts with the Cost Unit Leader. Maintaining a Procurement Unit log (ICS form 214).
Compensation/Claims: The Compensation/Claims Unit handles any compensation-for-injury claims Unit related to the incident. This Unit oversees the completion of all forms required by workers‘ compensation. A file of injuries and illnesses associated with the incident will be maintained and all witness statements will be obtained in writing. Close coordination with the Medical Unit is essential. Additionally, the Compensation/Claims Unit investigates all claims involving property associated with or involved in the incident. The Compensation/Claims Unit is managed by a Unit leader. The responsibilities and duties of the Unit leader include:
Establishing communications with the incident Safety Officer, Liaison Officer, and Medical Unit Leader Reviewing Incident Medical Plan Reviewing procedures for handling claims with the Procurement Unit Leader Ensuring that all Unit forms are complete and routed to the appropriate agency for post-incident processing prior to demobilization Maintaining a Compensation/Claims Unit log (ICS form 214).
Cost Unit: The Cost Unit provides all incident cost analysis. The Unit ensures proper identification of all equipment and personnel requiring payment, the recording of all cost data, analyzes and prepares incident cost estimates, and
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maintains accurate records of incident costs. The Cost Unit is managed by a Unit leader. Responsibilities and duties of the Unit leader include: Establishing cost reporting procedures Collecting and recording all cost data Developing incident cost summaries Preparing resources-use cost estimates for the Planning/Intelligence Section Making cost-saving recommendations to Finance/Administration Section Chief Maintaining a Cost Unit log (ICS form 214).
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FIELD RESPONSE
Introduction
Within the City of American Canyon, the Incident Command System (ICS) will be used on all incidents. City emergency responders will organize the field response using the ICS. Additionally, the principles of ICS will be used even for those incidents that begin as a single discipline response (i.e., fire, law enforcement, or public works). Often the single discipline incident expands to a multi-discipline incident, which requires the use of ICS. During multi-agency incidents in American Canyon, field responders will use the principles of Unified Command to the extent required. In order for ICS to be used at all incidents, the first emergency responder on scene, who has single discipline management responsibility, will always take the following basic actions: Establish the Incident Command Post (ICP) Size up the incident Determine the ICS organizational elements required Request additional resources necessary to mitigate the incident Delegate authority within the ICS organizational structure Develop the Incident Action Plan, incorporating the incident objectives and strategies.
By taking these basic actions, the change from a one-person response to a 250- person response involves no change in the management system. The built-in capability for modular development helps to shape the organization based on the functional needs of the incident.
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Coordination with Special Districts, Private, and Volunteer Agencies in Initial Response Operations
The level of involvement of special districts, public utilities, private organizations and volunteer agencies will vary considerably depending upon the kind of incident. In general, special districts or other agencies that have a statutory or jurisdictional responsibility for the incident should be represented at the incident. The type of involvement for these districts and agencies may be as part of the Unified Command or as an Agency Representative who coordinates with the Liaison Officer. The emergency response role of special districts will be focused on their normal services and functional area of responsibility.
A cooperating agency can supply assistance other than direct tactical resources to the incident mitigation efforts. Pacific Gas & Electric, American Red Cross, Salvation Army, and other private and volunteer agencies could be cooperating agencies depending on the type of incident.
Coordination with American Canyon EOC
The American Canyon field response organization has a direct communication and reporting relationship with the American Canyon Emergency Operations Center (EOC). When the EOC is activated, the Incident Commander will coordinate directly with the EOC‘s Operations Section Chief, if the position has been established, or the EOC Director.
St Helena Emergency Communications Center will function in an intermediate role between the Incident Commander and the EOC‘s Operations Section Chief. Dispatch will have no command authority over field operations. It is a communications conduit.
During disaster situations with multiple incidents occurring simultaneously within American Canyon, the City EOC will be activated. An Incident Commander and the appropriate ICS structure will be established for each incident. Each Incident Commander will communicate and report to the Operations Section Chief at the EOC throughout the incident.
About Field Response Checklists This section of the Plan is designed for field responders‘ initial response to emergencies, bridging the gap between a routine emergency and a disaster. Experience has shown that the outcome of many emergencies can be greatly mitigated by effective initial response actions.
The following checklists are guidelines for field responders and are not intended to substitute for an individual Incident Commander‘s judgment based upon training, experience, the incident and circumstances.
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Read your specific position checklist in its entirety before implementing any checklist item. Use the checklist as a guideline, some incident-driven actions may not be on checklists. If a checklist item is not applicable to the situation, it should be skipped. If an incident develops where a previously skipped checklist item becomes relevant, then that checklist item should be executed. The checklists for each agency are designed to flow from increased readiness actions to general response actions for all incidents, and finally to actions taken in direct response to the specific hazards facing the American Canyon. For each American Canyon response agency, the hazard-specific checklists only include those specific hazards for which that agency has field responsibility.
Potential Emergency/Disaster Preparation Checklist (all departments)
1. Upon notification of a potential emergency/disaster, adopt an increased readiness posture:
Establish and maintain an incident log. Review appropriate emergency operations plans, guidelines, and checklists.
2. Establish contact with Departmental Operations Centers, EOC Director and City PlO.
3. Establish an emergency work schedule.
4. Log availability and condition of personnel and resources as reports are received from Fire, Police and Public Works departments.
5. Coordinate all emergency public information with the City EOC and the Public Information Officer.
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American Canyon First Responders
General Response Checklist
Upon notification to respond to the incident: 1. Dispatch emergency responders and maintain status on their disposition. 2. Determine the extent of assistance required by the Police, Fire & EMS, including personnel and equipment. 3. Obtain status reports promptly. 4. Request additional resources and establish Staging Area, as required. 5. Establish a clear line of communication with the Incident Commander. 6. Coordinate the assignment of tactical frequencies with Incident Commander. 7. Through St Helena Dispatch, or American Canyon Fire Dispatch if St Helena Dispatch is unavailable, request that off-duty firefighters be recalled to duty, as needed. 8. Utilize the EOC Notification List or WARN system to notify key personnel and activate the City EOC, as directed by the Incident Commander or EOC Director. Provide situation status information and/or request their presence on scene or in City EOC. 9. Recall off-duty City departmental personnel, as requested. 10. Ensure the safety of all personnel involved with the incident. 11. Establish communications with Napa County St Helena Dispatch Center and the Operational Area EOC. 12. Coordinate with Police and County Sheriffs Department to isolate and deny entry to the incident site. 13. Relay evacuation or other instructions, as directed by the Incident Commander. If a large scale evacuation is needed, coordinate the use of the WARN system with the Operational Area EOC. 14. Obtain location of Incident Facilities (Command Post(s), Staging Areas, etc.) from the Incident Commander. 15. Provide periodic status reports to St Helena Dispatch, or Fire Dispatch, and the City EOC, if activated. Provide information regarding response activities, injuries, and sustained damage. 16. Coordinate all emergency public information with the City EOC and the Public Information Officer. 17. Forward all incident documentation, including reports, to the Documentation Unit at the EOC for the preparation of the After-Action Report.
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American Canyon Public Safety Facility
Earthquakes Checklist
1. All Police and Fire personnel, conduct and internal damage assessment:
Check safety of personnel, providing first aid as necessary. Check structural integrity of the facility. Test communications (dispatch radio, fire radios, telephones, etc.). Check emergency generator. Check utility systems. Check availability of fuel.
2. Implement ―General Response Checklist‖.
3. Draft on-duty personnel, or volunteers, to assist in Fire Dispatch Center, as needed.
4. Contact Fire, Police and Public Works field units and determine status and availability.
5. Monitor and document situation status from field unit‘s ―Windshield Survey‖ of critical facilities and other locations.
6. When the EOC is activated, provide complete and up-to-date situation status.
7. Contact appropriate personnel for maintenance and service of communications equipment, and emergency generator.
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American Canyon Fire Protection District
Fire Operations Checklist
1. Upon notification of potential emergency/disaster, adopt an increased readiness posture by reviewing appropriate plans, guidelines, checklists, and mutual aid agreements.
2. Consider alerting/recalling off-duty firefighters.
3. Assess the availability and condition of resources.
4. Determine the number of properly staffed vehicles and apparatus available for dispatch in the affected areas.
5. Anticipate department logistical needs (i.e., feeding and lodging requirements, potential resupply needs, etc.).
6. Anticipate specialized equipment needs (i.e., medical supplies, rescue equipment, fire fighting materials, and equipment, etc.).
7. Provide status report to Napa County St Helena Dispatch or to American Canyon Fire Dispatch if St Helena Dispatch is not available.
8. Stage equipment in strategic locations, as deemed necessary.
9. Coordinate all emergency public information with the City EOC and the Public Information Officer.
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American Canyon Fire Protection District
Transportation Emergencies Checklist
All Transportation Emergencies
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name. Establish a Unified Command for all multi- agency responses, (Except during major vehicle accidents when the law enforcement agency with jurisdiction assumes the Incident Commander function. However, the law enforcement agency may hand over the Incident Command function to the Fire Protection District if the emergency response to the accident involves actions usually handled by fire services).
2. Relay initial assessment of the incident to responding units and St Helena Dispatch. The information provided should include, but not be limited to, the complexity of the incident, number of casualties, and life/safety issues.
3. Establish an Incident Command Post (ICP).
4. Review and complete all the required actions on the ―General Response Checklists.‖
Train Accident
1. Through St Helena Dispatch, make the following notifications and/or request response to incident:
Operational Area Fire & Rescue Mutual Aid Coordinator. City Public Information Officer. California Northern Railroad.
2. Locate any relevant paperwork relating to car placement and cargo (i.e., manifest, bill of lading, contents, shipping papers, etc.).
3. Coordinate all emergency public information with the City EOC, the Public Information Officer, and representatives from the California Northern Railroad, if on site.
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American Canyon Fire Protection District
Major Vehicle Accident
1. Through St Helena Dispatch, make the following notifications and/or request response to incident:
Operational Area Fire & Rescue Mutual Aid Coordinator. City Public Information Officer. American Canyon Police if within the city limits. California Highway Patrol (CHP), if on a highway. Trucking company, if known and applicable. Public Works
2. Participate in the Unified Command, under the authority of the Police Department or other law enforcement agencies with Incident Command authority for highway incidents.
3. Assist law enforcement agencies in locating any relevant paperwork relating to cargo (manifest, shipping papers, etc.).
4. Coordinate emergency public information with the City EOC, the Public Information Officer, and the California Highway Patrol, if designated as the Incident Commander.
Aircraft Accident — Civilian
1. Through St Helena Dispatch, make the following notifications and/or request response to incident:
Ambulance Companies. Federal Aviation Administration. Operational Area Fire & Rescue Mutual Aid Coordinator. City Public Information Officer. Hospitals (indicate the applicable hospitals). Involved Airline Carrier.
2. Assist Police and Sheriffs Department with evacuating affected areas and identifying safe evacuation routes to be used.
3. Assist the Police and County Sheriffs Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.)
4. Ensure that rescue operations are established, including triage operations.
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5. Assist Police and County Sheriffs Department with establishing a temporary morgue site.
6. Ensure the safeguard of all aircraft wreckage, restricting movement of wreckage for life/safety purposes only.
7. Coordinate all emergency public information with the City EOC, the Public Information Officer, and the Federal Aviation Administration.
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American Canyon Fire Protection District
Aircraft Accident- Military
1. Due to the unknown cargo, establish a 2000-foot safety zone around the aircraft.
2. Provide St Helena Dispatch with the following information regarding the military aircraft:
Time of accident. Exact location of accident. Whether or not parachutes were sighted. Whether or not aircraft was on fire. Damage to private property, if known. Extent of civilian injuries/deaths. Identification number on tail of military aircraft. Location of the Incident Command Post.
3. Through St Helena Dispatch, make the following notifications and/or request response to incident:
Travis Air Force Base (instruct St Helena Dispatch to provide the information as indicated above, which is on their Aircraft Accident [Military] Checklist). Operational Area Fire & Rescue Mutual Aid Coordinator. City Public Information Officer. Hospitals (indicate the applicable hospitals). Ambulance companies.
4. Unless the Air Force determines the site to be a National Security situation, American Canyon Fire personnel will represent the City under a Unified Command structure and will assist with the mitigation of the incident.
5. If the aircraft is on fire, all actions should be taken with extreme caution.
6. Search crash site for survivors (outside 2000-foot safety zone).
7. Ensure the safeguard of all aircraft wreckage, restricting movement of wreckage for life/safety purposes only.
8. Refer all emergency public information relating to the accident to the Office of Information at Travis Air Force Base.
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American Canyon Fire Protection District
Dam Failure Checklist
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name. (Establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of the incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.)
3. Establish an Incident Command Post (ICP).
4. Ensure that rescue operations are established; include swift water rescues.
5. Assist the Police and County Sheriff‘s Department with evacuation within the dam inundation area and in the identification of safe evacuation routes to be used.
6. Assist the Public Works Department, in any way possible, with diverting floodwaters or pumping out critical facilities that have become flooded.
7. Assist the Police and County Sheriff‘s Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.)
8. Review and complete all the required actions on the General Response Checklists.
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American Canyon Fire Protection District
Hazardous Materials Checklist
(Approach incident from UPWIND, UPHILL, AND UPSTREAM!!!)
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name. (Establish a Unified Command if a multi- agency response is required.) 2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.). 3. Establish an Incident Command Post (ICP), providing directions for incoming units. 4. Establish hazardous materials zones: Safe Zone, Decontamination Zone, and Hot Zone, at a minimum. 5. Ensure the safety of all personnel involved with the incident, including the proper selection of personal protective clothing. 6. Identify the hazardous material(s) involved. 7. Provide medical care to injured persons and, if transporting the injured persons to local hospitals, ensure that proper decontamination is performed prior to transport. 8. Ensure that the following individuals are notified and respond to incident:
Hazardous Materials Specialists. County Environmental Management. County Health Officer. Operational Area Fire & Rescue Mutual Aid Coordinator.
9. Determine need for evacuation or in-place shelter operations. If evacuation is required, assist the Police and County Sheriffs Department with evacuating affected areas and in the identification of safe evacuation routes to be used. 10. Assist the Police and County Sheriffs Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.) 11. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Fire Protection District
Earthquakes Checklist
1. After the initial shaking subsides, move all vehicles out of apparatus bays. 2. Conduct an internal damage assessment: Check safety of fire personnel, providing first aid as necessary. Check structural integrity of fire station. Test communications (radios, telephones, etc.). Check utility systems. Check availability of fuel. 3. Establish communications with St Helena Dispatch, or American Canyon Fire Dispatch if St Helena Dispatch is unavailable, and provide initial status report: Personnel availability. Apparatus, equipment, and fuel availability. 4. Conduct a ―Windshield Survey‖ of assigned critical facilities and provide report to St Helena Dispatch, or Fire Dispatch. This report should include but not be limited to the following: Essential service buildings (primarily government facilities). All School facilities. All Utility facilities. Summit dam. 5. In coordination with other emergency response agencies, initiate responses to the most severe incidents, which may include but are not limited to: Light and heavy rescue operations. Fire suppression operations. Medical aid (triage) operations. Hazardous materials operations. 6. Through St Helena Dispatch, or Fire Dispatch, request the presence of the following individuals at the Incident Command Post or City EOC: Operational Area Fire & Rescue Mutual Aid Coordinator. Hazardous Materials Specialists. County Health Officer. 7. Once activated, coordinate all response actions and resource requests with the Operations Section of the City EOC. 8. In coordination with the EOC, manage the arrival and use of spontaneous volunteers, referring all volunteers to designated reception areas. 9. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Fire Protection District
Floods Checklist
1. Assume Incident Command and provide Dispatch with the Incident Commander‘s name. (Establish a Unified Command if a multi-agency response is required.)
2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.), and Public Works department operations center.
3. Establish an Incident Command Post (ICP).
4. Ensure that rescue operations are established; include swift water rescues
5. In coordination with the Public Works Department, determine the flood stage and related flood inundation area.
6. Assist the Police and County Sheriffs Department with evacuation within the dam inundation zone and in the identification of safe evacuation routes to be used.
7. Assist the Police and County Sheriffs Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.)
8. Assist the Public Works Department in any way possible, including diverting and/or diking floodwaters, pumping out flooded critical facilities, clearing drains and sandbagging operations.
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American Canyon Fire Protection District
Wildland Fires Checklist
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name, (establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.).
3. Establish an Incident Command Post (ICP).
4. Through St Helena Dispatch, request the presence of the following individuals at the Incident Command Post: Operational Area Fire & Rescue Mutual Aid Coordinator. Hazardous Materials Specialists.
5. Assist Police and County Sheriffs Department with evacuation within the fire zone and in the identification of safe evacuation routes to be used. Coordinate a WARN system notification to effected areas with the EOC or dispatch.
6. Assist Police and County Sheriffs Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.)
7. Coordinate with Police and County Sheriffs Department to isolate and deny entry to the wildfire area.
8. Assign Weather Technical Specialists to the Command Staff and request that the Specialists coordinate with the EOC and monitor weather conditions, including current and forecasted wind conditions.
9. Through the Hazardous Materials Specialists, determine locations within the current and forecasted fire area that store or contain hazardous materials.
10. Ensure support systems are in place to provide firefighting crews with necessary provisions, including but not limited to food and water.
11. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Fire Protection District
Landslides Checklist
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name, (establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.).
3. Establish an Incident Command Post (ICP).
4. Ensure that the following agencies have been notified and/or are on scene: Public Works Department. County Sheriffs Department. CALTRANS.
5. Establish and coordinate search and rescue operations within the landslide area.
6. Assist the Police and County Sheriffs Department with evacuation within the landslide area and in the identification of safe evacuation routes to be used.
7. Assist Police and County Sheriffs Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.)
8. Coordinate with the Police and County Sheriffs Department to isolate and deny entry to landslide area.
9. Review and complete all the required actions on the ―General Response Checklists.‖
10. Assist Pubic Works as feasible.
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American Canyon Fire Protection District
Extreme Weather/Storms Checklist
1. Assume Incident Command and provide St Helena Dispatch Center with the Incident Commander's name, (establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.).
3. Establish an Incident Command Post (ICP).
4. Assign Weather Technical Specialists to the Command Staff and request that the Specialists coordinate with EOC and monitor weather conditions, including current and forecasted conditions.
5. In coordination with other emergency response agencies responding to the incident, determine the extent of damage from the storm and/or extreme weather conditions.
6. In coordination with other emergency response agencies, initiate responses to the most severe incidents.
7. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Fire Protection District
Terrorism Checklist
1. Report to the Incident Command Post, receiving briefing from the Incident Commander or the Operations Section Chief, if position is filled.
2. Ensure the safety of all personnel involved with the incident, including the proper selection of personal protective clothing.
3. If needed, establish hazardous materials zones: Safe Zone, Decontamination Zone, and Hot Zone, at a minimum.
4. If requested, attempt to identify the hazardous material(s) involved.
5. Provide medical care to injured persons and, if transporting the injured persons to local hospitals, ensure that proper decontamination is performed prior to transport.
6. Assist the Police and County Sheriffs Department with evacuation within incident area and in the identification of safe evacuation routes to be used.
7. Assist the Police and County Sheriffs Department with identifying adequate evacuation reception areas. (If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.)
8. In coordination with the Police and Sheriffs Department, take the following actions in response to terrorist activities: Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS. Provide for crowd control.
9. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Police Department
Police Department Checklist
Increased Readiness Checklist
1. Upon notification of a potential emergency/disaster situation, adopt an increased readiness posture by reviewing appropriate plans, guidelines, and checklists, including mutual aid agreements.
2. Consider alerting and/or recalling off-duty officers.
3. Prepare an emergency work schedule and staffing patterns (i.e., two officers per vehicle).
4. Assess the availability and condition of resources, including the number of on-duty officers and vehicle status.
5. Assess and determine the necessity of specialized equipment and resources, such as riot gear, search dogs, etc.
6. Provide resource availability and status report to the St Helena Dispatch or Napa Central Dispatch if St Helena Dispatch is unavailable.
7. Stage equipment and personnel in strategic locations, as deemed necessary.
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American Canyon Police Department
General Response Checklist
1. Upon notification, respond to the incident.
2. Determine the extent of assistance required by the Police Department, including personnel and equipment.
3. Through Central Dispatch, request that off-duty officers be recalled to duty, as needed.
4. Request additional resources and establish Staging Area, as required.
5. Request Central Dispatch to notify and request that the Operational Area Law Enforcement Mutual Aid Coordinator respond to the incident and to activate the Law Enforcement Mutual Aid System, as required.
6. Provide status report to Central Dispatch.
7. If needed, authorize the activation of the EOC Notification.
8. Ensure the safety of all personnel involved with the incident.
9. Coordinate with the Fire Protection District to isolate and deny entry to the incident site.
10. Provide periodic status reports to Central Dispatch, and the City EOC, if activated. Provide information regarding response activities, injuries, and sustained damage.
11. Coordinate all emergency public information with the City EOC and Public Information Officer.
12. Forward all incident documentation, including reports, to the Documentation Unit at the EOC for the preparation of the After-Action Report.
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American Canyon Police Department
Coroner Operations Checklist
1. The County Sheriffs Department will conduct Coroner Operations Upon notification of fatalities, notify the Sheriffs Department to activate the Coroner Division.
2. The Deputy Coroner shall report directly to the Incident Command Post, reporting to the Operations Section Chief or the Incident Commander (IC) if the Section Chief position is not filled.
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American Canyon Police Department
Transportation Emergencies Checklist
Train Accident
1. Report to the Incident Command Post, receiving briefing from the Incident Commander or the Operations Section Chief, if position is filled.
2. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, take the following actions: Establish a perimeter to isolate the incident. Control access to accident site, restricting it to emergency responders only. Provide security for evacuated areas.
3. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter.
4. Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS.
5. Provide for crowd control at accident site.
6. Assist the Fire protection District with safeguarding all evidence for federal accident investigators.
7. Assist the Deputy Coroner with the removal and disposition of the deceased, as requested.
8. Review and complete all the required actions on the ‗General Response Checklists.‖
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Major Vehicle Accident
1. Assume Incident Command and provide Central Dispatch with the Incident Commander‘s name. Establish a Unified Command for all multi-agency responses. (The Incident Commander position may be handed over to the Fire Protection District if the emergency response to the accident involves actions usually handled by the fire services).
2. Relay initial assessment of incident to responding units and Central Dispatch. The information provided should include, but not be limited to, the complexity of the incident, number of casualties, and life/safety issues.
3. Establish an Incident Command Post (ICP).
4. If evacuation of affected areas is necessary, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
5. Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with the Public Works and/or CALTRANS.
6. Provide for crowd control at the accident site.
7. Assist the Fire Protection District with safeguarding all evidence for federal accident investigators.
8. Assist the Deputy Coroner with the removal and disposition of the deceased, as requested.
9. Review and complete all the required actions on the ―General Response Checklists.‖
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Aircraft Accident - Civilian and Military
1. Report to the Incident Command Post, receiving briefing from Incident Commander or Operations Section Chief, if position is filled.
2. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, take the following actions: Establish a perimeter to isolate the incident (minimum 2,000-foot perimeter for military aircraft crashes). Control access to accident site, restricting it to emergency responders only.
3. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
4. In coordination with the Fire Protection District, take the following actions in response to an aircraft accident failure: Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and /or CALTRANS. Provide for crowd control at accident site.
5. Assist the Fire Protection District with safeguarding all evidence for federal accident investigators.
6. Assist the Deputy Coroner with the establishment of a temporary morgue and the removal and disposition of the deceased, as requested.
7. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Police Department
Dam Failure Checklist
1. Report to the Incident Command Post, receiving briefing from Incident Commander or Operations Section Chief, if position is filled.
2. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, take the following actions: Establish a perimeter to isolate the incident. Isolate and control access to the dam inundation area, restricting it to emergency responders only.
3. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
4. In coordination with the Fire Protection District, take the following actions in response to a dam failure: Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS. Provide for crowd control.
5. Review and complete all the required actions on the General Response Checklists.
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American Canyon Police Department
Hazardous Materials Checklist
(Approach incident from UPWIND, UPHILL AND UPSTREAM!!!)
1. Obtain a safe route to the Incident Command Post from St Helena Dispatch.
2. Report to the Incident Commander or the Operations Section Chief, if position has been established, and receive briefing.
3. Ensure that all Police Department personnel remain out of the hazard zones established by the Fire Protection District, remaining outside the safe zone.
4. In coordination with the Fire Protection District and as directed by the IC or Operations Chief, control access to incident site, restricting access to emergency responders only.
5. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
6. In coordination with the Fire Protection District, take the following actions in response to a hazardous materials incident: Develop and implement a traffic control plan, coordinating with Public Works and/or CALTRANS for the use of street barricades. Provide for crowd control at incident site.
7. Review and complete all the required actions on the General Response Checklists.‖
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American Canyon Police Department
Earthquakes Checklist
1. Conduct an internal damage assessment of Police facility: Check safety of Police personnel, providing first aid as necessary. Check structural integrity of Police facility. Test communications (radios, telephones, etc.). Check utility systems. Check availability of fuel.
2. Establish communications with Central Dispatch and provide initial status report: Personnel availability. Vehicle and equipment availability. Fuel availability.
3. In coordination with the Fire Protection District, conduct a ―Windshield Survey‖ of assigned critical facilities, including but not limited to the following: Essential service buildings (primarily government facilities). School facilities. All Utility facilities. Summit dam.
4. Provide ―Windshield Survey‖ report to St Helena Dispatch or Fire Dispatch.
5. In coordination with other emergency response agencies, initiate responses to the most severe incidents.
6. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, control access to incident site, restricting access to emergency responders only.
7. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
8. In coordination with the Fire Protection District, take the following actions in response to an earthquake:
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Develop and implement a traffic control plan for the affected areas, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS. Provide for crowd control at all incident sites.
9. Once activated, coordinate all response actions and resource requests with the Operations Section of the City EOC.
10. Assist the Deputy Coroner with the removal and disposition of the deceased, as requested.
11. In coordination with the Incident Commander and the City EOC, manage the arrival and use of spontaneous volunteers, referring all volunteers to designated reception areas.
12. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Police Department
Floods Checklist
1. Report to the Incident Command Post, receiving briefing from Incident Commander or Operations Section Chief, if position is filled.
2. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, take the following actions: Establish a perimeter to isolate the incident. Control access to incident site, restricting it to emergency responders only.
3. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
4. In coordination with the Fire Protection District, take the following actions in response to flooding: Develop and implement a traffic control plan, coordinating with Public Works and/or CALTRANS for the use of street barricades. Provide for crowd control.
5. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Police Department
Landslides Checklist
1. Report to the Incident Command Post, receiving briefing from Incident Commander or Operations Section Chief, if position is filled.
2. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, take the following actions: Establish a perimeter to isolate the incident. Control access to incident site, restricting it to emergency responders only.
3. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
4. In coordination with the Fire Protection District, take the following actions in response to a landslide: • Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS. • Provide for crowd control.
5. Review and complete all the required actions on the General Response Checklists.
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American Canyon Police Department
Extreme Weather/Storm Checklist
1. Report to the Incident Command Post, receiving briefing from Incident Commander or Operations Section Chief, if position is filled.
2. In coordination with the Fire Protection District, and as directed by the IC or Operations Chief, take the following actions: Establish a perimeter to isolate the incident. Control access to incident site, restricting it to emergency responders only.
3. In coordination with other emergency response agencies responding to the incident, determine the extent of damage from storm and/or extreme weather conditions.
4. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
5. In coordination with the Fire Protection District, take the following actions in response to severe weather or storm: Develop and implement a traffic control plan, coordinating with Public Works and/or CALTRANS for the use of street barricades. Provide for crowd control.
6. Review and complete all the required actions on the Genera1 Response Checklists.
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American Canyon Police Department
Civil Disturbances Checklist
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name. (Establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.).
3. Establish an Incident Command Post (ICP).
4. Ensure that the following agencies have been notified and/or are on scene: Public Works Department. Fire Protection District. Operational Area Law Enforcement Mutual Aid Coordinator. Operational Area OES. Governor‘s Office of Emergency Services (to request National Guard assistance).
5. In coordination with the Fire Protection District, take the following actions in response to a civil disturbance: Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS. Provide for crowd control.
6. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Police Department
Terrorism Checklist
1. Assume Incident Command and provide St Helena Dispatch with the Incident Commander‘s name. (Establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of incident to responding units and St Helena Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.).
3. Establish an Incident Command Post (ICP).
4. Ensure that the following agencies have been notified and/or are on scene: Public Works Department. County Health Department. Fire Protection District. Operational Area Law Enforcement Mutual Aid Coordinator. Governor‘s Office of Emergency Services (to request National Guard, and/or Department of Justice assistance). Federal Bureau of Investigations (FBI). Alcohol, Tobacco and Firearms (ATF) Agency.
5. In coordination with the Fire Protection District, take the following actions in response to terrorist activities: Develop and implement a traffic control plan, coordinating detour and traffic control resource requirements with Public Works and/or CALTRANS. Provide crowd control.
6. If evacuation of affected areas is requested by the Incident Commander, take the following actions in coordination with the Fire Protection District: Identify safe evacuation routes. Identify and establish adequate evacuation reception areas. If long-term evacuation of area is required, notify the Operational Area OES to coordinate the activation of a shelter. Provide security for evacuated areas.
7. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Public Works Department
Public Works Department Checklist
Increased Readiness Checklist
1. Upon notification of a potential emergency/disaster situation, adopt an increased readiness posture by reviewing appropriate plans, guidelines, and checklists, including mutual aid agreements.
2. Consider alerting and/or recalling off-duty personnel.
3. Prepare an emergency work schedule, and staffing patterns (i.e., two people per vehicle).
4. Assess the availability and condition of resources, including the number of on-duty personnel, vehicle status, and communications systems.
5. Assess and determine the necessity of specialized equipment and resources, such as barricades, bulldozers, skip loaders, traffic cones, etc.
6. Provide resource status report to the City EOC and to St Helena Dispatch.
7. Stage equipment and personnel in strategic locations, as deemed necessary.
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American Canyon Public Works Department
General Response Checklist
1. Upon notification and request to respond to any incident establish a DOC at a suitable public works facility and report to the Incident Commander or the Operations Section Chief, if the position has been established, and obtain an incident briefing.
2. Determine the extent of assistance required by the Public Works Department, including personnel and equipment.
3. Through St Helena Dispatch, or American Canyon Fire Dispatch if St Helena Dispatch is unavailable, request that off-duty personnel be recalled to duty, as needed.
4. Determine if mutual aid is required. If required, contact the following agencies for assistance: Napa County Public Works Department. Napa City Public Works Department. Vallejo Public Works Department Benicia Public Works Department Travis AFB Public Works Department. CALTRANS.
5. Assist the Police and County Sheriffs Department with the utilization of barricades and cones to close off streets and hazardous areas.
6. Provide periodic status reports to St Helena Dispatch, or Fire Dispatch, and the City EOC, if activated. Provide information regarding response activities, injuries, and sustained damage.
7. Coordinate all emergency public information with the City EOC and Public Information Officer.
8. Forward all incident documentation, including reports, to the Documentation Unit at the EOC for the preparation of the After-Action Report.
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American Canyon Public Works Department
Dam Failure Checklist
1. Upon notification and request to respond to any flood incident, activate the Public Works Department Operations Center (DOC), report to the Incident Commander or the Operations Section Chief, if the position has been established, and obtain an incident briefing.
2. Establish communications and coordinate efforts with the City of Vallejo Water Department as operator of the Summit Dam.
3. Divert floodwaters in any way possible.
4. Assist the Fire Protection District in pumping water out of critical facilities that have become flooded.
5. Provide periodic status reports to St Helena Dispatch and the City EOC, if activated, provide information regarding response activities, injuries, and sustained damage.
6. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Public Works Department
Earthquakes Checklist
1. After the initial shaking stops, immediately perform the following functions: Check for injured Public Works personnel and provide first aid as necessary. Check damage sustained to Public Works Department facilities. Check communications equipment. Check the availability and status of all heavy equipment and other materials at County Corp. Yard and other Department locations. Establish DOC.
2. Establish communications with Central Dispatch and provide an initial status report, which should include: Public Works Department personnel available. Equipment and materials available. Status of fuel at Corp. Yard.
3. Recall all personnel, if earthquake occurs during non-working hours.
4. Assess the status of lifeline utility systems (water, sewer, electricity, and natural gas systems), and provide status.
5. Assess and provide status of lifeline bridge structures.
6. Report to the Operations Section Chief and the City EOC, or St Helena Dispatch, or Fire Dispatch, if the EOC is not yet activated.
7. Establish communications with other City emergency response agencies.
8. As directed by the Operations Section Chief, perform the following functions: Dispatch crews to assist in damage surveys of Summit Dam. Dispatch crews to inspect the structural stability of critical facilities. Dispatch crews to determine the capacity and safety of bridges, freeway over/under passes, and other roadways. Dispatch crews to clear debris.
9. Advise the Operations Section Chief of the need to evacuate critical facilities and the need to close or restrict access to bridges, freeways, or
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other roadways, based on inspections and surveys.
10. Assist the Police and County Sheriffs Department with the utilization of barricades and cones to close off streets and hazardous areas.
11. Assist the Police and County Sheriffs Department with setting up detours and alternate routes for damaged roadways, bridges and freeways.
12. Repair damage to critical facilities and essential roadways.
13. Coordinate with utility companies to repair and/or restore services.
14. Review and complete all the required actions on the ―General Response Checklists.
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American Canyon Public Works Department
Floods Checklist
1. Upon notification and request to respond to any flood incident, activate the Public Works Department Operations Center (DOC), report to the Incident Commander or the Operations Section Chief, if the position has been established, and obtain an incident briefing.
2. Determine the extent of assistance required by the Public Works Department, including personnel and equipment.
3. Determine if mutual aid is required. If required, contact the following agencies for assistance: Napa County Public Works Department. Napa City Public Works Department. Vallejo Public Works Department. Benicia Public Works Department. Travis AFB Public Works Department. CALTRANS.
4. Mobilize crews for flood fighting operations, which may include the following actions: Diverting floodwaters. Clearing debris from bridges and culverts along city creeks and open channels, as the situation permits it to be accomplished safely. Sandbagging operations. Levee reinforcement.
5. Assist the Police and County Sheriffs Department with the utilization of barricades and cones to close off streets and hazardous areas.
6. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Public Works Department
Landslides Checklist
1. Upon notification and request to respond to any flood incident, activate the Public Works Department Operations Center (DOC), report to the Incident Commander or the Operations Section Chief, if the position has been established, and obtain an incident briefing.
2. Determine the extent of assistance required by the Public Works Department, including personnel and equipment.
3. Determine if mutual aid is required. If required, contact the following agencies for assistance: Napa County Public Works Department. Napa City Public Works Department. Benicia Public Works Department. Vallejo Public Works Department. Travis AFB Public Works Department. CALTRANS.
4. Assist the Police and County Sheriffs Department with detours around the hazardous areas.
5. Coordinate the clearing and shoring of the landslide area with the Fire Protection District and CALTRANS, if onsite.
6. Review and complete all the required actions on the ―General Response Checklists.‖
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American Canyon Public Works Department
Extreme Weather/Storms Checklist
1. Assume Incident Command and provide the Dispatch Center with the Incident Commander's name, (establish a Unified Command if a multi- agency response is required.)
2. Relay initial assessment of incident to responding units and Dispatch (information should include, but not be limited to, the complexity of incident, number of casualties, life/safety issues, etc.).
3. Establish an Incident Command Post (ICP) or activate the EOC.
4. Assign Weather Technical Specialists to the Command Staff and request that the Specialists coordinate with EOC and monitor weather conditions, including current and forecasted conditions.
5. In coordination with other emergency response agencies responding to the incident, determine the extent of damage from the storm and/or extreme weather conditions.
6. In coordination with other emergency response agencies and the Operational Area EOC, initiate responses to the most severe incidents.
7. Review and complete all the required actions on the ―General Response Checklists.‖
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AMERICAN CANYON
EMERGENCY OPERATIONS PLAN
SECTION III
Extended Operations
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Section III Extended Response Operations
CONCEPT OF OPERATIONS
During a disaster/emergency, the American Canyon Emergency Operations Center (EOC) will support field response operations in mitigating incidents within the City. The primary emphasis will be placed on saving lives, protecting property, and preserving the environment. The American Canyon EOC will operate using the Standardized Emergency Management System (SEMS) functions, principles, and components. It will implement the action planning process to develop an EOC Action Plan, identifying and implementing specific objectives for each Operational Period. The American Canyon EOC will also serve as the coordination and communications link between American Canyon and the Napa Operational Area EOC.
The American Canyon EOC will be activated whenever the City is impacted by a major emergency or disaster. The EOC will utilize the discipline-specific mutual aid coordinators to coordinate fire, law enforcement, public works, and medical specific resources. Other resource requests that do not fall into these four disciplines will be coordinated by the Logistics Section.
Emergency Operations Center
Introduction
Within American Canyon, normal day-to-day operations are conducted by various departments and agencies. The American Canyon EOC is a location from which centralized emergency management can be performed during a major emergency or disaster. The EOC facilitates a coordinated response by all the departments and agencies that are assigned emergency mitigation responsibilities. The level of EOC staffing will vary with the specific emergency situation.
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Primary and Alternate Locations
The primary American Canyon Emergency Operations Center (EOC) is located at the Public Safety Building 911 Donaldson Way (east). The first alternate American Canyon EOC site is located at City Hall 4381 Broadway.
Primary EOC Diagram 911 Donaldson
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Alternate EOC Diagram
4381 Broadway
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Activation Policy
The American Canyon EOC is activated when field response agencies need support. Activation may involve partial or full staffing, depending on the support required. The following list depicts the circumstances when the EOC must be activated and SEMS used, per the SEMS Regulations (California Code of Regulations, Title 19, Section 2409 f):
A major incident occurs in American Canyon that first responders identify as beyond their ability to successfully mitigate with existing resources;
Napa County or one or more cities have declared a local emergency and are requesting resources from American Canyon, (except those resources used in normal day-to-day operations which are obtained through existing agreements such as fire or law enforcement mutual aid);
American Canyon has requested a Governor‘s Proclamation of a State of Emergency;
A State of Emergency is proclaimed by the Governor for Napa County.
The four circumstances listed above require an automatic activation of the American Canyon EOC. Other than these circumstances, the activation of the EOC must be authorized. The following American Canyon personnel are authorized to activate of the EOC: City Manager Fire Chief Police Chief Public Works Director
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Action Planning The use of Action Plans in the American Canyon EOC provides a clear and measurable process for identifying objectives and priorities for a given event. Action planning is an important management tool that involves:
A process for identifying priorities and objectives for emergency response or recovery efforts. Plans that document the priorities and objectives, and the tasks and personnel assignments associated with meeting the objectives.
The action planning process should involve the EOC Director and Section Chiefs, along with other EOC staff, as needed, such as special districts, and other agency representatives.
The Planning/Intelligence Section is responsible for facilitating the action planning meeting and completing and distributing the Action Plan. Action Plans are developed for a specified Operational Period, which may range from a few hours to 24 hours. The Operational Period is determined by first establishing a set of priority actions that need to be performed and then establish a reasonable time frame 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.
Information and Resource Management
Within the American Canyon EOC, the EOC Message Form will be used to provide written communications between the Sections, Branches and Units. Each Section, Branch, and Unit will use this form to order disaster/event related resources and to record information to be transmitted to other Sections/Branches/Units. The message system provides an audit trail of all pertinent information necessary to document the actions taken by the City during the response to a disaster.
The EOC message form will not replace face-to-face communications, but will ensure a paper trail of critical verbal communication is maintained, if not recorded on the individual‘s or Section‘s/Branches‘/Units‘ duty logs.
Napa County, acting as the Operational Area EOC, coordinates emergency activities within the Operational Area, augmenting, not replacing, American Canyon‘s EOC. It also serves as the communications link between the State‘s Coastal Region Emergency Operating Center and the American Canyon EOC. It provides a single point of contact for information on the emergency situation, as well as resource needs and priorities.
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Critical information and resource requests from the American Canyon EOC should be sent electronically to the Operational Area EOC using the Response Information Management System (RIMS).
Critical information from the American Canyon EOC will be submitted to the Napa Operational Area EOC by means of Preliminary Report, Situation Summary Reports, Status Report, and Flash Report.
The Preliminary Report form will be used by the EOC to transmit initial information to the Operational Area EOC during the first two hours after an event. The Situation Summary is an assessment of the emergency and identifies major incidents/problems and response and recovery priorities. It is intended for use after the first two hours of an event. The Status Report is informational, providing data about the effects of the emergency in several categories. The Status Report and Situation Summary will be transmitted to the Operational Area EOC together. The Flash Report is used to transmit vital and/or time-sensitive information between the Operational Area EOC and the American Canyon EOC outside regularly scheduled Situation Summaries and Status Reports.
Resource requests will be made through one of the following processes:
Discipline-specific mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from the American Canyon EOC to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. All other resource requests will be made through the Logistics Section at each level.
Resource requests from the American Canyon EOC and other jurisdictions within the Operational Area will be coordinated at the Operational Area EOC to determine if the resource is available from other local governments or other sources within the Operational Area. Mutual Aid Coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations. Mutual Aid Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from American Canyon should be requested through the Op Area and submitted on RIMS. Available resources will be allocated to the requesting local government by the Operational Area EOC. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs of the County EOC are responsible for ensuring that priorities are followed. Resources that are not available within the Operational Area will be requested through the regional level, the State‘s Coastal Region EOC.
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Response Information The purpose of the Response Information Management System (RIMS) is to improve the City‘s ability to respond to major disasters. The RIMS system will increase the City‘s level of service and efficiency by improving the ability to: Respond to, manage and coordinate requests for resources. Collect process and disseminate information during and after a disaster. One computer in the City EOC will have RIMS installed. The following reports or requests will be provided to the Governor‘s Office of Emergency Services via RIMS during and after the emergency or disaster: Situation Status Reports. Mutual Aid Requests. Local Declarations, Operational Area Declaration requests. Request after-Action Reports.
Coordination With Field Response Level Since the American Canyon EOC is the center for emergency management activities, communications and coordination must be established with City field responders.
When no Departmental Operations Centers (DOCs) are activated, the Incident Commander(s) operating in the field will report directly to the Operations Section Chief in the City EOC, via the St Helena Dispatch or through the EOC radio operators, if established.
When City departments have activated their DOCs, the Incident Commander will continue to report directly to the Operations Section Chief in the EOC and also provide status reports to their DOC. When the City EOC is directly overseeing Incident Command teams, it is operating in a centralized coordination and direction mode.
Coordination With State And Federal Field Response There are some instances where a state or federal agency will have a field response. State agency field response may be the result of a flood, oil spill, hazardous materials accident, terror incident or other hazard scenarios. Federal field response could result from the same scenarios or a military aircraft accident, where the federal military authorities are the Incident Commander. When an incident of this type occurs in American Canyon, and state or federal agencies are involved in field operations, coordination will be established the American Canyon EOC or at the Operational Area EOC. State or federal agencies operating in the field may be found in any ICS section, branch, or unit; or part of a Unified Command. The incident will determine their location.
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Coordination With American Canyon Departmental Operations Centers The appropriate American Canyon EOC Section/Branch/Unit will coordinate with DOCs to obtain information for advance planning, logistical needs, available personnel and equipment resources, and other information as required. The DOCs will assist the EOC in supporting field operations.
Coordination With Operational Area EOC Direct communications and coordination will be established between Napa County Operational Area EOC and the American Canyon EOC. Initially, communications will be established by any means available and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination with the Operational Area EOC will occur along functional lines. Whenever feasible, an agency representative from the American Canyon EOC should be sent to the Operational Area EOC. The American Canyon representatives will ensure that adequate coordination and information exchange arrangements are made with the Operational Area.
Coordination With Special Districts The emergency response role of Special Districts is generally focused on their normal services or functional area of responsibility. During disasters, some types of Special Districts will be more extensively involved in the emergency response by directly coordinating, communicating, and assisting American Canyon.
In Napa County, relationships with Special Districts and the local governments is complicated by overlapping boundaries. For the special districts that serve more than one local government, they will coordinate and communicate directly with the Operational Area EOC.
Ideally, the Special District involved in the emergency response will have a representative at the Operational Area EOC, serving as the focal point of coordination and work with other local government representatives in the EOC. If a Special District is unable to send a representative, then the Liaison Officer in the Operational Area EOC will be responsible for establishing communications and coordination with the Special District.
Coordination With Private And Volunteer Agencies Within Napa County, coordination of response activities with many nongovernmental agencies may occur, primarily at the local government level. However, the Operational Area EOC will establish coordination with private and volunteer agencies that have multi-jurisdictional or countywide response roles. The agencies that play key roles in the response should have representatives at the Operational Area EOC.
Coordination with volunteer and private agencies that do not have representatives at the Operational Area EOC may be accomplished through
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telecommunications or involvement of agencies in special multi- agency groups on specific issues.
Coordination With The Coastal Region Emergency Operations Center Direct coordination and communications with the Coastal Region Emergency Operations Center (REOC) is done by the Operational Area EOC. There is one primary method and one alternate method for the Operational Area to coordinate with the Coastal EOC:
Primary Method: The REOC sends a field representative to the Operational Area. Alternate Method: The Operational Area and the REOC coordinate through various telecommunications systems.
Coordination and communications between the Operational Area EOC and the Coastal Regional EOC will occur between the five SEMS functions. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators, who are located in the Operational Area EOC, and the Region‘s Mutual Aid Coordinator, who are located in the State‘s Coastal Regional EOC. These coordinators may be functioning from their respective Operational Area and Regional EOCs or from other locations depending on the situation and the mutual aid system.
Damage Assessment And Situation Reporting When a disaster occurs, it is necessary to collect and analyze information concerning the nature, severity, and extent of the situation, and to report the information through established channels. The information will be used to assess the extent of the disaster/event and determine the appropriate level of response for the City.
General and initial assessment, sometimes called a ―Windshield Survey‖, will be conducted by field responders, giving a quick picture of the incident. The Public Works, Fire and Police Departments will conduct safety inspections, searching for life and/or property-threatening situations. As significant damages become apparent, the Operations Section will prepare an Initial Damage Estimate (IDE). The IDE, when completed, should be forwarded to the Operational Area EOC where it will be compiled with other information from the County and sent on to the State‘s Coastal REOC.
The IDE includes the location and description of the damages and provides a rough estimate of the associated dollar loss. The IDE will be used to justify a State of Emergency and to request a Presidential Declaration of Emergency.
A detailed assessment of damage in public and private facilities, with more precise dollar loss estimates, will be formulated and forwarded to Operational Area EOC later, as recovery operations begin.
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Information needed to determine the operational problems and immediate needs of the community is critical. The specific information on dollar amounts of the damage and the economic consequences of the disaster are also important, but must not be collected until the operational problems and immediate needs are collected and analyzed. Detailed damage assessment information will be used to plan for both short and long range recovery, which will be given highest priority as the City emergency organization transitions from response to recovery operations.
Policy and Procedures When a disaster occurs, an immediate survey of the City will be conducted by emergency responders, assessing the nature, severity, and extent of the situation. The responders include the Fire Protection District, Police Department, and Public Works Department. Information may also be gathered from American Red Cross Damage Assessment Teams.
Field responders will accomplish the initial damage assessment by conducting a ―Window Survey‖, which will require the observation and reporting of damage, casualties and status of affected areas. The ―Window Survey‖ should include the inspection of and reporting on facilities essential to public welfare and safety.
Field responders will report their observations to St Helena Dispatch. It is imperative that ―Window Surveys‖ are collected and analyzed as quickly and as completely as possible so a determination can be made of whether or not to activate the EOC. The Public Works Department will begin safety assessments of the damaged facilities and follow up, as necessary, with the field responders‘ initial damage assessment. If/when activated, all information will be sent to the Operations Section at the EOC.
The Public Works Department in coordination with the Operations Section at the EOC will manage and coordinate teams of qualified inspectors who are either local inspectors or inspectors obtained through the mutual aid system. These teams will include building inspectors and civil and structural engineers who will inspect both public and private property. The Planning/Intelligence Section will complete and transmit the various Situation Reports concerning damage to the Operational Area EOC. When no damage is observed, a report will be submitted indicating no observed damage.
The Operations Section, in coordination with the Planning/Intelligence Section, will begin completing the Initial Damage Estimate (IDE), which includes the location and description of the damages and provides a rough estimate of the associated dollar loss. Once completed on RIMS, the IDE will be sent to the Operational Area EOC.
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Reports will be submitted electronically, via RIMS, and will consist of Flash Reports, Situation Reports, and the Initial Damage Estimate. Flash Reports are reports that describe the disaster situation. They may be oral at first, but will be submitted via RIMS as the disaster/event continues. Flash reports will be submitted to the Operational Area EOC in between Situation Reports.
Situation Reports are completed and submitted via RIMS on a regularly scheduled basis, every two, four, eight, or ten hours. Situation Reports define affected areas; identify status of transportation routes, the number of casualties and fatalities, damage to both private and public facilities, and the type and relative priority of assistance needed.
Public Information Emergency public information to both the general public and the media will only be provided through the Public Information Officer at the American Canyon EOC, unless the EOC is not yet activated, in which case the Incident Commander will release information based on the facts of the incident. The Incident Commander may elect to delegate this authority to a field level Public Information Officer. All other individuals working at either the field response level or the EOC will refer inquiries from the media or general public to the Public Information Officer at the EOC or the Incident Commander.
Emergency Declarations Local Emergency If conditions of extreme peril to persons and property exist in American Canyon, the City Council may pass a resolution declaring that a local emergency exists for American Canyon. This declaration must be made within 10 days of the event if the City is to qualify for financial assistance under the State‘s Natural Disaster Assistance Act. The City Council is required by law to review, at least every 21 days, the continuing existence of the emergency situation. They must also terminate the emergency declaration at the earliest possible date that conditions warrant.
A local emergency may be declared for the County of Napa and/or the Napa Operational Area by the Napa Board of Supervisors, or by the County Chief Administrative Officer, which will be subject to ratification by the Board of Supervisors within seven days. This is typically done when a local disaster affects two or more members of the Operational Area. However, this does not preclude American canyon from directly petitioning the Governor‘s Office of Emergency Services for a Gubernatorial Proclamation under the Natural Disaster Assistance Act.
The Declaration of a Local Emergency gives legal immunities for emergency actions taken by American Canyon employees to both the City and the employees. It also allows the City Manager to establish curfews, take measures
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necessary to protect and preserve the public health and safety, and exercise all authority granted by local ordinance.
Request for Concurrence Following the Declaration of a Local Emergency the City Council may request that the Director of the Governor‘s Office of Emergency Services, concur and provide assistance under the state Natural Disaster Assistance Act. This Act provides financial assistance for the permanent restoration of public real property other than facilities used solely for recreational purposes when it is damaged or destroyed by a natural disaster.
To qualify for State concurrence in a local emergency, a declaration must be made within 10 days of the occurrence. A copy of the declaration, along with the information compiled in the damage assessment process, must accompany the request for State concurrence.
Requesting Governor’s Assistance After the Declaration of a Local Emergency for the County of Napa and/or Proclamation of a State the Napa Operational Area, the Napa County Board of Supervisors, having of Emergency determined that local resources are insufficient, may request that the Governor proclaim a State of Emergency. The request will be forwarded to the Director, Governor‘s Office of Emergency Services, with a copy of the local emergency declaration and the damage assessment summary.
Transition Into Recovery Operations As the threat to life, property, and the environment dissipates the EOC Director will consider deactivating the EOC. The EOC Director will direct Section Chiefs to deactivate their Sections, ensuring that each Unit Branch/Section that was activated provides its logs and files to the Cost/Recovery Unit. The Cost/Recovery Unit will organize these materials so they can be archived and/or utilized for the financial recovery process. The Cost/Recovery Unit Leader will coordinate the recovery effort, ensuring that all damaged public facilities and services are restored. In coordination with the EOC Director, the Cost/Recovery Unit will prepare the after-action report, submitting it to the Operational Area Office of Emergency Services within 60 days of the disaster/event.
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EOC SEMS Functions Overview The five SEMS functions in the American Canyon EOC are: Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. These functions are the basis for structuring the American Canyon EOC organization
The Management function is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. The Operations function is responsible for coordinating support for emergency response, coordinating inter-jurisdictional responses, and coordinating city-wide activities through implementation of the EOC Action Plan. The Planning/Intelligence function is responsible for collecting, evaluating, and disseminating information, developing the EOC Action Plan in coordination with other Sections, and maintaining documentation. The Logistics function is responsible for providing facilities, services, personnel, equipment, and materials to support the emergency response. The Finance/Administration function is responsible for financial and other administrative activities.
The duties and responsibilities for these functions are depicted in the All Hazards position checklists, which are provided for each SEMS function. The checklists are based on three phases: Activation, Operational, and Deactivation. A generic checklist, which applies to each EOC position for both the activation and deactivation phases, is also provided. Some positions may have unique actions to take under these two phases, which will be noted on their specific checklists.
The organizational structure for the City EOC provides the following features:
EOC Safety, Security and Legal Officers, as needed Public Information Officer to handle all communication and coordination requirements for the public and the media Liaison Officer to work with volunteer and private agencies, as needed A Situation/Status and Documentation Unit in the Planning/Intelligence Section to capture, display and document all relevant information A Cost/Recovery Unit in the Finance/Administration Section to document and compile all financial information.
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AMERICAN CANYON EMERGENCY OPERATIONS PLAN
SECTION IV Recovery Operations
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Section IV Recovery Operations
CONCEPT OF OPERATIONS American Canyon will be involved in recovery operations following a disaster. Recovery operations actually begin immediately after the response. Many citizens will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as these:
Assessment of the extent and severity of damages to homes and other property. Restoration of services generally available in communities - water, sanitation, food, and medical assistance. Repair of damaged homes and property. Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.
Local governments can help individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases; short-term and long- term: . Short-term recovery operations will begin during the response phase of the emergency. The major objectives of short-term recovery operations include rapid debris removal and cleanup, and orderly and coordinated restoration of essential services (electricity, water, and sanitary systems). Short-term recovery operations will include all the agencies and departments in American Canyon.
The major objectives of long-term recovery operations include: Coordinated delivery of social and health services. Improved land use planning. Improved American Canyon Emergency Operations Plan. Re-establishing the local economy to pre-disaster levels. Recovery of disaster response costs. Effective integration of mitigation strategies into recovery planning and operations.
Public information during the recovery process will be handled by the Public Information Officer. However, information will be coordinated among the agencies and jurisdictions in the Operational Area.
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Short-Term Recovery The goal of short-term recovery is to restore local government to at least a minimal capacity. Short-term recovery includes: Utility restoration Expanded social, medical, and mental health services Re-establishment of American Canyon government operations Transportation routes Debris removal Cleanup operations Abatement and demolition of hazardous structures.
American Canyon will coordinate its efforts to restore utility systems and services during recovery operations. Medical services may need to operate from temporary facilities, as necessary. Napa County Health Department will coordinate and conduct Critical Incident Stress Debriefings for emergency response personnel and victims of the disaster event.
For federally declared disasters, tele-registration centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross and the Operational Area, American Canyon will provide sheltering for disaster victims until housing can be arranged.
American Canyon will ensure that debris removal and cleanup operations are expedited. On the basis of the City‘s assessments, structures that pose a public safety concern will be demolished.
Long-Term Recovery The goal of long-term recovery is to restore the community to pre-disaster condition. Long-term recovery includes hazard mitigation activities, restoration or reconstruction of public facilities, and disaster response cost recovery. American Canyon will be responsible for our own approach to mitigation, which could include zoning variances, building codes changes, plan reviews, seismic safety elements, and other land use planning techniques.
With public safety a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process.
Hazard mitigation actions will need to be coordinated and employed in all activities by all departments in order to ensure a maximum reduction of vulnerability to future disasters. The City will strive to restore essential facilities to their pre-disaster condition by retrofitting, repairing or reconstructing them during long-term recovery operations.
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Recovery programs will also be sought for individual citizens and private businesses.
Recovery Operations Organization For the City of American Canyon, recovery operations will be managed and directed by the City Manager. Recovery issues involving Operational Area involvement will be coordinated with the County Administrator (CAO) of Napa County (or his or her designee).
On a regularly scheduled basis, the City Manager will convene meetings with City department directors, key individuals, and representatives from affected agencies and special districts. These meetings will be held to make policy decisions collectively. They will also be used to obtain and disseminate information regarding completed and ongoing recovery operations.
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Recovery Operations Responsibilities The County, Operational Area jurisdictions, and special districts have specific responsibilities in recovering from a disaster. The chart, listed below depicts the functional responsibilities assigned to the County departments and/or key personnel, Operational Area jurisdictions, and special districts. County Administrator‘s Political process management; interdepartmental Office American Canyon coordination; policy development; decision making; and City Manager public information. Special District Management Land use and zoning variance; permits and controls for County Planning new development; revision of building regulations and Department American codes; code enforcement; plan review; and building and Canyon Planning safety inspections Department Restoration of medical facilities and associated services; continue to provide mental health services; and perform County Health Department environmental reviews. County Public Works Dept. Debris removal; demolition; construction; management of American Canyon Public and liaison with construction contractors; and restoration Works Dept. of utility services. Utility Special Districts County Social Services Housing programs; assistance programs for the needy; Dept. American Canyon oversight of care facility property management; and low Community Services income and special housing needs. Department County Auditor‘s Office American Canyon Finance Public finance; budgeting; contracting; accounting and Dept. Claims processing; taxation; and insurance settlements. Special District Accounting Offices County Conservation, Dev. Redevelopment of existing areas; planning of new & Planning redevelopment projects; and financing new projects. Dept.
Applications for disaster financial assistance; liaison with County OES Assistance providers; onsite recovery support; and American Canyon City disaster Manager, Special District Financial assistance project management. Accounting Offices Advise on emergency authorities, actions, and associated Liabilities; preparation of legal opinions; and preparation County Counsel s Office of American Canyon City New ordinances and resolutions. Attorney
Government operations and communications; space County Administrator s Acquisition; supplies and equipment; vehicles; personnel; Office and related support. American Canyon City Manager
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Recovery Damage/Assessment
The recovery damage/safety assessment is the basis for determining the type and amount of State and/or Federal financial assistance necessary for recovery. Under the American Canyon EOCs Standard Operating Guidelines, an Initial Damage Estimate is developed, during the emergency response phase, to support a request for a county and gubernatorial proclamation, and for the State to request a presidential declaration.
During the recovery phase, this assessment is refined to a more detailed level. This detailed Damage/Safety Assessment will be needed to apply for the various disaster financial assistance programs. A list of mitigation priorities will need to be developed by American Canyon City departments.
For the City, the detailed Damage/Safety Assessment will be completed by the City of American Public Works Department in coordination with the City EOC and other applicable City Departments. The administrative and operational divisions of special districts will, in most cases, complete the detailed damage assessment.
Documentation Documentation is the key to recovering eligible emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs.
Under the State Natural Disaster Assistance Act (NDAA), documentation is required for damage sustained to the following: Public buildings Levees Flood control works Irrigation works County roads City streets Bridges Other public works
Under federal disaster assistance programs, documentation must be obtained regarding damages sustained to: Roads Water control facilities Public buildings and related equipment Public utilities Facilities under construction Recreational and park facilities Educational institutions Certain private non-profit facilities.
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Debris removal and emergency response costs incurred by the affected entities should also be documented for cost recovery purposes under the federal programs. It will be the responsibility of the City to collect documentation of these damages and submit them to the Director of Recovery (City Manager).
The documenting information should include the location and extent of damage, and estimates of costs for: debris removal, emergency work, and repairing or replacing damaged facilities to a non-vulnerable and mitigated condition. The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be provided under federal mitigation programs.
Documentation is the key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue throughout the operation of the Emergency Operations Center as the disaster unfolds.
After Action Reporting The Standardized Emergency Management System (SEMS) regulations require any city, city and county, or county declaring a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an After- Action Report to OES within 90 days of the close of the incident period.
The After-Action Report will provide, at a minimum, the following: Response actions taken Application of SEMS Suggested modifications to SEMS Necessary modifications to plans and procedures Training needs Recovery activities to date.
The After-Action Report will serve as a source for documenting The City of American Canyon emergency response activities, and identifying areas of concern and successes. It will also be utilized to develop a work plan for implementing improvements. An After-Action Report will be a composite document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in regulations. It will include an overview of the incident, including enclosures, and will also address specific areas of the response, if necessary. It will be coordinated with, but not encompass, hazard mitigation. Hazard mitigation efforts may be included in the ―recovery actions to date‖ portion of the After-Action Report.
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The Director of Recovery will be responsible for the completion and distribution of the American Canyon After-Action Report, including sending it to the Governor‘s Coastal Region Office of Emergency Services within the required 90-day period. This report may be coordinated with other Operational Area jurisdictions and special districts at the Napa County EOC.
For the City of American Canyon, the After-Action Report‘s primary audience will be city employees, including management. As public documents, they are accessible to anyone who requests a copy and will be made available through the City Clerks Office.
The After-Action Report will be written in simple language, well structured, brief and well presented, and geared to the primary audience. Data for the After- Action Report will be collected from a questionnaire, RIMS documents, other documents developed during the disaster response, and interviews of emergency responders. The most up-to-date form, with instructions, can be found on RIMS.
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DISASTER ASSISTANCE PROGRAMS
Introduction When requesting implementation of disaster assistance programs, some key areas of concern must be adequately addressed. These areas include the needs of distinct groups, disaster assistance available at each level of declaration, and the level of detail required on each request for disaster assistance. The disaster assistance programs have been developed for the needs of four distinct groups: Individuals Businesses (including agriculture interests) Governments Non-profit organizations
o Individuals may receive loans or grants for real and personal property, dental, funeral, medical, transportation, unemployment, sheltering, and rental assistance, depending on the extent of damage. o Businesses Loans for many types of businesses are often made available through the United States Small Business Administration, assisting with physical and economic losses as a result of a disaster or an emergency. o Agriculture Programs exist for agricultural or other rural interests through the United States Department of Agriculture, including assistance for physical and production losses.
Government Funds and grants are available to government and certain non-profit organizations to repair, reconstruct, and mitigate the risk of future damage.
A State grant program is available to local governments to respond and recover from disasters. Federal grant programs are available to assist governments and certain non-profit organizations in responding to and recover from disasters.
At each level of emergency declaration, various disaster assistance programs become available to: Individuals Businesses Governments Non-profit organizations
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Local Emergency Declaration: Under local emergency declarations, Napa County and Operational Area jurisdictions may be eligible for assistance under the Natural Disaster Assistance Act (with the OES Director‘s concurrence).
Businesses and individuals may be eligible for local government tax relief, low- interest loans from the United States Small Business Administration, and relief programs under the United States Department of Agriculture.
State of Emergency Proclamation: Under a State of Emergency Proclamation by the Governor, the County, Operational Area jurisdictions, special districts, individuals, and businesses may be eligible, in addition to the assistance available under a local emergency declaration, for services from the following agencies:
Contractor‘s License Board; Department of Motor Vehicles; Department of Aging; Department of Insurance; Department of Social Services; Franchise Tax Board Tax Relief; State Board of Equalization; and Department of Veteran‘s Affairs.
Presidential Declaration: Under a Presidential Declaration, the County, Operational Area jurisdictions, special districts, individuals, and businesses may be eligible for the following disaster assistance programs and services:
Cora Brown Fund; Crisis Counseling Program; Disaster Unemployment; Temporary Housing Program; Individual and Family Grant Program; Internal Revenue Service Tax Relief; Public Assistance; Hazard Mitigation; Veteran‘s Affairs Assistance; and Federal Financial Institutions.
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Public Assistance Program Responsibilities
Each jurisdiction and special district has the responsibility for completion and submittal of the required documents for both state and federal public assistance programs.
In Napa County, the Office of Emergency Services (OES) will complete the necessary public assistance program application and supporting materials for the County. The County OES will also serve as the primary contact for state and federal field representatives. City Office‘s of Emergency Services will complete the application process and provide supporting materials to state and federal representatives.
Special districts will typically assign a representative from their accounting offices to complete application materials and coordinate with state and federal representatives. This special district representative will also work closely with their agency‘s/company‘s field operations staff throughout this process.
The following will outline the Federal Public Assistance Program and the State of California‘s Public Assistance Program, the Natural Disaster Assistance Act (NDAA).
Federal Public Assistance Program
Authorities and Required Declarations: The federal public assistance program is authorized under the Federal Disaster Relief Act of 1974, as amended by the Robert T. Stafford Disaster Relief and Emergency Assistance Amendments of 1988. The federal program requires a local emergency declaration, state of emergency proclamation, and a federal declaration of a major disaster or emergency.
Eligible Applicants: State agencies, counties, cities, special districts, K-12 schools, colleges and private non-profit organizations. The private non-profit organizations include educational, utility, emergency, medical and custodial care facilities. Private non- profit organizations who manage and operate essential governmental services facilities such as community centers, libraries, homeless shelters, senior citizen centers, shelter workshops, and similar facilities that are open to the general public are also eligible under the federal public assistance program.
Private non-profit organizations must, when applying for assistance, produce a letter from the Internal Revenue Service that grants them tax exempt status. They must also provide satisfactory evidence from the State of California showing they are a non-revenue-producing organization.
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Eligible Work Projects:
work project must be required as a result of a disaster event; work project must be located within the designated disaster area; and work project must be the legal responsibility of the applicant.
There are 7 categories of work projects under the federal program:
Category A - Debris Clearance; Category B - Emergency Protective Measures; Category C - Road System Repairs; Category D - Water Control Facilities; Category E - Buildings and Equipment; Category F - Public Utility Systems; and Category G - Other (Parks, Recreational Facilities, etc.)
To qualify under the federal program, removal of debris from privately or publicly owned lands and waters must:
eliminate immediate threats to life, public health, and safety; eliminate immediate threats of significant damage to improved public or private property; or ensure economic recovery of the affected community at large.
Measures undertaken to preserve public health and safety must:
eliminate or lessen immediate threats to life, public health, and safety; eliminate or lessen immediate threats of significant damage to improved public/private property; or eliminate or lessen immediate threats of additional damage to improved public or private property through cost-effective measures.
Examples of emergency protective measures include shelter, temporary repairs, National Guard emergency labor, emergency communications, emergency transportation, and cooperative agreement costs.
Permanent Restoration: Permanent restoration of eligible facilities will be based on the design of such facilities as they existed immediately prior to the disaster, and in conformity with current codes and standards. Standards must:
apply to the type of repair or restoration required; be appropriate to the pre- disaster use of the facility be in writing and adopted prior to project approval; and apply uniformly to all similar types of facilities within the jurisdiction of the code granting authority.
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A facility is considered repairable when repairs can restore the facility to the pre- disaster function; and the cost of such repairs can be made at a cost less than the estimated replacement cost of the damaged facility.
When a facility is deemed non-repairable by the FEMA Region IX Director, approved restorative work shall include replacement of the facility on the basis of pre-disaster design, in conformity with applicable codes and standards for new construction. The FEMA Region IX Director may require and approve funding for restoration of a destroyed facility at a new location when the facility is and will be subject to repetitive heavy damage.
Facilities that were not in active use at the time of the disaster are not eligible except in those instances where the facilities were temporarily inactive due to repairs or remodeling. Reasonable repair costs for equipment are eligible or, if destroyed, equipment may be replaced with a comparable item. Replacement is subject to current fair market value, less salvage and/or insurance recovery.
Eligible Cost Generally, in order for costs for work projects to be eligible, they must be:
necessary and reasonable; authorized or not prohibited under state, local, or other federal laws, regulations, or other governing limitations; consistent with policies, regulations, and procedures that apply uniformly to federal assistance and other activities of the unit government; treated consistently through application of generally accepted accounting principles; not allocable to or included as a cost of any other federally financed program; and net amount of all applicable credits.
Eligible Wage Costs Include: Overtime and overtime fringe benefits only for emergency protective measures performed by force account labor. Regular and overtime wages are eligible for permanent work performed by force account labor. If labor is contracted, whether emergency or permanent work, all costs are eligible: Extra hire costs; limited supervisor or management staff salaries; and compensatory time off (CTO).
Eligible Equipment Costs Include: Regulations allow for reimbursement for ownership and operation of costs of applicant-owned equipment used to perform eligible work. Reimbursement rates under local guidelines are established from the FEMA Schedule of Equipment Rates. Equipment damaged or destroyed as result of the disaster is also eligible. Rental equipment is reimbursed under a ―reasonableness‖ rate schedule, as determined by FEMA.
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Consumable Supplies and Materials: Consumable supplies that are eligible under the federal program include hand tools and other supplies used for the work project. Direct costs associated with cooperative agreements are also eligible under the federal program.
Administrative Allowances: Allowances for necessary costs of requesting, obtaining, and administering federal disaster assistance sub grants are:
$0 - $99,999 3 percent $100,000 - $999,999 2 percent $1,000,000 - $4,999,999 1 percent $5,000,000 and up 0.5 percent
Applying for Assistance Under the Federal Public Assistance Program: The Governor‘s Office of Emergency Services (OES) is responsible for processing all sub grants for applicants, including providing technical assistance and advice to sub grantees; providing state support for damage survey activities; ensuring that potential applicants for assistance are aware of available federal assistance; and, submitting documents necessary for grant awards. The State OES conducts briefings for public officials and potential applicants. The applicant process and requirements for the County of Napa and other members of the Napa Operational Area are:
Notice of Interest submittal within 30 days of the federal programs activation; List of Projects (Exhibit B); Resolution Designating an Authorized Representative; and OES Project Application (OES 89).
Damage Survey Report (PWS): Once the OES Project Application is received, a joint State/Federal inspection team comes to the requesting jurisdiction to perform a Project Work Sheet (PWS). The PWS identifies the scope of work and the quantitative estimate of cost of each work project. The inspection team prepares a PWS data sheet for each project listed on the List of Projects. A project means all work performed at a single site. A large project is a project with an approved estimate of costs of $43,600 or more. A small project is a project with an approved estimate of costs under $43,600. Any damage not shown to the inspection team during its initial visit must be reported to the FEMA Region IX Director, through the Governor‘s Authorized Representative (GAR), within 60 days following the completion of the initial visit. For large projects over $200,000, a construction monitoring program must be implemented. Within 45 days of receipt of the application for federal public assistance, the PWS‘s are reviewed by the FEMA Region IX Director and a decision to obligate the funds will be rendered. Once the projects are approved, State OES must submit quarterly progress reports to the FEMA Region IX Director.
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Supplements to the original application may be approved for substantial errors or omissions, overruns/under runs caused by variations in unit prices (cost adjustments), and changed site conditions/scope adjustments. Changes to small projects will normally be adjusted at the time of final inspection or an offsetting procedure will be implemented. Supplements should be requested at the earliest possible time and prior to completion of the work in question. Requests for a change in scope must be filed prior to work commencement on a ―Damage Verification Form.‖
If you do not agree with the inspection team‘s estimate, you may indicate your non-concurrence with the PWS. In addition to indicating your non-concurrence on the PWS form, you may also submit a letter of non-concurrence to State OES. In this letter, include the reasons why you disagree with the inspection team‘s estimate. Provide as much supporting documentation as possible with your letter. State OES will recommend that FEMA review the PWS to reinstate eligible costs before the PWS is approved. The letter to State OES should include the disaster number, Napa County‘s federal Project Application Number (PA Number), and the PWS number(s).
Work Project Funding: To receive payment, the sub grantee must have a resolution that designates an authorized representative, filed an OES Project Application, and have a Vendor Data Record (STD 204). Work project funding is subject to FEMA/State Agreement and 75 %/ 25 % federal/state and local costs shares, as established as the minimum under the Stafford Act. Funding of improved projects are subject to the Governor‘s Authorized Representative‘s (GAR) approval. Alternate projects are subject to the FEMA Region IX Director‘s approval and will be penalized 10 %. Payments for administrative allowances and small projects are automatic advance payments (after supplement approval). Payments for large projects must be requested on a ―Request for Reimbursement‖ form (OES 131). Reimbursement payments are sent in the form of progress payments, withholding 25 % until after final inspection or audit.
Completion Deadlines: The following deadlines have been established for each work category:
Debris Clearance 6 Months* Emergency Work 6 Months* Permanent Work 18 Months*
*Dates established from date of major disaster declaration
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The Governor‘s Authorized Representative may extend deadlines, when justified, as follows:
Debris Clearance 6 Months Emergency Work 6 Months Permanent Work 30 Months
The FEMA Region IX Director may extend the deadline beyond these dates, with adequate justification. Costs are allowed only to date of last approved time extension.
Final Claim The applicant must submit final claim within 60 days of the completion of all approved projects. A state engineer will complete an onsite inspection of all completed projects. A final audit is performed. The applicant must retain all records for six years.
State Natural Disaster Assistance Act (NDAA) Program
Authorities and Required Declarations: The State Natural Disaster Assistance Act (NDAA) Program is authorized under Title19, Subchapter 5, the Natural Disaster Assistance Act, California Code of Regulations. NDAA requires a local government to declare a local emergency within 10 days of the incident. For permanent restoration assistance under NDAA, the Director of the Governor‘s Office of Emergency Services (OES) must concur with the local declaration. For disaster response and permanent restoration assistance under NDAA, the Governor of California must proclaim a state of emergency. For matching fund assistance for cost sharing required under federal public assistance programs, the President of the United States must declare a major disaster or emergency.
Eligible Applicants: Eligible Applicants for NDAA include City and County, Counties, Cities, Special Districts, School Districts, County Offices of Education, Community College Districts.
Eligible Work Projects:
Work project is a result of a natural disaster (fire, flood, earthquake, Tsunami, etc.); Work project is performed within area covered by the local declaration; Work project is the responsibility of the applicant agency.
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There are seven (7) categories of work projects under the federal program:
1) Category A - Debris Clearance 2) Category B - Emergency Protective Measures 3) Category C - Road System Repairs 4) Category D - Water Control Facilities 5) Category E - Buildings and Equipment 6) Category F - Public Utility Systems 7) Category G - Other (Parks, Recreational Facilities, etc.).
Eligible Cost: Eligible costs generally include local agency personnel regular hourly wage and overtime costs. Also included are equipment costs, the cost of supplies and materials used during disaster response activities incurred as a result of a state of emergency proclaimed by the Governor. Excluded are the normal hourly costs of regularly assigned emergency services and public safety personnel. Costs to repair, restore, reconstruct, or replace public facilities belonging to local agencies are also eligible. Matching fund assistance for cost-sharing required under federal public assistance programs is an eligible cost. Indirect costs, based on the ―Indirect Cost Rate Proposal,‖ as approved by the State Controller‘s Office is an eligible cost (40 % maximum, subject to state/local cost sharing). A four % allowance for administrative cost is also eligible for NDAA funding, subject to state/local cost-sharing.
Eligible Wages: Eligible wages under the NDAA program now follow the same guidelines as the federal public assistance program. That is, the state will not assume any regular time costs which are ineligible under the federal program. The state will cost share any wages which are eligible for federal program funding.
Eligible equipment costs include: Actual reasonable equipment rental costs are eligible. Force account equipment may be claimed based on the applicant‘s own rate schedule or, in the absence of such a rate schedule, current Department of Transportation Labor Surcharge and Equipment Rental Rates.
Supplies, Materials, and Cooperative Agreements: Consumable supplies that are eligible under NDAA include hand tools, materials, and other supplies used for the work project. Costs for work performed under cooperative agreements between local governments are eligible under NDAA, but shall be limited to those costs of the responding entity for which an applicant is legally obligated to pay.
Applying for Assistance under NDAA: The Governor‘s Office of Emergency Services (OES) is responsible for transmitting applications for NDAA to all eligible applicants. The State OES conducts briefings for public officials and potential applicants. Project application
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for assistance (NDAA Form 1) must be filed within 60 days of the date of the local declaration. The application must include the ―List of Projects‖ (Exhibit B) and a ―Resolution Designating an Authorized Representative‖ (OES Form 130). In the event of a federal major disaster declaration, the federal ―Notice of Interest‖ (NOI) establishes eligibility in both programs.
Damage Survey Reports (PWS): Damage surveys are conducted by a state engineer accompanied by a local representative. The engineer prepares a PWS for each project reported on the ―List of Projects.‖ The PWS identifies the scope of work and the quantitative estimate of cost of each work project. All damage sites must be reported within the 60-day application period. All sites must be surveyed within 60 days of the date of a local agency‘s application. PWSs are reviewed and approved by the Chief, Disaster Assistance Division. The complete application, with copies of approved PWSs, PWS summary, and a cover letter, will be sent to applicants for review and approval. The ―Applicant Approval‖ forms (Exhibit D) must be returned to State OES within 10 days from date of approval letter.
Supplements to the original application may be approved for substantial errors or omissions, overruns/under runs caused by variations in unit prices (cost adjustments), and changed site conditions/scope adjustments. Changes to small projects will normally be adjusted at the time of final inspection or an offsetting procedure will be implemented. Supplements should be requested at the earliest possible time and prior to completion of the work in question. Requests for a change in scope must be filed prior to work commencement.
If you do not agree with the inspection team‘s estimate, you may indicate your non-concurrence with the PWS. In addition to indicating your non-concurrence on the PWS form, you may also submit a letter of non-concurrence to State OES. In this letter, include the reasons why you disagree with the inspection team‘s estimate. Provide as much supporting documentation as possible with your letter. State OES will recommend that FEMA review the PWS to reinstate eligible costs before the PWS is approved. The letter to State OES should include the disaster number, the County of Napa‘s federal Project Application Number (PA Number), and the PWS number(s).
Work Project Funding: Eligible projects are subject to 75 %/25 % state/local cost sharing. The local share may be waived. Project applications resulting in a state share of less than $2,500 will not be approved. Replacement provisions of the NDAA operation are similar to those applied for federal ―Improved Project.‖ NDAA funds can be used for the local share of a federal ―Alternate Project‖ when the program is implemented under federal major disaster declaration. An applicant may receive up to 90% of the estimated State share of a project as an advance. Advances must be requested, using a ―Request for Advance‖ form (NDAA Form 3). Applicants are expected to comply with federal requirements when federal funds are involved. Applicants are expected to fully pursue federal funds otherwise
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available in the absence of State financial assistance. State funds cannot be used to replace funds lost through noncompliance with other program requirements.
Completion Deadlines: When federal funds are involved, the federal deadlines apply. In the event of a Director‘s concurrence with a local declaration or a Governor‘s proclamation of a state of emergency, the following deadlines apply:
Debris Clearance 6 months from date of declaration Emergency Work 6 months from date of declaration Permanent Work 18 months from date of declaration
*Extensions are allowable with adequate justifications.
Final Claim: Applicant must submit final claim within 60 days of the completion of all approved projects. A state engineer will complete an on-site inspection of all completed projects. Claims including more than $50,000 in State assistance will be subject to a field audit. Any funds owed to an applicant by the State will be paid after final determination of eligible costs by State OES, and after review of the final inspection report or audit.
Individual Assistance Program Responsibilities
Individuals are expected, whenever possible, to provide for themselves and be responsible for their own personal recovery. However, many individuals will expect the County and cities to deliver assistance to them well after the disaster. Both the County and cities will assist individuals in any way possible, including providing them with the Federal Emergency Management Agency‘s (FEMA) hotline number for individual assistance. A Sequence of Delivery Guide has been developed by FEMA to assist individuals and local governments in determining the flow of individual assistance. The objective of Napa County, the Operational Area, and city is to provide the citizens of their community with all the necessary information to help themselves recover from the disaster. The sequence of delivery appears as follows:
1) Individual actions for assistance (family, friends, volunteer organizations, churches, etc.) 2) Recovery/Assistance from private insurance carrier 3) FEMA Disaster Housing Assistance 4) United States Small Business Administration Assistance 5) Individual and Family Grant Program Assistance 6) Cora Brown Fund Assistance
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The City Operational Area‘s objective is to provide community with all the necessary information so they may help themselves recover from a disaster. A brief summary of some individual assistance programs and services are listed below:
Individual Assistance Programs
American Red Cross (ARC): Provides for the critical needs of individuals such as food, clothing, shelter and supplemental medical needs. Provides recovery needs such as furniture, home repair, home purchasing, essential tools and some bill payment may be provided. Contact local ARC.
Cora Brown Fund: Funds may be used for disaster-related needs that have not or will not be met by government or other organizations that have programs to address such needs. Awarded through FEMA.
Crisis Counseling Program: Provides grants to State and County mental health departments, who in turn provide training for screening, diagnosing, and counseling techniques. Also provides funds for counseling, outreach, and consultation for those affected by disaster. Individuals and government should contact local mental health agency.
State Department of Aging: Provides special outreach services for seniors, including food, shelter and clothing. Individuals may contact the California Department of Aging for a referral to nearest location.
State Department of Consumer Affairs: Offers consumer information, investigates and corrects price gouging, and provides a toll-free number so that consumers can check on license status of contractors.
State Department of Insurance: Provides assistance in obtaining copies of policies and provides information regarding filing claims. Contact California Department of Insurance.
Department of Motor Vehicles: May offer waivers of certain fees. Contact California Department of Motor Vehicles.
Department of Veteran’s Affairs: Provides damage appraisals and settlements for VA-insured homes, and assists with filing of survivor benefits. Contact the California Department of Veteran‘s Affairs.
United States Department of Agriculture: Assistance provided includes Federal Crop Insurance, Emergency Conservation Program, Non-Insured Assistance, the Agriculture Conservation Program, Emergency Watershed Protection, Rural Housing Service, Rural Utilities Service, and Rural Business and Cooperative Service. Contact the Napa County Agriculture Commissioner regarding these programs.
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Disaster Unemployment: Provides weekly unemployment subsistence grants for those who become unemployed because of a major disaster or emergency. Applicants must have exhausted all benefits for which they would normally be eligible.
Federal Financial Institutions: Member banks of FDIC, FRS or FHLBB may be permitted to waive early withdrawal penalties for Certificates of Deposit and Individual Retirement Accounts.
Franchise Tax Board: Following proclamation of a state of emergency by the Governor, the Legislature authorizes the acceptance of casualty loss deductions within the California tax returns of those affected. Applicants may contact the California Franchise Tax Board.
Individual and Family Grant Program: Awards grants to individuals or families for disaster-related serious needs, such as moving and storage, medical, dental, funeral, essential personal or real property needs. Eligibility is dependent on the seriousness of need and exhaustion of FEMA and SBA funds. Referral to the program is automatic with FEMA registration and SBA application.
Internal Revenue Service (IRS) Tax Relief: Provides extensions to current year‘s tax return, allows deductions for disaster losses, and allows amendment of previous tax returns to reflect loss back to three years. Victims may contact the IRS.
Mennonite Disaster Service: Provides assistance for repair of private residences and community facilities, warning, evacuation, and search. Also assists with cleanup and repair for elderly, disabled, and underinsured citizens. May also provide mental health support. Contact nearest Mennonite Services location.
Salvation Army: Assistance includes mobile feeding, emergency shelter, applicant registration, collection and distribution of clothing and supplies, counseling, language interpretation, and assistance in locating missing persons. Contact local Salvation Army for assistance.
State Board of Equalization: Provides tax relief services which may allow for the transfer of tax basis to another property, exemptions for property losses, and deferment of a tax bill until the damaged property can be surveyed to reflect its value following a disaster. Contact the California Board of Equalization.
United States Small Business Administration: May provide low-interest disaster loans to individuals and businesses who have suffered a loss due to a disaster. Submit request for SBA loan assistance to the State‘s Coastal Region Office of Emergency Services.
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Temporary Housing Assistance: May provide for transient accommodations, rental assistance, mobile homes, furniture rental, mortgage assistance, and emergency home repairs. Individuals should call FEMA to register.
Hazard Mitigation Grant Program Responsibilities
Following a presidential disaster declaration, the Hazard Mitigation Grant Program (HMGP) is activated. The program‘s purpose is to fund projects which are cost-effective and which substantially reduce the risk of future damage, hardship, loss, or suffering resulting from a major natural disaster. Grants are available to eligible applicants in the declared areas only. Delivered as either part of a Public Assistance grant or as a stand-alone measure, mitigation projects must be cost-effective and represent a solution to a problem.
The HMGP fund is based upon a 15% share of the FEMA estimate of all Project Work Sheets (PWSs) for public assistance work performed, and Individual Assistance costs. The federal contribution can be up to 75% of the cost of the hazard mitigation project approved for funding, with applicants providing match funding through a combination of either state, local, or private resources. HMGP funds cannot be used as the sole match for other federally funded programs.
Hazard Mitigation Grant Program
Eligible applicants include state agencies, local governments, and private non- profit organizations which own or operate facilities providing essential government services. Essential government services include educational facilities, utilities, emergency services, medical services, custodial care, etc. Although HMGP funds are based on a percentage of Public Assistance funding, awards are not limited to public projects, but must be sponsored by an eligible public entity.
Virtually all types of hazard mitigation projects are eligible, provided they benefit the declared disaster area and meet basic project eligibility. The priorities of funding will be established by the Governor‘s Office of Emergency Services. Eligible projects must be cost-effective and substantially reduce the risk of future damage, hardship, loss, or suffering resulting from natural disasters. Eligible projects must:
be consistent with the community‘s long-range hazard mitigation planning goals; represent significant risk if left unresolved; address, when applicable, long-term changes to the areas and entities it protects, and have manageable future maintenance and modification requirements; comply with all applicable codes and standards for the project locale; have a direct beneficial impact upon the designated disaster area;
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not fund personnel only - except for short-term projects which will result in long-term benefits;
not cost more than the anticipated value of the reduction in both direct damages and subsequent negative impacts were future disasters to occur; provide solutions, rather than merely identify or analyze hazards, unless such constitutes a functional portion of a solution; and provide the most practical, effective, and environmentally sound solution, given A well-considered range of options.
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AMERICAN CANYON Emergency Operations Plan
ACTIVATION & DEACTIVATION CHECKLISTS
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GENERIC CHECKLIST (to be used by all positions) Activation Phase
1. If EOC is not set up, set up as per instructions located in the EOC. 2. Check in with the Logistics Section upon arrival at the EOC. 3. Report to EOC Director, Section Chief or other assigned supervisor. 4. Set up workstation and review position responsibilities. 5. Establish and maintain a position log that chronologically describes actions to be taken during shift. (ICS 214) 6. Determine resource needs, such as computer, phone, Plan copies and other reference documents.
Demobilization Phase
1. Deactivate assigned position and close out logs when authorized by the EOC Director. 2. Complete all required forms, reports and other documentation. All forms should be submitted through your supervisor to the Documentation Unit in the Planning/Intelligence Section, as appropriate, prior to departure. 3. Be prepared to provide input to the After-Action Report. 4. If another person is relieving the position, ensure they are thoroughly briefed before leaving your workstation. 5. Clean up work area before leaving. 6. Leave a forwarding phone number where you can be reached.
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AMERICAN CANYON Emergency Operations Plan
MANAGEMENT SECTION
POSITION CHECKLISTS
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EOC Director (IC)
******Read This Entire Position Checklist before Taking Action******
Responsibilities
1. Establish the appropriate staffing level for the American Canyon EOC and continuously monitor organizational effectiveness, ensuring that appropriate modifications occur as required. 2. Exercise overall management responsibility for the coordination between emergency response agencies within American Canyon. In conjunction with the General Staff, set priorities for response efforts in the City. Ensure that all City agency actions are accomplished within the priorities established. 3. Ensure that Inter-Agency Coordination is accomplished effectively within the EOC.
Activation Phase
Determine appropriate levels of activation based on situation as known and mobilize appropriate personnel for the initial activation of the EOC. Respond immediately to EOC site and determine the site‘s structural safety and operational status and ensure that the EOC is properly set up and ready for operation. Obtain information briefing and damage assessment reports from whatever sources are available. Ensure that an EOC check-in procedure is established immediately and ensure that an EOC organization and staffing chart is posted and completed. Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required. Operations Section Chief Logistics Section Chief Planning/Intelligence Section Chief Finance/Administration Chief
Determine which Management Section positions are required and ensure they are filled as soon as possible.
Public Information Officer Safety Officer Security Officer Legal Officer Liaison Officer
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o Ensure that telephone and/or radio communications with City emergency response agencies are established and functioning. o Schedule the initial Action Planning meeting. o Ensure that all notifications are made to the Operational Area EOC.
Operational Phase
Monitor General Staff activities to ensure that all appropriate actions are being taken. In conjunction with the Public Information Officer, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings. Based on current status reports, establish initial strategic objectives for the EOC. If Liaison Position is not activated, coordinate with outside agency representative responding to the American Canyon EOC. Send a representative of the American Canyon EOC to the Operational Area EOC to act as a liaison with the Operational Area whenever possible. In coordination with Management Staff, prepare management function objectives for the initial Action Planning Meeting. Convene the initial Action Planning meeting. Ensure that all Section Chiefs, Management Staff and key agency representatives are in attendance. Ensure that appropriate Action Planning procedures are followed. Once the Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its implementation. Conduct periodic briefings with the General Staff to ensure strategic objectives are current and appropriate. Conduct regular briefings for the Mayor and City Council or their representatives. Formally issue Emergency Proclamation for American Canyon and coordinate local government proclamations with other Operational Area emergency response agencies, as appropriate. Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known.
Demobilization Phase Authorize deactivation of sections, branches, and units when they are no longer required.
Notify the Operational Area EOC, American Canyon emergency response agencies, and other appropriate organizations of the planned deactivation time.
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Ensure that any open actions not yet completed will be handled after deactivation. Ensure that all required forms or reports are completed prior to deactivation. Be prepared to provide input to the after-action report. Deactivate the EOC at the designated time, as appropriate. Proclaim termination of the emergency and proceed with recovery operations.
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Public Information Officer
******Read this Entire Position Checklist before Taking Action******
Responsibilities
1. Serve as the coordination point for all media releases and represent the City of American Canyon as the lead Public Information Officer. 2. Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information. 3. Coordinate media releases with the Operational Area Public Information Officer. 4. Organize the format for press conferences in conjunction with the EOC Director.
Activation Phase Follow generic Activation Phase Checklist.
Operational Phase Obtain policy guidance from the EOC Director with regard to media releases. Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations. Develop and publish a media briefing schedule, to include location, format, preparation, and distribution of hand-out materials. Implement and maintain an overall information release program. Interact with all EOC Sections to provide and obtain information relative to public information operations. Develop content for Emergency Alert System (EAS) releases. Monitor EAS releases, as necessary. In coordination with other EOC Sections, and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public. At the request of the EOC Director, prepare media briefings for members of the Mayor and City. Council and provide other assistance as necessary to facilitate their participation in media briefings and press conferences. Ensure that adequate staff are available at incident sites to coordinate and conduct tours of the disaster areas. Provide sufficient staffing and telephones to efficiently handle incoming media and public calls. In coordination with the Operational Area PlO, prepare, update, and distribute to the public a Disaster Assistance Information Directory that contains locations to obtain food, shelter, supplies, health services, etc.
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Ensure that announcements, emergency information, and materials are translated and prepared for special populations (non-English speaking, hearing impaired, etc.). Monitor broadcast media, using information to develop follow-up news releases and rumor control. Provide copies of all releases to the EOC Director and ensure that file copies are maintained of each release. Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known. Prepare final news releases and advise media representatives of points- of-contact for follow-up stories.
Demobilization Phase Follow generic Demobilization Phase Checklist
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Liaison Officer (if activated) ******Read This Entire Position Checklist before Taking Action****** Responsibilities
Oversee all liaison activities, including coordinating outside Agency Representatives assigned to the EOC. Establish and maintain a central location for incoming Agency Representatives, providing workspace and support as needed. Ensure that position-specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan are provided to Agency Representatives upon check-in. In conjunction with the EOC Director, provide orientations for VIPs and other visitors to the EOC.
Activation Phase Follow generic Activation Phase Checklist.
Operational Phase
Ensure that all Agency Representatives: Have signed into the EOC Understand their assigned functions Know their work locations Understand the EOC organization and floor plan.
Determine if additional Agency Representation is required from: Other agencies Volunteer organizations Private organizations Utilities not already represented.
1. In conjunction with the EOC Director, establish and maintain an Interagency Coordination Group comprised of outside Agency Representatives and executives not assigned to specific sections within the EOC. 2. Assist the EOC Director in conducting regular briefings for the Interagency Coordination Group and with distribution of the current EOC Action Plan and Situation Report. 3. Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly. 4. Maintain a roster of Agency Representatives located at the EOC. Roster should include the assignment within the EOC (Section or Interagency Coordination Group). Roster should be distributed internally on a regular basis.
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Demobilization Phase Follow generic Demobilization Phase Checklist. Release Agency Representatives who are no longer required in the EOC, when authorized by the EOC Director.
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Agency Representatives (if they respond to the EOC)
******Read this Entire Position Checklist before Taking Action*****
Responsibilities
1. Agency Representatives should be able to speak on behalf of their agencies, within established policy limits, acting as a liaison between their agencies and the American Canyon EOC. 2. Agency Representatives may facilitate requests to or from their agencies, but normally do not directly act on or process resource requests. 3. Agency Representatives are responsible for obtaining situation status information and response activities from their agencies for the EOC. Activation Phase Follow generic Activation Phase Checklist. Check in with the EOC Director (or Liaison Officer if activated) and clarify any issues regarding your authority and assignment, including the functions of others in the EOC organization. Establish communications with your home agency; notify the Logistics Section of any communication problems. Set up your assigned station, request through the Logistics Section to obtain necessary materials and equipment. Obtain an EOC organization chart, floor plan, and telephone list from the Logistics Section. Contact the EOC Sections that are appropriate to your responsibility; advise them of your presence and assigned work location in the EOC.
Operational Phase Facilitate requests for support, response, resources or information that your agency can provide. Keep current on the general status of resources and activity associated with your agency. Provide appropriate situation information to the Planning/Intelligence Section. Represent your agency at planning meetings, as appropriate, providing update briefings about your agency‘s activities and priorities.
Keep your agency executives informed and ensure that you can provide agency policy guidance and clarification for the EOC Director as required. On a regular basis, inform your agency of the EOC priorities and actions that may be of interest. Maintain logs and files associated with your position.
Demobilization Phase Follow generic Demobilization Phase Checklist.
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When demobilization is approved by the EOC Director, contact your agency and advise them of expected time of deactivation and points of contact for the completion of ongoing actions or new requirements. Ensure that you complete all final reports, close out your activity log, and transfer any ongoing missions and/or actions to appropriate EOC Section or other appropriate individual. Ensure copies of all documentation generated during the operation are submitted to the Planning/Intelligence Section.
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Safety Officer (if activated) ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Ensure that all buildings and other facilities used in support of the EOC are in safe operating condition. 2. Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner considering the existing situation and conditions. Activation Phase Follow generic Activation Phase Checklist.
Operational Phase Tour the entire EOC facility and evaluate conditions; advise the EOC Director of any conditions and actions which might result in injury. Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits, if not previously done. Be familiar with particularly hazardous conditions in the facility; take action when necessary. Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings. If the event that caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks. Ensure that the EOC facility is free from any environmental threats - e.g., radiation exposure, air purity, water potability, etc. Keep the EOC Director advised of unsafe conditions; take action when necessary. Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.
Demobilization Phase Follow generic Demobilization Phase Checklist.
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SECURITY OFFICER (if activated)
******Read This Entire Position Checklist before Taking Action******
Responsibilities
1. Provide security for the EOC, as needed. 2. Control personnel access to the EOC in accordance with policies established by the EOC Director.
Activation Phase Follow the generic Activation Phase Checklist.
Operational Phase 3. Determine the current EOC security requirements and arrange for staffing as needed. Determine needs for special access to EOC facilities. 4. Provide VIP security as appropriate and required. 5. Provide recommendations as appropriate to EOC Director. 6. Prepare and present security briefings for the EOC Director and General Staff at appropriate meetings. Demobilization Phase Follow the generic Demobilization Phase Checklist.
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AMERICAN CANYON Emergency Operations Plan
FINANCE ADMINISTRATION SECTION
POSITION CHECKLISTS
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Finance/Administration Section Chief ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Ensure that all financial records are maintained throughout the event or disaster. 2. Ensure that all on-duty time is recorded for each person staffing the EOC. 3. Ensure that there is a continuum of the payroll process for all City employees responding to the event or disaster. 4. Determine purchase order limits for the procurement function of the Logistics Section. 5. Coordinate vendor contracts, not previously addressed by existing approved vendor lists. 6. Ensure that workers‘ compensation claims, resulting from the response to the event or disaster by City employees, are processed within a reasonable time, given the nature of the situation. Oversee the investigation of injuries and property/equipment damage claims involving the City and arising out of the event or disaster. 7. Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation. 8. Activate units within the Finance/Administration Section as required; monitor section activities continuously and modify the organization as needed. 9. Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or the Governor‘s Office of Emergency Services. 10. Supervise the Finance/Administration Section.
Activation Phase Follow the generic Activation Phase Checklist. Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place. Based on the situation, activate Units within the Section as needed and designate Unit Leader for each element: o Cost/Recovery Unit o Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to Logistics Section. o Meet with Unit Leaders and ensure that responsibilities are clearly understood. o Determine the initial action planning objectives for the first operational period. o Notify the EOC Director when the Finance/Administration Section is operational.
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Operational Phase Ensure that Finance/Administration position logs and other necessary files are maintained. Establish a file for each employee or volunteer within the first operational period; maintain a fiscal record for as long as the employee is assigned to the response. Ensure that displays associated with the Finance/Administrative Section are current and that information is posted in a legible and concise manner. Brief Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan. Keep the EOC Director, general staff, and individual City department administrators aware of the current fiscal situation and other related matters, on an on-going basis. Ensure that the Cost/Recovery Unit maintains all financial records throughout the event or disaster. Ensure that the records all agency staff time are tracked. Maintain a chronological log of injuries and illnesses, and property damage reported during the event or disaster. In coordination with the Logistics Section, ensure that purchase orders and contracts processed in a timely manner. Ensure that all workers‘ compensation claims resulting from the disaster, in a reasonable time frame, given the nature of the situation. Ensure that all time sheets and travel/expense claims promptly through City Finance Office. Prepare and sign contracts as needed; obtain concurrence from the Finance/Administration Section Chief, per County policy and procedures. Ensure that all contracts identify the scope of work and specific site locations. Ensure that all recovery documentation is accurately maintained by the Cost/Recovery Unit during the response, and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or the Governor‘s Office of Emergency Services. Attend and participate in EOC Director‘s Action Planning meetings. Ensure that all media contacts are referred to the Public Information Officer. Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and any other pertinent information.
Demobilization Phase Follow the generic Demobilization Phase Checklist.
Cost/Recovery Unit Leader ******Read This Entire Position Checklist before Taking Action******
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1. Responsibilities Collect and maintain documentation of all disaster information for reimbursement from the Federal Emergency Management Agency (FEMA) and/or the Governor‘s Office of Emergency Services. 2. Coordinate all fiscal recovery with disaster assistance agencies. 3. Prepare and maintain a cumulative cost report for the event or disaster. 4. Supervise the Recovery Unit and all recovery operations. Activation Phase Follow the generic Activation Phase Checklist.
Operational Phase Establish and maintain position log and other necessary files. In conjunction with the City Finance Department, compute costs for use of equipment and facilities owned, rented, donated, or obtained through mutual aid. Obtain information the other Sections regarding equipment use times. Ensure that the Finance Department establishes a disaster accounting system, to include an exclusive cost code for disaster response. Ensure that each section is documenting cost recovery information from the onset of the event or disaster; collect required cost recovery documentation daily, at the end of each shift. Meet with the Documentation Unit Leader and review EOC position logs, journals, all Status Reports, and Action Plans to determine additional cost recovery items that may have been overlooked. Contact the Operational Area EOC to coordinate with the disaster assistance agencies and to assist in the cost recovery process. Prepare all required state and federal documentation as necessary to recover all allowable disaster response and recovery costs. Prepare and maintain a cost report for the Finance/Administration Chief, EOC Director, and Board of Supervisors. The report should provide cumulative analyses, summaries, and total expenditures. Organize and prepare records for final audit. Assist the EOC Coordinator and Planning/Intelligence Section with preparation of the After-Action Report. Ensure that all media contacts are referred to the Public Information Officer. Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and any other pertinent information.
Demobilization Phase Follow the generic Demobilization Phase Checklist.
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AMERICAN CANYON Emergency Operation Plan
Logistics Section Position Checklists
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LOGISTICS SECTION CHIEF ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Ensure the Logistics function is carried out in support of the American Canyon EOC. These function can includes providing communication information services; tracking resources; acquiring supplies, equipment, personnel, facilities, and transportation services; as well as arranging for food, water, lodging, and other support services as required. 2. Oversee the procurement, tracking and allocation of supplies, materials and resources not normally provided through mutual aid channels and coordinate procurement actions with the Finance/Administration Section. 3. Ensure Logistics Section objectives, as stated in the EOC Action Plan, are accomplished within the Operational Period or within the estimated time frame. 4. Conduct periodic Logistics briefings for the EOC Director, as required or requested. Activation Phase Follow the generic Activation Phase Checklist. Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories. Determine activation status of the Operational Area EOC and establish communication links with the Logistics Section there. Meet with the EOC Director and General Staff and identify immediate resource needs. Meet with the Finance/Administration Section Chief and determine level of purchasing authority for the Logistics Section. Make a list of key issues to be addressed by the Logistics Section and identify objectives to be accomplished during the initial Operational Period.
Operational Phase General: Ensure that Logistics Section position logs and other necessary files are maintained. Identify key issues currently affecting the Logistics Section; develop Section objectives for upcoming Operational Period. Provide the Planning/Intelligence Section Chief with the Logistics Section‘s objectives prior to each action planning meeting. Attend and participate in EOC Director‘s action planning meetings. Coordinate closely with the Finance/Administration Section, and ensure that all required documents and procedures are completed and followed. Provide periodic Logistics Section Status Reports to the EOC Director. Ensure that all media contacts are referred to the Public Information Officer.
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Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and any other pertinent information.
Communications and Information: Ensure that communications and information systems requirements, in support of field and EOC operations, are met and maintained, and coordinate with all EOC Sections regarding the placement and operating procedures for use of all communication and information systems. Develop and distribute a Communications Plan that identifies all systems in use and lists specific frequencies and phone numbers allotted for the event or disaster. Ensure that there is a central location in the EOC to receive all event or disaster-related communications and direct this information to appropriate destinations within the EOC. Coordinate SBC to obtain portable telephone banks as necessary. Transportation: o Ensure that transportation requirements, in support of response operations, are met and develop a Transportation Plan that identifies routes of ingress and egress, thus facilitating the movement of response personnel, the affected population, and shipment of resources and material. o Establish contact with local transportation agencies and schools to establish availability of equipment and personnel resources for use in evacuations and other operations as needed. Personnel: Ensure that personnel requirements, in support of response operations, are met and process all incoming requests for personnel support. Identify the number of personnel, special qualifications or training, where they are needed, and the person or unit they should report to upon arrival. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. To minimize redundancy, coordinate all requests for personnel resources from the field level through the Operations Section prior to acting on the request. Coordinate with the EOC Director and Safety Officer to ensure that all EOC staff, including volunteers, receives a current situation and safety briefing upon check in. Assist the Operations Section with ordering of Mutual Aid resources as required. Maintain a status board or other reference to keep track of all personnel resources.
Supplies and Equipment: Ensure that all requests for supplies, in support of response operations, are met. And whenever possible, meet personally with the requesting
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party to clarify types and amount of supplies and material, and also verify that the request has not been previously filled through another source. Determine if requested types of supplies and material that are available in the City warehouses and storerooms of if the items can be provided without cost from another jurisdiction, organization or from the Logistics Section at the Operational Area EOC. Determine procurement spending limits with the Finance/Administration Section. Obtain a list of pre-designated emergency purchase orders as required. Maintain a status board or other reference depicting procurement actions in progress and their current status. Determine unit costs of supplies and material, from suppliers and vendors, and if they will accept purchase orders as payment prior to completing the order. Orders exceeding the purchase order limit must be approved by the Finance/Administration Section before the order can be completed. If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance/Administration Section for development of necessary agreements. Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pick up and delivery.
Food and Lodging: In coordination with the Operational Area EOC, establish communications with volunteer agencies to provide water, food, clothing and other basic life sustaining necessities and coordinate with the American Red Cross in opening congregate care shelters. Provide food, lodging and childcare services for EOC personnel as required.
Facilities: Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission. 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. Develop and maintain a status board or other reference that depicts the location of each facility, a general description of furnishings, supplies, and equipment at the site, hours of operation, and the name and phone number of the Facility Manager.
Resources: Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid Coordinators.
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Maintain a status board or other reference depicting resource request and the progress of the request until filled. Status boards should track requests by providing at a minimum, the following: date & time of the request; items requested; priority designation; time the request was processed and estimated time of arrival or delivery to the requesting party. Notify requesting parties of the status of their resource request. This is particularly critical in situations where there will be delays in filling the request.
Demobilization Phase Follow the generic Demobilization Phase Checklist.
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AMERICAN CANYON Emergency Operations Plan
OPERATIONS SECTION POSITION CHECKLISTS
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OPERATIONS SECTION CHIEF ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Ensure the Operations function is carried out in support of the American Canyon EOC. This function includes coordinating all field response to incidents within American Canyon. 2. Coordinate and manage the allocation of available Operation Section resources to support field response in the affected area. Coordinate the mobilization and transportation of all resources through the Logistics Section. 3. Maintain detailed records on damaged areas and structures and provide detailed Damage/Safety Assessment information to the Planning/Intelligence Section, with associated loss damage estimates. 4. Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively. 5. Conduct periodic Operations briefings for the EOC Director, as required or requested.
Activation Phase Follow the generic Activation Phase Checklist. Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. Establish radio or cell-phone communications with Incident Commander(s) operating in the field and with City Department Operations Centers (DOCs), if activated. Determine the type and need of Operational Area mutual aid. Determine the need for Agency Representatives in the Operations Section. Determine activation status of the Operational Area EOC and establish communication links with the Operations Sections there. Make a list of key issues to be addressed by the Operations Section and identify objectives to be accomplished during the initial Operational Period.
Operational Phase Assess the impact of the disaster/event on American Canyon‘s field operational capability. Obtain initial Damage/Safety Assessment information from Fire, Police and Public Works field units and other units as necessary. Monitor and track the progress and status of each major field incident and maintain current status on all field activities being conducted. On a regular basis, complete and maintain the Operations Section Status Report on RIMS. Brief the EOC Director on all major incidents.
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Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Major Incident Reports. Evaluate and process requests for fire, hazardous material, medical, law enforcement, and search and rescue resources following established priorities (life safety, protection of the environment, and protection of property). Ensure that these requests are channeled through the Operational Area Mutual Aid Coordinators. Coordinate all resource needs, other than mutual aid, through the Logistics Section. Coordinate the survey all public and private facilities, assessing the damage to such facilities and coordinating the repairs of damage to public facilities. Ensure that each structure and/or facility inspected and clearly labeled, in accordance with Applied Technology Council 20 standards and guidelines. Prepare detailed Damage/Safety Assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section. Coordinate the survey of transportation routes into and within the affected areas. Coordinate emergency construction and repair to damaged transportation routes as required and coordinate debris removal. Dispatch teams to survey and test water and sanitation systems. Ensure that both water and sanitation systems are continually monitored. If needed, develop a procurement, transportation and distribution strategy for potable water, if needed. Establish and maintain communications with the utility providers in American Canyon. Coordinate the survey of all utility systems, and ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems. If the Department Operations Center is not activated, ensure that the assignment of all resources are closely monitored and coordinated, and that on-scene time is logged at the field level. Identify key issues currently affecting the Operations Section; develop Section objectives for upcoming Operational Period. Provide the Planning/Intelligence Section Chief with the Operations Section‘s objectives prior to each Action Planning meeting. Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of emergency expenditures and daily time sheets). Attend and participate in EOC Director‘s Action Planning meetings. Ensure that all media contacts are referred to the Public Information Officer. Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and
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any other pertinent information.
Demobilization Phase Follow the generic Demobilization Phase Checklist.
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AMERICAN CANYON Emergency Operations Plan
PLANNING/ INTELLEGENCE SECTION
POSITION CHECKLISTS
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Planning Intelligence Section Chief ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Ensure that the responsibilities of the Planning/Intelligence Section are carried out, which include: Collecting, analyzing, and displaying situation information Preparing periodic Situation Reports. Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting Conducting Advance Planning activities and report Providing technical support services to the various EOC Sections and Units Documenting and maintaining files on all EOC activities. 2. Establish the appropriate level of organization for the Planning/Intelligence Section. 3. Exercise overall responsibility for the coordination of Unit activities within the Section. 4. Conduct periodic Planning/Intelligence briefings for the EOC Director, as required or requested. 5. Supervise the Planning/Intelligence Section 6. Develop a Demobilization Plan for the EOC based on a review of the pertinent planning documents and status reports.
Activation Phase Follow the generic Activation Phase Checklist. Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. Based on the situation, activate Units within the Section as needed and designate Unit Leaders for each: o Situation Analysis Unit o Documentation Unite Determine activation status of the Operational Area EOC, establish communication links with the Planning/Intelligence Sections there and coordinate Situation Status Reports with their Planning/Intelligence Sections. Review responsibilities of Units in Section; develop plan for carrying out all responsibilities Make a list of key issues to be addressed by Planning/Intelligence; in consultation with Section Staff, identify objectives to be accomplished during the initial Operational Period.
Operational Phase Ensure that the Situation Unit is maintaining current information for the Situation Status Report.
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Meet with Operations Section Chief, and obtain and review any Major Incident Reports. Ensure that Major Incident Reports are completed on RIMS Ensure that a Situation Status Report is produced and distributed to all EOC Sections and the Operational Area EOC at least once, prior to the end of the Operational Period. Ensure that all status boards and other displays are kept current and that posted information is neat and legible. Ensure that the Public Information Officer has immediate and unlimited access to all status reports and displays. Conduct periodic briefings with Section staff to develop Section objectives for upcoming Operational Periods. Facilitate the EOC Director‘s Action Planning meetings approximately two hours before the end of each Operational Period. Ensure that objectives for each EOC Section are completed, collected, and posted in preparation fro the next Action Planning meeting. Ensure that the EOC Action Plan is completed and distributed prior to the start of the next Operational Period. Work closely with each Unit within the Planning/Intelligence Section to ensure the Section objectives as defined in the current EOC Action Plan are being addressed. Ensure that the Situation/Status Unit develops and distributes a report that highlights forecasted events or conditions likely to occur beyond the forthcoming Operational Period; particularly those situations that may influence the overall strategic objectives of the EOC. Ensure that the Documentation Unit maintains files on all activities related to the event, and provides reproduction services for the EOC, as required. Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section. Provide periodic Logistics Section Status Reports to the EOC Director. Ensure that Planning/Intelligence position logs and other necessary documentation are maintained. Ensure that all media contacts are referred to the Public Information Officer. Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and any other pertinent information.
Demobilization Phase Follow the generic Demobilization Phase Checklist.
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Situation/Status Unit Leader ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Oversee the collection, organization, and analysis of disaster information. 2. Ensure that information collected from all sources is validated prior to posting on status boards. 3. Ensure that the Situation Status Reports are developed on RIMS for dissemination to EOC staff and the Operation Area EOC. 4. Ensure that an EOC Action Plan is developed for each Operational Period, based on objectives developed by the EOC Sections. 5. Development of an Advance Plan consisting of potential response and recovery-related issues likely to occur beyond the next Operational Period, generally within 36 to 72 hours. 6. Review all available Status Reports, Action Plans, and other significant documents. Determine potential future impacts of the event or disaster; particularly issues which might modify the overall strategic EOC objectives. 7. Develop a Demobilization Plan for the EOC based on a review of the pertinent planning documents and Status Reports. Activation Phase Follow the Generic Activation Phase Checklist Ensure there is adequate staffing available to collect and analyze incoming information, maintain the Situation Status Report on RIMS, and facilitate the action planning process. Prepare a situation summary and Planning/Intelligence Section objectives for the initial Action Planning meeting.
Operational Phase Ensure position log and other necessary documents are maintained. Oversee the collection and analysis of all disaster related information. Oversee the preparation and electronic distribution of the Situation Status Report on RIMS. Coordinate with the Documentation Unit for manual distribution and reproduction, as required. Ensure that each EOC Section provides a Status Report on a regular basis. Meet with the Public Information Officer to determine the best method for providing them with up-to-date information. Prepare a situation summary for the EOC Action Planning meeting. Ensure each EOC Section provides their objectives at least 30 minutes prior to each Action Planning meeting. In preparation for the Action Planning meeting, ensure that all EOC objectives are posted and that the meeting room is set up with appropriate equipment and materials (easels, markers, SITSTAT report, etc).
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Following the meeting, ensure that the Documentation Unit publishes and distributes the Action Plan prior to the beginning of the next Operational Period. Develop an Advance Plan identifying future policy-related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36 to 72 hour time frame. Submit the Advanced Plan to the Planning/Intelligence Chief for review and approval prior to conducting briefings for the EOC Director. Ensure that adequate staffing is assigned to maintain all maps, status boards, and other displays. Ensure that all media contacts are referred to the Public Information Officer. Provide you relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and any other pertinent information.
Demobilization Phase Meet with the EOC Director and administer the EOC Director‘s worksheet for the Demobilization Plan. Meet individually with the General Staff and administer the Section worksheet for the Demobilization Plan. Utilizing the worksheets, develop the Demobilization Plan and circulate it to the EOC Director and General Staff for review. Formalize the Demobilization Plan for the EOC Director. Demobilization planning must occur at least once during the operational period for as long as EOC Sections are formally staffed. Advise all Section Chiefs to ensure that demobilized staff complete all reports, timesheets, and exit surveys in coordination with the Logistics Section prior to leaving the EOC.
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Documentation Unit Leader ******Read This Entire Position Checklist before Taking Action****** Responsibilities 1. Collect, organize and file all completed disaster related forms, to include: all EOC Position Logs, Situation Status Reports, EOC Action Plans, and any other related information, just prior to the end of each Operational Period. 2. Provide documentation reproduction services to EOC staff. 3. Distribute the EOC Situation Status Reports, EOC Action Plan, and other documents, as required. 4. Maintain a permanent archive of all Situation Reports and Action Plans associated with the event or disaster. 5. Assist the EOC Coordinator in the preparation and distribution of the After- Action Report. 6. Supervise the Documentation Unit. Activation Phase Follow the generic Activation Phase Checklist. Operational Phase Maintain a position log Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official records and what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes. Initiate and maintain a roster of all activated EOC positions to ensure that position logs are3 accounted for and submitted to the Documentation Unit at the end of each shift. Reproduce and distribute the Situation Status Reports and Action Plans either manually or electronically utilizing RIMS. Ensure distribution includes the Operational Area EOC. Keep extra copies of reports and plans available for special distribution, as required. Set up and maintain document reproduction services for the EOC. In conjunction with the Logistics Section, develop an EOC organization chart. The chart should be posted in a conspicuous place, accessible to all EOC personnel. Ensure that all media contacts are referred to the Public Information Officer. Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, Section objectives for the next operational period, and any other pertinent information.
Demobilization Phase Follow the generic Demobilization Phase Checklist.
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AMERICAN CANYON
Emergency Operation Plan
Evacuation Plan
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Incident Analysis (Size-up) Command and Control First responder Fire and Police will identify critical incidents which may require evacuation. During EOC operations, the on-scene Incident Commander will notify the Director of Emergency Services with a description of the emergency. The Incident Commander and/or Director of Emergency Services has the authority to order an evacuation.
Planning Data collection effort (sources and methods) First responder fire and police units will identify specific hazard(s) and determine affected areas/populations Operations Data collection activities Field-based Data system-based Logistics Identification of resources available for conducting an evacuation Fire, Police, Public Works and School District Personnel and vehicles, City bus, Private transportation companies, fuel Finance Tracking and recording of all expenses associated with response to incident Warning . Notification systems such as WARN and Community Advisory Network
Command and Control Once each operational cycle or every 12 hours the Director of Emergency Services will re-evaluate the situation, appropriate command structure, and level of response. Planning Which agencies / organizations should be notified Identification of agencies/organizations and populations to be notified, resource lists Preparation of warning messages Selection of communications methods and media Determination of timing of warning
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Notification Information Bulletins and Evacuation Orders will be broadcast through the following local media: AM Radio KNBR, 680 AM, San Francisco, CA KGO, 810 AM, San Francisco, CA KVON, 1440 AM, Napa, CA UHF Broadcast Television: KTVU, Channel 2 Oakland, CA KPIX, Channel 5, San Francisco, CA KRON, Channel 7, San Francisco, CA Napa TV Channel 28, Napa, CA In addition, Police and Fire units will utilize public address speakers on their emergency units. Logistics The following communications systems may be available for use during an emergency which requires an evacuation: Telephone, Cell Phone Standard Radio Communications The Radio Amateur Civil Emergency Service (RACES) Short wave ―ham‖ radio operators. Media "W.A.R.N" Wide Area Rapid Notification "N.I.X.L.E" Community Information Service American Canyon "C.A.N" Community Advisory Network. Finance The Finance Branch will be responsible for tracking and recording of all expenses associated with response to incident including notifications.
Preparation to Move Evacuees Command and Control Once each operational cycle or every 12 hours the Director of Emergency Services will re-evaluate the situation, appropriate command structure, and level of response. Action planning, documentation, resource status/situation status Final determination of areas/populations to be evacuated will be based on the projected geographical boundaries of the hazard. Assessment of integrity of transportation and communications infrastructure Selection of rally points to be used
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Destinations or safe areas will be as follows: For localized evacuations, the following may be designated ―safe areas‖ within the city subject to incident parameters: American Canyon Community Center Donaldson Way School Napa Junction School American Canyon Middle School American Canyon High School Designated local churches (Red Cross)
For large-area or city-wide evacuations, the following may be designated ―safe areas‖ outside of the city, subject to incident parameters: Napa Valley College Solano County Fairgrounds City of Napa Fairgrounds Solano Community College, Suisun Operations Decisions about tactical approach to evacuation Evacuation stages Ambulatory persons will be advised to walk to muster locations and will be transported by bus to safe areas. Elderly or disabled persons will be assisted by members of the Neighborhood Emergency Response Teams or emergency personnel as available. Coordinate transportation modes
Evacuation Routes will be selected from the following: The primary North/South Route will be Highway 29, Secondary routes would include Elliott Drive; South from Carolyn and Wetlands Edge Drive North through the eucalyptus grove (necessitates opening locked gate.) The Primary East/West route would be selected from the following: o American Canyon Road, East to Interstate 80 o Highway 12, East through Jameson Canyon o Highway 37 East or West o Establish and coordinate traffic management tactics
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The following represent critical transportation points which should be staffed by response personnel to prevent unnecessary evacuation delays or bottle necks:
o Highway 29 at American Canyon Road o Highway 29 at Jamesion Canyon / Highway 12 o Highway 29 at Mini Drive o American Canyon Road at Flosden Road o American Canyon Road at Hwy 80
Logistics
Tracking of vehicles being used to support evacuation movement Deployment of traffic management and sheltering staff and assets
Finance Tracking and recording of all expenses associated with response to incident
Movement & En-Route Support
Command and Control Once each operational cycle or every 12 hours the Director of Emergency Services will re-evaluate the situation, appropriate command structure, and level of response.
Planning Identification and resolution of real-time contingencies/obstacles on the routes as they arise. Maintain resource status / situation status (restat/sitstat)
Operations Traffic management and monitoring in affected areas and along evacuation routes Establishment of dedicated inbound/outbound routes for emergency response vehicles Full activation and staffing of rally points Sweeping of area being evacuated to encourage people to leave and identify/aid those who need assistance Broadcast of ongoing information updates to evacuees (media, variable message signs (VMS), Highway Advisory Radio (HAR), WARN, CAN Law enforcement presence in evacuated area and along evacuation routes (and at ingress/egress points) to maintain order Pre-transportation quarantine and decontamination activities, if needed (based on nature of incident)
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Logistics Implementation of transit support (public and private) for people without personal vehicles Implementation of para-transit support (public and private) for vulnerable populations Deployment of measures for assisting vulnerable and special needs populations Activation of assistance locations (fuel, water, medical support) at designated points along evacuation routes Finance Tracking and recording of all expenses associated with response to incident
Reception and Support
Command and Control Once each operational cycle or every 12 hours the Director of Emergency Services will re-evaluate the situation, appropriate command structure, and level of response. Action planning, documentation Prediction of size of evacuation populations traveling to shelter and support locations Based on predicted populations, estimates of needed resources at locations Coordinate with Red Cross and the Operational Area EOC Operations Full activation of sheltering destinations (general population dormitory, pet shelters, medically fragile shelters) and special needs populations (pets, etc.) Selection and deployment of measures for assisting vulnerable and special needs populations Information updates to evacuees regarding status of overall evacuation and sheltering effort Evacuee identification and registration activities, to track shelter populations and assist communications among evacuees and loved ones
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Logistics Resource management activities to ensure sufficient supplies, facilities, and resources at sheltering destinations Deployment of medical staff and supplies distributed among sheltering destinations as needed Finance Tracking and recording of all expenses associated with response to incident
Return
Command and Control Decision to end evacuation and allow re-entry into affected area De-activation of command structure Planning Criteria for decision to end evacuation and initiate ―Return‖ phase Determination of timing for vacating shelters and conducting ―Return‖ activities Selection of transportation options for evacuees without personal transport Operations Notification to emergency management, transportation and support agencies that ―Return‖ phase to be implemented Notification to evacuee populations regarding timing and method of transportation Transportation of evacuees Selection and deployment of measures for assisting vulnerable and special needs populations Law enforcement presence in evacuated area and along re-entry routes to maintain calm and order De-activation and return to readiness activities for sheltering facilities Logistics Staging of assets to be used for transportation of evacuees back to affected area Finance Tracking and recording of all expenses associated with response to incident
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Administration
Resource management Types of resources needed Resource inventory Supply chain management Sources for available resources Delivery methods for resources Identification of remaining gaps Method for tracking location/deployment of resources (on everyday basis and during evacuation) Supportive agreements Communicate with neighboring jurisdictions (local and county) regarding resource sharing and gaps Coordinate with Red Cross and Salvation Army Identify opportunities to address gaps with other jurisdictions‘ resources Preparation of MOUs, mutual aid agreements, and other agreements Emergency funding mechanisms Post-evacuation reimbursement claims Track funds expended during evacuation Coordinate with County and State regarding preparation of compensation claims to be submitted Post-evacuation after-action reports Assemble critical data regarding evacuation performance Assemble and debrief relevant agencies and staff Assess integrity of infrastructure needed/used to execute evacuation (incl. forensic investigations, as needed) Identify critical successes and failures Prepare document to identify lessons learned and agreed-upon methods to address performance gaps
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Plan Review and Maintenance [This section identifies who is responsible for coordinating revisions of this evacuation plan, including appendices, based on lessons learned from exercises and actual incidents.] The Fire Chief is responsible for maintenance of and periodic revisions to this evacuation plan. Applications of identified performance metrics on ongoing basis Every 5 years, beginning with the year 2015 this plan will be evaluated and revised. Incorporation of lessons learned from exercises and live incidents Establish compatibility / integration / confliction with other plans
Training and Exercises Training and exercise descriptions and schedule
Appendices [This list may change, depending on the specific needs of the plan being prepared.]
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City of American Canyon
Emergency Operation Plan
Appendices
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Letter of Distribution
EOP LETTER OF DISTRIBUTION
TO: Mayor and Council, City Administration, DATE: November 5, 2009 Napa County OES FROM: Glen E. Weeks, Fire Chief
SUBJECT: American Canyon Emergency Operations Plan Distribution
WE ARE SENDING YOU:
X American Canyon Emergency Operations Plan; Adopted November 17, 2009
MSENT VIA: Interoffice
Copies Description
1 ea Mayor (or Emergency Council Chair Designee)
City Manager Public Works Director Police Chief Fire Chief Community Development Director City Clerks Office Finance Director Human Resources Director Parks & Recreation Director Primary EOC Secondary EOC Napa County OES Cal EMA Coastal Region Office of Emergency Services Cal Fire / Napa County Fire Department
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Resource List
Resource lists for City of American Canyon Departments can be found in their Standard Operating Procedures (SOPs). A separate resource directory is maintained by the Logistics Section. That directory list depicts those businesses and merchants who have done business with the City in the past.
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RESOLUTIONS AND ORDINANCES
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EMERGENCY PROCLAMATION For City of American Canyon
WHEREAS, Ordinance No. 97-13 (Municipal Code Chapter 2.48), of the City of American Canyon (“City”), empowers the Director of Emergency Services to proclaim the existence or threatened existence of a local emergency when said City is affected or likely to be affected by a public calamity and the City Council is not in session, and;
WHEREAS, the Director of Emergency Services of the City of American Canyon does hereby find, that conditions of extreme peril to the safety of persons and property have arisen within said City caused by and related hazards began at the day of ; and,
That these conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of said City, and;
That the City Council of the City of American Canyon is not in session and cannot immediately be called into session;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said City, and;
IT IS FURTHER PROCLAIMED AND ORDERED that 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, by ordinances, and resolutions of the City, and; that this emergency proclamation shall expire in 7 days after issuance unless confirmed and ratified by the City Council of the City of American Canyon.
Dated:
By: ______, Director of Emergency Services Or Designated by,
Address:
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REQUEST TO THE GOVERNOR TO PROCLAIM A STATE OF EMERGENCY TO: , Governor of the State of California , State Director of Emergency Services FROM: , the City of American Canyon City Manager DATE: ,20
1. On ______, ____, the [the City of American Canyon City Manager] [City of American Canyon City Manager, confirmed on______, ______by the City of American Canyon City Council] [City of American Canyon City Council] found that due to [fire, flood, storm, epidemic, riot, earthquake or other causes] a condition of extreme peril to life and property existed in the City of American Canyon and proclaimed a local emergency.
2. The City of American Canyon City Manager has now determined that:
a. The conditions creating and/or impacts of the emergency have become such that local resources are no longer adequate to cope with the effects of the emergency;
b. Damages in the approximate amount of $______are occurring or are expected to occur in the near future in consequence of the emergency.
c. The City Council is not presently in session, nor is the Chairman of the City Council expected to be available to request the Governor to proclaim a State of Emergency for City of American Canyon prior to such time as irrevocable damage will have occurred in the absence of the availability of the greater resources possible under a state of emergency as opposed to a local emergency.
3. Pursuant to Government Code Section 8625(b) (2) and in accordance with the City of American Canyon Code section , the City of American Canyon City Manager hereby requests the Governor of the State of California or, if he/she is inaccessible, the State Director of Emergency Services, to declare and proclaim the City of American Canyon to be in a State of Emergency.
4. ______is hereby designated as the authorized representative for public assistance and ______is hereby designated as the authorized representative for individual assistance of the City of American Canyon for the purpose of receipt, processing and coordination of all inquiries and requirements necessary to obtain available State and Federal assistance.
______City of American Canyon City Manager
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CITY OF AMERICAN CANYON RESOLUTION NO.______
CONFIRMATION AND CONTINUANCE PROCLAMATION OF LOCAL EMERGENCY WHEREAS, Government Code section 8630 and the City of American Canyon Code section authorize and empower the City of American Canyon City Manager acting as Director of Emergency Services to proclaim the existence or threatened existence of a local emergency when the City is affected or likely to be affected by a public calamity and the Council is not in session, subject to confirmation by the Council within seven days; and WHEREAS, on ______, 20___, and pursuant to the foregoing provisions, the City of American Canyon City Manager proclaimed the existence of a local emergency by that proclamation attached hereto as Exhibit ―A‖ and incorporated by reference herein; and WHEREAS, the City of American Canyon City Manager has informed the Council that there continues to exist within City of American Canyon a condition of extreme peril to life and property due to [fire, flood, storm, epidemic, riot, earthquake or other causes] and has requested that the Council confirm his proclamation and further proclaim that a local emergency continues to exist; NOW, THEREFORE, BE IT RESOLVED as follows: 1. The City Council hereby confirms the finding of the City of American Canyon City Manager that conditions of extreme peril to the safety of persons and property arose within City of American Canyon on or about _____ [a.m.] [p.m.] on ______, ____ due to [fire] [flood] [storm] [epidemic] [riot] [earthquake] [ ], that such conditions continue to exist, and that such conditions warranted and continue to warrant a proclamation of local emergency.
2. The City Council hereby confirms and ratifies the proclamation and orders of the City of American Canyon City Manager that a local emergency existed [throughout City of American Canyon][in that area of City of American Canyon described as ______], as set forth in Exhibit ―A‖.
3. The City Council further proclaims and orders that such local emergency continues to exist and that the orders previously instituted by the City of American Canyon City Manager in Exhibit ―A‖ shall remain in place as orders of the City Council, with the exceptions noted below: a. [new orders] b. [modifications of previous orders] c. [orders repealed]
4. The City Council hereby also proclaims and orders that until the local emergency is terminated the powers, functions, and duties of the City of American Canyon City Manager and the emergency organization of City of American Canyon shall be those prescribed by State law, and the ordinances, resolutions, and approved emergency services plans of the City of American Canyon.
5. The City of American Canyon City Manager is hereby ordered and directed to give this Resolution and the proclamations and orders contained therein widespread publicity and notice.
6. This confirmation and continuance of the proclamation of local emergency shall be reviewed by the City Council at least every 21 days until terminated, to determine the need for continuing the local emergency and termination of the local emergency shall be proclaimed by this Council at the earliest possible date that conditions warrant.
THE FOREGOING RESOLUTION was adopted by the City of American Canyon City Council at a [regular] [special] meeting of the Council held on ______, ____, by the following vote: AYES: ______
______
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NOES: ______
ABSENT: ______
ATTEST: APPROVED AS TO FORM: CLERK OF THE CITY COUNCIL CITY OF AMERICAN CANYON COUNSEL
By: By:
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EXHIBIT ―A‖ (Attach copy of Proclamation of Local Emergency proclaimed by City Manager/Director of Emergency Services as Exhibit A)
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CITY OF AMERICAN CANYON RESOLUTION NO. ____
REQUEST TO THE GOVERNOR TO
PROCLAIM A STATE OF EMERGENCY
WHEREAS, on ______, ____, the [ City of American Canyon City Manager][City Council][ City of American Canyon City Manager, confirmed on ______,____ by the City of American Canyon City Council] found that due to [fire, flood, storm, epidemic, riot, earthquake or other causes] a condition of extreme peril to life and property existed in the City of American Canyon and proclaimed a local emergency pursuant to Government Code section 8630 [and the City of American Canyon Code section ]; and WHEREAS, pursuant to the City of American Canyon Code section , the City of American Canyon City Manager has now determined that locally available resources are inadequate to cope with the emergency and has requested the Chairman of the City Council request the Governor of the State of California to proclaim a state of emergency within the City of American Canyon; NOW, THEREFORE BE IT RESOLVED as follows: 1. The City of American Canyon City Council confirms the determination of the City of American Canyon City Manager that locally available resources are inadequate to cope with the emergency.
2. The City of American Canyon City Council hereby authorizes and directs the Chairman of the City Council to request, in substantially the manner set forth in Exhibit ―A‖, attached herewith and incorporated by reference herein, that the Governor of the State of California or, if he/she is inaccessible, the State Director of Emergency Services proclaim the City of American Canyon to be in a state of emergency. THE FOREGOING RESOLUTION was adopted by the City of American Canyon City Council at a regular [special] meeting of the Council held on ______, ____, by the following vote: AYES: ______
______
NOES: ______
ABSENT: ______
ATTEST: APPROVED AS TO FORM: Clerk of the City Council the City of American Canyon Counsel
By______By______
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EXHIBIT ―A‖
REQUEST TO THE GOVERNOR TO PROCLAIM A STATE OF EMERGENCY TO: , Governor of the State of California , State Director of Emergency Services FROM: , Chairman of the City of American Canyon City Council DATE: ,
1. On ______, ____, the [the City of American Canyon City Manager] [the City of American Canyon City Manager, confirmed on ______, ____ by the City of American Canyon City Council] [the City of American Canyon City Council] found that due to [fire, flood, storm, epidemic, riot, earthquake or other causes] a condition of extreme peril to life and property existed in the City of American Canyon and proclaimed a local emergency.
2. [The City of American Canyon City Manager] [and] [Chairman of the City of American Canyon City Council] [has] [have] now determined that:
a. The conditions creating and/or impacts of the emergency have become such that local resources are no longer adequate to cope with the effects of the emergency;
b. Damages in the approximate amount of $______are occurring or are expected to occur in the near future in consequence of the emergency.
3. Pursuant to Government Code Section 8625(b) (2) [and on the recommendation of the City of American Canyon City Manager under the City of American Canyon Code section ,] the Chairman of the City of American Canyon City Council hereby requests the Governor of the State of California or, if he/she is inaccessible, the State Director of Emergency Services, to declare and proclaim the City of American Canyon to be in a state of emergency.
4. ______is hereby designated as the authorized representative for public assistance and ______is hereby designated as the authorized representative for individual assistance of the City of American Canyon for the purpose of receipt, processing and coordination of all inquiries and requirements necessary to obtain available state and federal assistance.
/s/______Chairman, the City of American Canyon City Council
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REQUEST TO THE GOVERNOR TO PROCLAIM A STATE OF EMERGENCY TO: , Governor of the State of California , State Director of Emergency Services FROM: , Chairman of the City of American Canyon City Council DATE: ,
1. On ______, ____, the [the City of American Canyon City Manager] [the City of American Canyon City Manager, confirmed on ______, ____ by the City of American Canyon City Council] [the City of American Canyon City Council] found that due to [fire, flood, storm, epidemic, riot, earthquake or other causes] a condition of extreme peril to life and property existed in the County of Napa and proclaimed a local emergency.
2. The Chairman of the City of American Canyon City Council has now determined that:
a. The conditions creating and/or impacts of the emergency have become such that local resources are no longer adequate to cope with the effects of the emergency;
b. Damages in the approximate amount of $______are occurring or are expected to occur in the near future in consequence of the emergency.
c. The City Council will not be able to meet to direct the Chairman to request the Governor to proclaim a state of emergency until irrevocable damage will have occurred in the absence of the greater resources available under a state of emergency as opposed to a local emergency.
3. Pursuant to Government Code Section 8625(b) (2) [and on the recommendation of the City of American Canyon City Manager under the City of American Canyon Code section the Chairman of the City of American Canyon City Council hereby requests the Governor of the State of California or, if he/she is inaccessible, the State Director of Emergency Services, to declare and proclaim the City of American Canyon to be in a state of emergency. 4. ______is hereby designated as the authorized representative for public assistance and ______is hereby designated as the authorized representative for individual assistance of the City of American Canyon for the purpose of receipt, processing and coordination of all inquiries and requirements necessary to obtain available state and federal assistance.
/s/______, Chairman, the City of American Canyon City Council
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THE CITY OF AMERICAN CANYON RESOLUTION NO. ____
TERMINATION OF PROCLAMATION
OF LOCAL EMERGENCY WHEREAS, a local emergency was declared in the City of American Canyon pursuant to Government Code section and the City of American Canyon Code section by proclamation of the [ the City of American Canyon City Manager on ______, ____[confirmed by the City of American Canyon City Council on______,____][ the City of American Canyon City Council on ______, ____] as the result of conditions of extreme peril to the safety of persons and property caused by: [fire, flood, storm, epidemic, riot, earthquake or other causes]; and WHEREAS, such conditions or the effects thereof have now abated sufficiently that the protective services, personnel, equipment, and facilities of the City of American Canyon acting within the scope of their normal procedures and powers are now adequate to handle such conditions and/or effects without need for the extraordinary powers and procedures available only under a proclamation of local emergency; NOW, THEREFORE, BE IT RESOLVED as follows: 1. The City Council hereby proclaims the termination of the above-described local emergency and declares that any orders made by the City Council or the City of American Canyon Administrator in connection with such emergency shall be of no further force and effect as of the effective date of this Resolution.
2. This Resolution shall be effective as of __:__ [a.m.] [p.m.] on ______, ____.
THE FOREGOING RESOLUTION was adopted by the City of American Canyon City Council at a [regular] [special] meeting of the Council held on ______, ____, by the following vote: AYES: ______ATTEST: Clerk of the City Council ______By______NOES: ______APPROVED AS TO FORM: ABSTAIN: ______the City of American Canyon Counsel
ABSENT: ______By:______
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THE CITY OF AMERICAN CANYON CODE OF ORDINANCES
RELATING TO EMERGENCY ORGANIZATION AND FUNCTIONS (Pursuant to the City of American Canyon Ordinances 97-13)
Purpose of provisions 2.48.100 The declared purposes of this chapter is to comply with the provision of the California Emergency Services Act, Title Two, Division One, Chapter Seven of the Government Code of the State of California (commencing with Section 8550); to provide: A. The preparation and carrying out of plans for the protection of persons and property within the City of American Canyon in the event of an emergency. B. The mitigation of the effects of natural, man-made, or war-caused emergencies which result in conditions of disaster or extreme peril to life, property, or the resources of the City of American Canyon; and C. To create an organization based on the Standardized Emergency Management System (SEM) to coordinate the efforts of the various emergency services agencies, both public and private, within the City dealing with emergencies. Definitions 2.48.105 As used in this chapter, ―emergency‖ means the existence of a state of war emergency, state of emergency, or local emergency. A. State of war emergency shall mean a condition with or without a proclamation thereof by the governor whenever this State or the United States is attached by an enemy of the United States, or upon receipt by the State of California of a warning from the federal government indicating that such an enemy attack is probable or imminent. B. State of emergency shall mean the duly proclaimed existence of conditions of disaster or extreme peril to the safety of persons and property with in this are caused by such conditions as air pollution, fire floor, 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 their magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single City and require the combined forces of a mutual aid region or regions to combat. C. Local emergency shall mean the duly proclaimed existence or threatened existence or threatened existence, of conditions of disaster or of extreme peril to the safety of persons and property within the territory of the City or within any portion thereof, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, earthquake, or other conditions, other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the service, personnel, equipment, and facilities of the City and require the combined forces of other political subdivisions to combat.
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D. Coordinator shall mean the Coordinator of Emergency Services of the City of American Canyon. E. Director shall mean the Director of Emergency Services. F. Emergency Council shall mean the City of American Canyon Emergency Council organized pursuant to the provision of Section 2.48.130 of this chapter. G. Emergency Services Organization shall mean all offices and employees of the City all persons enrolled to aid such officers and employees during an emergency and all officers and employees of political subdivision, groups organization, or persons, who may by agreement, or by operation of law, be charged with duties incident to the protection of life and property within the City during an emergency, or who may be impress into service pursuant to law. H. Political subdivision shall mean all counties, city and counties, cities, districts, and other political subdivisions of the State of California, including the City of American Canyon. I. City shall mean the City of American Canyon in the county of Napa, California as defined in Section 1.04.150 of this Code. Director of Emergency Services 2.48.115 A. There is created the office of Director of Emergency Services. The City Manager is designated as the Director of Emergency Services. Director —Powers and Duties 2.48.120 The Director is empowered to: A. Direct the efforts of the Emergency Services Organization within the City for the accomplishment of the purposes of this chapter, or of any other law, ordinance, or rules and regulations, relating to the preparation and implementation of emergency plans or programs now in effect, or as may be hereinafter adopted in accordance with law, by the City, the State of California or the United States of America; B. Request the City Council to proclaim the existence of a local emergency, of the City Council is in session, or to issue such proclamation of local emergency under his/her own authority if the Council shall take action to ratify the proclamation within seven (7) days thereafter or the proclamation shall have no further force and effect after the seventh day from the date issuance; C. Request the governor to proclaim at state of emergency when in the opinion of the Director, the locally available resources are inadequate to cope with an emergency; D. Promote cooperation, and resolve questions of authority and responsibility that may arise, between agencies making up the emergency services organization, and coordinate the services of and direct staff within the Emergency Service Organization; E. Subject to the approval of the City council, to enter into mutual aid agreements between the City and the County and other political subdivision, or any corporation, individual, or group of individuals; provided, however, that any mutual aid contract entered into with any
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political subdivision, whose territory is located within the County of Napa; and any contract with any corporation, group of individuals or individual within the County, shall contain the express provision that in the event of a local emergency duly proclaimed in the City Council or the Director, the Director shall direct all operations of the emergency services organization within the City so designated by said proclamation, and the Directory shall resolve all questions of authority or responsibilities that may arise between agencies responding to the proclamation of local emergency; F. Represent the City in all dealing with the public or private agencies on matters pertaining to emergencies; G. In the event of the proclamation of a ―local emergency,‖ as hereinabove provided, or the proclamation of a ―state of emergency‖ or the existence of a ―state of war emergency,‖ the Director is empowered to:
Make and issue rules and regulations on matters reasonably related to the protection of life and property affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the City Council, To obtain necessary supplies, equipment, and such other properties found to be 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, Require the immediate Service of City officer or employee and, in the event of the proclamation of a state of emergency, or the existence of a state of war emergency, to command the aid of any citizen as he deems necessary in the execution of his duties; such persons so impressed into such service shall be entitled to all privileges, benefits, and immunities as are provided by law for registered disaster service workers. Requisition necessary personnel and materials from any department or agency of the City. Execute all of his ordinary power as City Manager, all of the special powers conferred upon him by the ordinance codified in this chapter or by any resolution or emergency plan heretofore or hereafter adopted by the City Council and all powers conferred upon him by any statute, agreement or other lawful authority. In the event of a local emergency, the Director or his duly authorized representative may order any person impending efforts of any emergency service personnel to leave the area designated as an area within which a local emergency exists, refusal by any person to obey the lawful directions of the Director or his duly authorized representative, or the hindrance or interference by any person with the lawful duties of any emergency service personnel shall constitute a misdemeanor and a violation of this Code and shall be punishable in the manner provided by section 1-24-040.A of this Code;
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Director shall designate the order of succession to that office to take effect in the event the Director is unable to attend meetings, or to otherwise perform his duties during an emergency Coordinator of Emergency Services 2.48.125 The Coordinator of Emergency Services shall be appointed from the classified services of the City of American Canyon by the Director. The Coordinator shall have all of the powers and duties as specified by law, and shall in addition have such additional powers and duties as may be determined by the director.
Emergency Council—Created—Membership 2.48.130 The City of American Canyon emergency services council is created, and shall consist of the following: A. The Mayor or designee; B. The Director (City Council) or designee; C. The designated City Chief of Police or further designee; D. The Director of the Department of Public Works or designee; E. The City Engineer or designee; F. The Fire Chief of the City of American Canyon Fire Protection District or designee; G. One member representing the public utilities engaged in the transmission of power, gas, telephonic or telegraph communications or other similar utility, and, H. One member representing the general public appointed annually by the Director. I. The Mayor shall be ex-officio of the Emergency Council. In his/her absence the Director shall serve as Chairperson.
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Emergency Council—Powers and duties 2.48.135 A. The Emergency Council, is empowered to study and revise the City Emergency Plan, and to review and recommend action upon all proposed mutual aid agreements with the County, other political subdivision, corporations, groups or individuals, and to review and recommend the adoption of such ordinances, resolutions and rules and regulations as may be necessary to implement the City Emergency Plan or any mutual aid agreement entered into pursuant to such plan, including but not limited to, the concurrent implementation of applicable State law, such as enabling of workers‘ compensation benefits for involved disaster workers. B. The Emergency Council shall be responsible for the development of local emergency plan, which shall provide for the effective mobilization of all the resources of the City, both public and private, to meet conditions, constituting an emergency and shall provide for the organization, powers and duties, services and staff of the City Emergency Services Organization. C. The Coordinator shall be ex-officio secretary of the Emergency Council and shall provide such administrative, technical, and other assistance to the Emergency Council as may be needed and as are approved by the Director. D. Approval of recommendations by the Emergency Council shall be by majority vote, a quorum of members being present. Presence in person by a majority of the members of the Council shall constitute a quorum for the transaction of business. The Emergency Council shall appoint such committees as shall be necessary to advise the Council on questions relating to management of resources, communications, health services, utilities, the preservation of peace and safety, and in such other areas as may be deemed necessary to the Council. E. The Emergency Council shall meet at least annually to review the City Emergency Plan. F. The Emergency Council may recommend the calling and conducting of test exercises, either singularly or in conjunction with the County or any political subdivision, corporation, group or individual. The Director shall order such exercises as it deems necessary; provided, however, that no person conducting such exercises shall have the power to command the assistance of any private citizen, and the failure of any citizen to obey any order or regulation pertaining to the test exercise shall not constitute a violation of this chapter.
Expenditures 2.48.140 Any expenditure made in connection with the emergency services organization, including mutual aid activities, shall be deemed conclusively to be the direct protection and benefit of the inhabitants of the property of the City of American Canyon.
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Preservation of Local Government
Definitions 2.48.200 A. Disaster shall mean a war or enemy caused calamity such as an attack by nuclear weapons which renders unavailable a majority of the Council of the City of American Canyon. B. Unavailable shall mean that a Councilmember is either killed, missing or so seriously injured as to be unable to attend meetings and otherwise perform his/her duties. Any question as to whether a particular officer is unavailable shall be settled by the City Council or any remaining available members thereof.
Appointment of Standby Officers 2.48.205 To provide for the continuance of the legislative and executive departments of the City in occasions of a disaster, the City Council may appoint three (3) standby officers for each member of such Council to succeed to such members‘ duties in the event of his unavailability as a result of a disaster.
Standby officers shall be appointed, serve and qualify in accordance with Title Two, Division One, Chapter Seven, Article Fifteen of the Government Code of the State of California, commencing with Section 8635. The City Council shall have discretion as to whether or not such appointments shall be made. In the event of a disaster any vacancy occurring on the City Council which cannot be filled by a standby officer by reason of the fact that standby officers have not been appointed or are unavailable, shall be filled as provided by this Section.
Meeting of City Council after disaster 2.48.210 The City Council shall meet as soon as possible after a disaster. The place of meeting need not be within the City. The meeting may be called by the Mayor or by a majority of the available members of the legislative body. Should there be only one (1) member of the legislative body available, he may call and hold such meeting and perform any acts necessary to reconstitute the City Council. At the first meeting after the disaster the City Council shall; A. Ascertain the damage to the City, to personnel and property; B. Proceed to reconstitute itself by filling vacancies until there are three (3) members of such Council. Should only one (1) member of the Council, or only one (1) standby officer be available, he shall have the power to reconstitute the City Council; C. Proceeded to reconstitute the government of the City by appointment of qualified persons to fill vacancies in the governmental system; D. Proceed to perform its functions in the preservation of law and order in the furnishing of local services.
Procedure when all members of legislative body unavailable 2.48.215 Should all members of the legislative body be unavailable, temporary officers shall be appointed as follows: A. By the Chairman of the Board of Supervisors of the County, and if the Chairman is unavailable:
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B. By the Mayor of any city within one hundred fifty (150) miles of the local agency beginning with the nearest and most populated city and going to the farthest and least populated.
Control of Food and Other Sources
Purpose 2.48.300 The declared purpose of this section are to provide for the conservation, control and distribution of those resources of this City which are essential to survival and recovery of individuals, government and the business economy of the City during and following a state of extreme emergency of a state or disaster, as defined in the California Disaster Act.
Definition 2.48.305 Resources means all foods for humans or animals and all essential survival items and resources declared to be in critical supply by the Director of Emergency Services, during and following a state of disaster or a state of extreme emergency.
Duties of vendors, possessors and procedures of resources 2.48.325 The vendors, possessors and producers of resources as defined in Section 3-19- 305 are prohibited from selling, giving way or otherwise disposing of controlled resources in their possession at the onset of or during a state of extreme emergency or a state of disaster except in the manner, and at the time specified, in the directives issued by the Director of Emergency Services.
Prohibited Acts; Penalties 248.330 It shall be a misdemeanor, punishable by a fine of not to exceed one thousand ($1,000.00) dollars or by imprisonment for not to exceed one (1) year or both, for any person during a state of emergency or proclaimed state disaster. A. Willfully obstruct, hinder or delay the City‘s Emergency Services Organization in the enforcement of any lawful rule or regulation issued pursuant to this section, or in the performance of any duty imposed upon the Organization by virtue of this section; B. To do any act forbidden by any lawful rules or regulations issued pursuant to this section if such act is of such nature as to give or be likely to give assistance to the enemy, or to imperil the lives or property of inhabitants of this City, or to prevent, hinder or delay the defense or protection thereof.
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GLOSSARY OF TERMS Action Plan: The plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.
Disaster: A sudden and extraordinary misfortune; a calamity which threatens or effects extraordinary loss of life or property. Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor‘s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy. Emergency Operations Center: A location from which centralized emergency management can be performed.
Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.
Emergency Response Personnel: Personnel involved with an agency‘s response to an emergency.
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.
Incident Action Plan: The plan developed at the field response level 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.
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Glossary of Terms Continued Incident Command System (ICS): A nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the field level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
Local Government: Local agencies as defined in Government Code §8680.2 and special districts as defined in California Code of Regulations, Title19, Division 2, Chapter 5, NDAA, §2900(y).
Master Mutual Aid Agreement: The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and among the State of California, its various departments and agencies, and the various political subdivisions of the State. The agreement provides for support of one jurisdiction by another.
Multi-agency or inter-agency coordination: The participation of agencies and disciplines involved at any level of the SEMS organization, working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Mutual Aid: Voluntary aid and assistance 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. Mutual aid is designed to ensure that adequate resources, facilities and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.
Mutual Aid Region: A subdivision of the state emergency services organization, established to facilitate the coordination of mutual aid and other emergency operations within an area of the state, consisting of two or more county Operational Areas.
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Glossary of Terms Continued Operational Area: An intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area. The Operational Area is a special purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an Operational Area. An Operational Area may be used by the county and the political subdivisions comprising the Operational Area for the coordination of emergency activities and to serve as a link in the system of communications and coordination between the states emergency operating centers and the operating centers of the political subdivisions comprising the operational area. The Operational Area augments, but does not replace, any member jurisdiction.
Political subdivision: Any city, city and county, county, district or other local governmental agency or public agency authorized by law.
Standardized Emergency Management System (SEMS): Consistent set of rules and procedures governing the overall operational control or coordination of emergency operations specified in regulations (CCR Title 19, Division 2, §2400 et sec). It identifies at each level of the statewide emergency organization, the direction of field forces and the coordination of joint efforts of government and private agencies. ICS is the field level component of SEMS.
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, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor‘s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy or conditions causing a ―state of war emergency‖, which conditions 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, 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.
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Napa County Terrorist Response Annex Napa Emergency Operations Plan
Prepared by the Napa County OES For coordination and planning purposes only
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TERRORISM RESPONSE ANNEX
INTRODUCTION In the wake of the World Trade Center bombing in New York and the Oklahoma City bombing, terrorism has become an increasing concern for emergency management, emergency responders, and the public at large.
This plan augments the existing City of American Canyon Emergency Operations Plan.
CONCEPT OF This plan or the applicable portions of this plan will be OPERATIONS implemented as directed by the City Manager, Director of Office of Emergency Services (OES), or Incident Commanders as appropriate.
The SEMS functions for a terrorism response are indicated in Attachment A, Terrorism SEMS Functions.
In accordance with California Terrorism Response Plan, dated August 1998, this plan reflects two new terms in the emergency management field:
Crisis Management Consequence Management.
The County OES has developed two working groups to address terrorism response planning. One group is the Napa County Terrorism Working Group (TWG) which addresses generic planning concerns. The other group is the Terrorism Early Warning (TEW) Group which deals with threat analysis and notification issues and which will also be activated during a threat/actual event.
Crisis Management Crisis Management is the law enforcement response to the causes of terrorist incidents, terrorists, and their weapons. It includes measures to identify, acquire, and plan the use of resources needed to anticipate,
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isolate, prevent, and/or resolve a threat or act of terrorism.
The federal government exercises preeminent authority and responsibility in crisis management. The federal crisis management effort is lead by the Federal Bureau of Investigation (FBI) with assistance from other federal, state, and local agencies as necessary.
Consequence Consequence Management addresses the Management consequences of terrorism, the effects upon people and their property and their communities. It includes measures to protect public health and safety, restore essential government services, and provide emergency relief to government, businesses, and individuals affected by the consequences of terrorism.
The State of California and local agencies exercise preeminent authority to make decisions regarding the consequences of terrorism. Under California SEMS, this authority would normally rest with the incident commander and local emergency services organization. The federal government provides assistance as required. The Federal Emergency Management Agency (FEMA) coordinates federal agencies consequence management support with the State of California.
Hazard Analysis for According to the ―Likelihood of Occurrence‖ Matrix, Terrorism from the Napa County Emergency Operations Plan, terrorism is an infrequent hazard with moderate to high severity for the county.
Threat Analysis for The California Terrorism Response Plan, dated Terrorism August 1, 1998, describes the Threat Notification Procedure used by the State Office of Emergency Services and FBI. Upon receipt of a terrorist threat, the NSO will notify the appropriate FBI office. Notification of the OES Regional Office may also occur. The County of Napa OES has developed a broad threat assessment of potential terrorist targets. This assessment is contained in a restricted use planning document maintained by the Napa County
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OES. The information contained in this document will be used as necessary during a threat situation or actual event.
The County of Napa has also established a joint Terrorism Early Warning (TEW) Group with the FBI, Sheriff‘s Department, and other key stakeholders. The TEW Group will permit the city to maintain a cooperative mechanism for comprehensive and integrated early warning for terrorism within the city. The TEW Group will use pre-established notification and analysis formats and procedures.
Management Management assignments are reflected in ―Terrorism SEMS Functions‖, Attachment A.
Mental health support and psychological operations will be essential elements of the terrorism response approach.
Organizational Structure The City of American Canyon EOC will activate the appropriate SEMS functions based upon the terrorist threat or actual event.
The following personnel will be assigned to the Federal Joint Operations Center (JOC) if the JOC is activated and representatives are requested:
Representative to Consequence Management Group: the City of American Canyon OES staff person ( minimum staffing: 1 person per shift)
Representative to Crisis Management Group: Staff person from the American Canyon Police Department representative (minimum staffing: 1 person per shift)
If the FBI activates its Incident Command Post (ICP), the City of American Canyon police Department will provide representatives to the ICP. (Minimum staffing: 1 person per shift)
The City of American Canyon will also provide representation to, and participate in, the Unified Command, once established.
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Note: Additional out-of-county Sheriff‘s Department personnel will be requested through mutual aid channels to provide support to the City of American Canyon PD.
Coordination of The City of American Canyon will use multi-agency, Disciplines multi-discipline coordination in its response to a terrorist threat or event.
A unified command will be established from the various agencies with responsibility for the incident. The unified command will facilitate coordination among agencies and disciplines.
Areas of special concern may be:
Coordination with education and child care facilities. Animal care issues, including care, shelter, and possible public health concerns.
Inclusion of non-profit Non-profit organizations, such as the American Red organizations and private Cross, and private business concerns will be involved businesses in terrorism response planning in the City of American Canyon.
The City of American Canyon EOC will contact the appropriate non-profit organizations and private businesses in the event of a potential threat or actual event.
Public Information The City of American Canyon is committed to a proactive public information program during a terrorist threat or actual event.
The Napa County Public Information Officer (PIO) has developed some standardized terrorism response public information messages that may be used during an event. The Napa County PIO has also coordinated with media representatives regarding terrorism awareness. The PIO will also involve mental health professionals in public information as needed.
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The County of Napa Public Information Officer will be brought into response planning activities as soon as practical during a terrorist threat or actual event.
If the federal government establishes a Joint Information Center (JIC), the Napa County PIO will dispatch a representative to the JIC. The City of American Canyon PIO will maintain a PIO presence at the JIC as long as determined by the situation. News release procedures will be agreed upon, and established, for the City of American Canyon EOC, the Unified Command, and other interested parties.
Safety and Security During a potential threat or actual event, employee safety and operational security will be key concerns for the City of American Canyon staff.
The City of American Canyon has developed day-to- day security plans and procedures for city facilities. City staff will be trained on these plans and security procedures.
During actual emergency operations, heightened safety and security procedures will be in force and will be followed by city staff. Security and safety procedures will also be implemented for all command posts and other operational sites. The PD will serve as lead for security functions.
If additional security assets are needed by the PD, they will be requested through mutual aid or obtained through other sources.
Information Sharing and The threat of a terrorist act or actual terrorist event Dissemination raises significant issues regarding information sharing and dissemination. Security and confidentiality concerns must be weighed against operational needs and public interest.
The notification of a potential terrorist threat and subsequent updates will be made verbally through the most secure form of landline available. Written confirmations of notification and updates will be used. Emergency response personnel will observe
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communication security procedures. Sensitive information will not be communicated by cell phone or radio.
The following systems will be used by the City of American Canyon to disseminate information:
CLETS (California Law Enforcement Telecommunications System): for law enforcement information; RIMS (Response Information Management System): for information among the SEMS levels of government;
The City of American Canyon EOC will have scheduled briefings for EOC staff and other emergency response personnel. If the federal JOC, federal ICP, Incident Unified Command, or JIC are operational, the City of American Canyon EOC will coordinate briefing times, reporting approaches, and news releases as much as possible with its federal counterparts, as well as other SEMS levels.
Office of Emergency The Napa County OES will be responsible for updates Services and maintenance of this plan.
The Napa County OES will be responsible for management of EOC operations. The County OES will also provide staff for key positions at other locations.
Sheriff’s Department Within the EOC, the Napa SO will assume the security function. The NSO will also function as a conduit for crisis management issues.
Potential areas which the NSO may address are:
Law enforcement mutual aid
Evacuation concerns, including mass and spontaneous evacuations
Intelligence concerns
Investigative Guidelines and statutory authority
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Hostage situations, hijackings, kidnappings
Use of force
Bomb procedures
Facility and personnel protection
Use of SWAT units.
County Fire Department Potential areas which the FD may address are:
Support to Crisis Management activities
Fire and rescue mutual aid
Lead Agency in support of hazmat operations
Coordination with EMS and hospitals
Personnel protection issues
Evacuation concerns, including mass and spontaneous evacuations
Coordination with public works and utilities
Administration The City Manager will oversee the administrative function in the EOC.
Finance The City Finance Director will oversee the finance operations within the EOC and will insure that costs for a potential or an actual event are tracked in a timely manner.
Operations See Terrorism SEMS Functions, Attachment A.
The operations chief will be either a Sheriff‘s Department or Fire Department staff person, depending upon the situation and availability of staff.
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Fire The Fire Department will be the lead for fire response, Department hazardous materials events, and medical/rescue operations. The Fire Department will provide support as necessary to the Sheriff‘s Department for Crisis Management activities. Existing procedures, such as the City of American Canyon HAZMAT Procedures, will be modified and used where possible.
It will assist with:
perimeter and access control, evacuation operations, notifications, safeguarding evidence, damage assessment, and, Fatalities management.
Potential areas of concern may include:
addressing environmental needs; obtaining personnel with radiological training; insuring decontamination procedures (radiological and chemical) in place; Insuring biological agent‘s containment.
The Fire Department will request fire and rescue mutual aid if needed to accomplish these functions.
Sheriff’s Department The Police Department will be the lead for crisis management, perimeter security, access control, traffic/crowd control, evacuations, notifications, and safeguarding evidence. Crisis management activities may include investigation, tracking, and maintaining scene integrity. The Department will also coordinate coroner issues.
It will assist with damage assessment and fatalities management.
The Department will request law enforcement mutual aid if needed to accomplish these functions.
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Public Works Public Works will serve as lead for damage assessment and will be the representative for utilities concerns. Potential public works activities:
Reconnaissance of public infrastructure (road, bridges, facilities, and utilities); Alternate route identification; Building access; Utility access rerouting; Temporary repairs.
It will assist with access and crowd control and fatalities management.
Public Works will request public works mutual aid if needed.
Public Works will coordinate with the NSO on county facility security issues.
NVUSD NVUSD will assist with fatalities management and care and shelter issues. Potential care and shelter issues are:
Refresher training on security or mental health concerns for staff; Care and shelter facility security; Care and shelter representation within the EOC and other locations; Potential mutual aid requirements; Logistical requirements for care and shelter; Care and shelter facilities as terrorist targets.
Medical/Health and County OES will work with local hospitals, health care Mental Health providers, and the County Health Department to develop a separate medical plan for the terrorism response. This plan addresses the following areas:
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Medical/Health
Modification of existing protocols to address terrorism response issues; Medical first responder guidelines; Refresher training procedures; Coordination with other disciplines, such as hazmat; Technical support team requirements; Mutual aid procedures; Logistical support requirements; First responder security and personal protection concerns; Procedures to access privately owned and operated medical assets; Decontamination procedures; and, Mass casualty incident (MCI) concerns.
Mental Health
Staff training in disasters and terrorism and emergency management; Public information and mental health; Mental health support services; Mental health follow-up programs; Integration of mental health with other programs; Support to care and shelter and other operations; and, Stress management programs for responders.
Planning/Intelligence See Terrorism SEMS Functions, Attachment A.
The Planning/Intelligence Chief position will be filled by a Fire Officer or County Law Enforcement staff member. In addition to the standard situation, documentation, demobilization, and resources units, Planning/Intelligence may include units that address crisis management and consequence management concerns. Planning and Intelligence will include representation from the Terrorism Early Warning (TEW) Group.
Planning/Intelligence will include mapping and geographic information systems (GIS) products.
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Threat Analysis Threat analysis planning and intelligence activities will address two key areas:
Law enforcement and crisis management activities General threat analysis
Information which is developed during the threat analysis process will be shared with the appropriate agencies. Release of threat analysis information to the public will be based upon coordination with the PIO.
Office of Emergency County OES by direction of the Director of Emergency Services Services will designate and provide staff for the situation and demobilization units.
Administration Administration will provide staff for the documentation unit and will be responsible for that unit‘s function.
Sheriff’s Department The Napa SO will assign staff to work in the Crisis Management Unit, if established.
Fire Department The Fire Department will assign technical specialists to assist with fire and rescue, hazmat, and medical information.
Public Works Public Works will be responsible for maintaining and updating the facilities and utilities information.
Logistics See Terrorism SEMS Functions, Attachment A.
Support Requirements The unit will be responsible for identifying supplies, services, equipment, and facilities that will be required for both the crisis management and consequence management phases.
During emergency operations, particular emphasis will
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be placed on maintaining the operational capabilities of county computer systems and telecommunications, including land line and radio.
Resources Data Bases As part of its planning effort, County OES will develop a resources data base for terrorism events. This data base also identifies potential shortfalls and indicates potential sources to remedy the shortfalls. The data base is a restricted use data base.
Insurance Administration will serve as lead for the logistics Services/Personnel section.
Public Transportation will assist with any logistics Works/Transportation requirements for evacuation.
Sheriff’s Department Napa SO will provide input on law enforcement logistical support requirements, not met through law mutual aid and beyond the ability of the Sheriff‘s DOC to fill.
Fire Department Fire Department will provide input on fire and rescue, hazmat, and medical logistical support requirements.
Public Works Public Works will assist with logistics requirements for evacuations.
Finance/Administration Issues which may need to be addressed include:
continuity of operations, and, Tracking the costs of an event.
See Terrorism SEMS Functions, Attachment A
Continuity of Operations It will be necessary to ensure continuity of day-to-day operations during a potential threat or actual event.
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This includes payroll processing, contracts management, and personnel actions.
Cost Tracking It will necessary to track costs associated with an event or potential event. Within Finance/Administration there may be a separate Cost Unit.
Administration Administration will assist with EOC operations.
Finance Finance will be responsible for the Cost Unit.
Training and Exercises Training and exercises will be incorporated into the OES Op Area master training schedule. Events will include an annual terrorism response exercise, terrorism awareness courses, First Responder Training, and joint training. See Attachment C, Master Training and Exercise Schedule.
ATTACHMENTS AND Attachment A, Terrorism SEMS Functions REFERENCES Attachment B, Likelihood of Occurrence Attachment C, Master Training and Exercise Schedule
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ATTACHMENT A
Terrorism: SEMS Functions
Mgmt/ Planning/ Finance/ Activities Command Operations Intell. Logistics Admin. Incident Command SO
Establish FD,NSO Perimeter
Control Access FD,NSO,PW
Traffic/Crowd NSO,PW Control EOC Operations ADMIN,FD, NSO,FD,PW, CD,ADMIN ADMIN,PW, FIN,ADMIN FIN, OES,NSO P&R NSO
Evacuation FD,NSO NSO,PW
Notifications NSO,FD
Safeguard NSO,FD Evidence
Public Information NSO,FD,OES
Med/Rescue Ops. FD,P&R
Damage NSO,FD,PW Assessment
Situation Status CD,SO,FD,PW
Documentation ADMIN,OES FIN
Fatalities Mgmt. SO, Coroner,
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PD,FD,PW
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ATTACHMENT B
County of Napa: Likelihood of Occurrence Matrix
Severity Hazard Infrequent Sometimes Frequent Low Moderate High
Dam Failure X X
Earthquake M<5 X X
Earthquake M>5 X X
Wildland Fire X X
Floods X X X X
HazMat X X X
Landslides X X X X
Civil Disturbance X X
Extreme Weather/ Storm X X
Aircraft Crash X X
Train Accident X X X X
Major Vehicle Accident X X
Terrorism X X X
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Interface Fire X X X
ATTACHMENT C
TERRORISM COMPONENT 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Awareness Training First Responder Exercise Preparation Joint Exercise with Napa County Course consists of Training for First City EOC Exercise Activation of both two components: Responders has three County EOC Exercise City and County 1) an orientation to components: Scenario: to be EOCs terrorism 1) refresher on determined 2) personal terrorism issues Scenario: To be awareness and 2) personal Field component: determined protection awareness and None protection Field component: To be determined, 3) discipline specific depending upon technical scenario information Audience: Audience: Participants: Staff Participants: Staff All the City of PD, FD, PW, selected assigned EOC duties from both City and American Canyon medical personnel County assigned EOC Staff duties
Staff for field component: To be determined
Notes: This is a generic master training schedule. At the beginning of the training year, training coordinators from the City of American Canyon and Napa County will meet to identify the training emphasis and objectives.
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REFERENCES AND APPENDICES REFERENCES SOURCE DOCUMENT
Governor‘s Office of Emergency California Terrorism Response Plan, Final Draft, Services August 1998
Governor‘s Office of Emergency Law Enforcement Guide for Emergency Operations, Services 1998 Edition
Governor‘s Office of Emergency Emergency Planning Guidance for Local Government, January Services 1998
Governor‘s Office of Emergency California-Federal Emergency Operations Guidelines, April Services 1998
APPENDICES APPENDIX SOURCE
A - Terrorism Response Organizations Developed for the Guidance
B - Terrorism Response Actions Matrix
C - Organization and Organization Charts Developed for the Guidance From the FBI Weapons of Mass Destruction Contingency Plan
D - Threat Analysis and Notification Developed for the Guidance General Notification Threat cons Threat Report Elements
E - Unified Command/SEMS: A Guide for Governor‘s Office of Emergency Services, August State/Local Government 1998
F - Acronyms Developed for the Guidance
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APPENDIX A - POTENTIAL TERRORISM RESPONSE Purpose To outline various terrorism response organizations
This table describes the potential terrorism response organizations at different levels of government. It is broken into two time periods: 1) preparedness 2) notification of potential/actual event.
Government Level Preparedness Notification of potential/actual event
Federal FEMA National, FEMA National FEMA Region XI, FEMA Region XI FBI Field Offices Regional Operations Center (Sacramento, San Francisco, (ROC) Los Angeles, San Diego) Disaster Field Office (DFO) FBI Strategic Information Operations Center (SIOC) (Washington., DC) FBI Joint Operations Center (JOC) (operated by FBI Field Office(s) 1
State State Standing Committee on State Standing Committee on Terrorism (SSCOT) Terrorism (SSCOT) State OES State OES State Operations State agencies Center (SOC) State Agencies Departmental Operations Centers (DOCs)
Regional State OES Regional Offices State OES State agency district or other Regional Emergency Operations offices Centers (REOCs) Bay Area Terrorism Working State agency district offices Group (BATWG)
Operational Area Operational Area government Operational Area EOC (OA) (may include provisions for terrorist threat assessment May include activation of terrorist group or terrorism working threat assessment group or group (TWG)) elements of the terrorism working group (TWG)
City City government City EOC(s) (May include provisions for (May include activation of terrorist threat assessment terrorist threat assessment group group or terrorism working or elements of the terrorism group (TWG) working group (TWG)
Field Unified Command FBI Command Post
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Medical Metropolitan Strike Teams (MMSTs) First Responders (Law, Fire & Rescue, Medical, Public Works) Various special purpose teams, such as the National Guard Rapid Assessment and Initial Detection (RAID) Teams
1 Exact location to be determined.
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APPENDIX B - TERRORIST RESPONSE ACTIONS Crisis Management Consequence Management
Threat notification and assessment within law Activation of EOCs (City and OA), REOCs, and enforcement community SOC as applicable.
Activation of threat assessment organizations, First Responders deployed to incident site(s). such as the State Standing Committee on Terrorism (SSCOT) or the Terrorism Early Warning (TEW) Group in Los Angeles
Activation of selected elements of the Unified Command activated at incident site(s). emergency response organization based upon the situation and in accordance with SEMS. May include partial activation of OA or city EOCs, REOCs, or SOC.
Alerting of key first responders at the local FBI JOC may collocate with impacted level, if warranted by situation. jurisdiction‘s EOC. Continued threat analysis.
Refresher training, if applicable. Evidence collection at site(s).
Initiation of consequence management Mutual Aid System activated as necessary (law, planning as applicable. coroner, fire and rescue, hazmat, medical/health, mental health, public works, utilities).
Review of evidence gathering procedures and Public information protocols and procedures protocols, if applicable. activated.
FBI activates JOC. FEMA becomes involved in consequence management. Notes: Crisis Management and Consequence Management time frames may overlap. Crisis and Consequence Management activities will require close coordination.
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APPEXDIX C - OA/JOC COMBINED ORGANIZATION To Be Developed
OA/JOC The FBI Los Angeles and San Diego Field Divisions have been Los Angeles/ discussing a combined OA/JOC organizational structure with the LA San Diego OA and San Diego OA. The intent is to merge the JOC with the OA EOC as much as possible to facilitate the terrorism response. Future guidance documents may reflect the result of these discussions.
FBI San Diego San Diego FBI is also developing a joint intelligence center concept. Joint Intelligence Subsequent revisions of this guidance will reflect organization charts Concept that are consistent with these developments.
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PART OF APPENDIX C - FBI ORGANIZATION CHARTS FBI OSC This command post structure generally consists of three functional groups: Operations - Support - Command as shown in the following chart.
FBI OSC
Command Group
Operations Support Group Group
Intell Investigations Media Legal Component Component Component Component
Tactical Negotiations Administrative Logistics Component Component Component Component
Technical Surviellance Liaison Component Component Component
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PART OF APPENDIX C - FBI ORGANIZATION CHARTS
FBI JOINT In a terrorist threat or incident in the U.S., the traditional FBI OPERATIONS command post is expanded into a JOC incorporating a fourth CENTER functional entity, the Consequence Management Group. This Consequence Management Group consists of representatives from federal, state and local consequence management organizations to address the pre-release and post-release consequence operations (see Figure 3). This expansion of the command post into a JOC allows the FBI to facilitate its responsibility as the LFA to manage crisis and consequence operations concurrently.
COMMAND GROUP Media/Legal FBI/OSC USA SFO CJTF ESO PD/FD DEST Component
Operations Group Support Group Consequence Management Group
Negotiations JIISE* FBI Liaison FEMA Component Component
Aviation & Tactical Administrative Liaison DoD DOE Special Ops Component Component Component Component Component Component
Technical Logistics Communications PHS EPA HMRU** Component Component Component Component Component
Joint Technical Legal Media Other Federal State EM Operations Team Component Component Agencies Component
*JIISE - Joint Interagency Intelligence Support Element Local EM **HMRU - Hazardous Materials Response Unit Component
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APPENDIX D - THREAT ANALYSIS AND NOTIFICATION Law Enforcement Evolution of Law Enforcement Response to a Terrorism Incident: Response This information is included for illustration purposes only. Each situation is unique, as are local conditions and protocols.
Receipt of Threat, Initial A threat is received at the local, state or federal level. It is assumed that the Local Response threat will be conveyed to the appropriate law enforcement agency within that level. It is also assumed that the threat information will be shared between law enforcement agencies at appropriate local, state and federal levels. The first assessment will most probably be made by a local law enforcement agency. Unless that agency has specific information which would discount the credibility of the threat, a response should follow. This may be as simple as consulting with other parties, to a physical response to the location threatened. The local law enforcement agency should take actions that they feel are prudent based on their assessment of the threat, the knowledge of the target, etc. This may range from evacuation, negotiation, tactical intervention, EOD procedures, etc., as dictated by the situation.
A threat is received at the local, state or federal level. It is assumed that the threat will be conveyed to the appropriate law enforcement agency within that level. It is also assumed that the threat information will be shared between law enforcement agencies at appropriate local, state and federal levels. The first assessment will most probably be made by a local law enforcement agency. Unless that agency has specific information which would discount the credibility of the threat, a response should follow. This may be as simple as consulting with other parties, to a physical response to the location threatened. The local law enforcement agency should take actions that they feel are prudent based on their assessment of the threat, the knowledge of the target, etc. This may range from evacuation, negotiation, tactical intervention, EOD procedures, etc., as dictated by the situation.
SSCOT The State of California, Standing Committee on Terrorism [SSCOT], has developed a protocol which will enable agencies to call one number - the OES Warning Center - to ensure that appropriate state agencies and the FBI are notified of a threat or incident. In addition to such notifications, the SSCOT will ensure that appropriate state agencies communicate on a regular basis to enable the most appropriate state response, if appropriate.
Initial Federal Actions If the incident has been identified as a terrorist act, and notifications made, the local office of the FBI may initiate a response. This will generally be in proportion to the perceived significance of the threat, and the extent to which FBI has jurisdiction. The initial FBI point of contact will likely be Special Agents from a Resident Agency or Field Office. FBI Headquarters will be advised of the situation, and other federal agencies notified as dictated by the situation. If the initial assessment warrants, the FBI will begin a formal threat assessment process. This involves a joint assessment by experts, combining knowledge of psychological factors, historic and intelligence records, and technical factors such as weapons and methods – all aimed at establishing the credibility of the threat.
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Throughout this process, the FBI will act in concert and consultation with the local law enforcement agency and the state. Assuming the threat is deemed credible, FBI will work with local and state government to begin actions designed to neutralize the threat and/or to deal with its consequences. Depending on the nature and gravity of the threat, this may range from telephonic consultation to activation of a local EOC. Note that though these events are typically considered as being within the “crisis phase”, the “consequence phase” planning begins at this point as well.
FBI Resources If appropriate, additional FBI resources may be summoned. Among those Summoned that may become involved in the situation are:
The Strategic Information and Operations Center [SIOC] - This is the FBI Headquarters center for command and control, located in Washington DC.
The Profiling and Behavioral Assessment Unit [PBAU] - This is a unit at Quantico, Virginia, that develops psychological profiles and assists in the credibility assessment process.
The Hazardous Materials Response Unit [HMRU] - This unit is trained and equipped to deal with chemical and biological agents that may be used in a terrorist act or threat.
The Critical Incident Response Group [CIRG] - This is an organization at FBI‘s Quantico facility which includes several units, some of which are listed above. Included is the Crisis Management Unit, which assists local FBI offices in developing procedures and organization to deal with major situations such as terrorist acts. The agencies‘ hostage negotiators also are affiliated with CIRG.
The Hostage Rescue Team [HRT] - Usually based on the East Coast, this unit is a highly mobile special weapons and tactics team.
Other FBI assets Other possible FBI assets include the FBI Crime Lab, Bomb Data Center [BDC], and Terrorist Research and Analytical Center [TRAC].
It should also be noted that other federal assets may be deployed, with agency involvement ranging from the Bureau of Alcohol Tobacco and Firearms [ATF] to the Centers for Disease Control [CDC].
Establishing Joint At some point within this time frame, the Federal On Scene Commander Operations Center (JOC) [OSC] will begin the process of establishing a Joint Operations Center [JOC]. This is essentially a hybrid EOC/CP which brings together many affected agency and organization representatives. The core operations are primarily composed of FBI personnel (if they have assumed jurisdiction), however there are local, operational area and state representatives included as well. The local and/or operational area EOC will interface and communicate with the JOC continuously, if they are not in fact co-located.
Note that in some smaller threats or incidents, local law enforcement (or if appropriate, state law enforcement i.e., CHP) will retain jurisdiction and control of the entire process, with the federal law
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enforcement community providing only support and resources.
Threat Executed/Event If there is no threat, and an act occurs, most of the steps indicated above Occurs occur in more rapid succession - or almost simultaneously. When the act occurs, response is largely dependent on the nature of the act and the dimensions of its impact. For a time, crisis and consequence response occur on a simultaneous basis. The critical distinction must be made: the location of the event is a crime scene. While lifesaving and life safety are always the pre-eminent considerations, every effort must be made to contain the scene, limit access and preserve that which remains.
Assuming the scene is eventually stabilized, law enforcement, federal, local or some combination thereof, will act to secure the perimeter(s) of the area, locate, process, preserve and store the evidence, and deal with any human remains that may be involved. These activities may be supported by other entities ranging from the fire service to public works. At some time, which may not actually be recognized as such, the crisis phase ceases. Meanwhile, the overall emergency management organization, using the tenets of SEMS, will continue to work to deal with the consequences of the act.
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PART OF APPENDIX D - GENERAL NOTIFICATION PROCEDURES
Potential Notification This chart outlines potential notification procedures. This sequence will need Procedures to be modified any time there is a change in status, such as verification of a credible threat, information updates, and notification of an actual event. Additional agencies or organizations should be added as appropriate.
If received at Notification Actions
City Notify local FBI Office Notify OA/Co Notify city departments: Police, Fire, EMS, threat assessment unit as appropriate. Include other city staff as necessary. Notify appropriate State OES Administrative Region Notification of other levels dependent upon nature of threat and security considerations.
Co/OA Notify closest FBI Office Notify city or cities that may be impacted Notify county departments: Sheriff, Fire, medical, and threat assessment unit as appropriate. Include other Co/OA staff as necessary Notify appropriate State OES Administrative Region Notification of other levels dependent upon nature of threat and security considerations.
OES Administrative Notify appropriate FBI Field Divisions Regions Notify OES Headquarters Notify state agencies as needed. Notify potentially impacted jurisdictions through appropriate OAs Notification of other levels dependent upon nature of threat and security considerations.
State OES Per procedures in the California Terrorism Response Plan Headquarters
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PART OF APPENDIX D - THREATCONS The Department of Defense uses the term THREATCONS (Threat Conditions) to describe levels of threats. Military organizations will take certain security actions based upon the THREATCON status. THREATCON levels are usually posted in military installations and are changed (higher or lower) as the situation dictates. The THREATCONS are as follows:
THREATCON NORMAL No threat of terrorist activity is present.
THREATCON ALPHA There is a general threat of possible terrorist activity against installations, building locations, and/or personnel, the nature and extent of which are unpredictable.
THREATCON BRAVO There is an increased and more predictable threat of terrorist activity even though no particular target has been identified.
THREATCON CHARLIE An incident has occurred or intelligence has been received indicating that some form of terrorist action is imminent.
THREATCON DELTA A terrorist attack has occurred or intelligence has been received that action against a specific location is likely.
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PART OF APPENDIX D - THREAT REPORT ELEMENTS The following data elements are suggestions. They are not all inclusive. Many agencies have very complete and sophisticated threat reporting, analysis, and notification systems. These data elements are offered: 1) to provide a minimum, common baseline data base 2) To provide jurisdictions without existing systems a point of departure for development of their own threat reporting, analysis, and notification systems.
Data elements to consider when taking an initial report:
Report date/time:
Report received by (name, organization, and phone number or EMAIL):
Threat transmitted by (telephone, fax, EMAIL, video, mail, other):
Type of threat (bomb, chemical, biological, radiological, ―cyber terrorism‖, hostage situation, other):
Description of threat:
1. Content of threat:
2. Characteristics of threat (describe caller, describe FAX, describe EMAIL, describe video, describe mail, etc.):
Target(s) of threat (specified or potential based upon data):
Timelines (when is the event going to occur?):
Brief initial assessment of threat:
Other agencies/organizations notified of threat:
Has any individual, group, or organization claimed responsibility for threat/event?
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PART OF APPENDIX D - THREAT ANALYSIS
Data elements to consider during threat analysis for a threat analysis report.
Technical feasibility (Is this threat technically feasible?):
Technical analysis prepared by (organization):
Operational practicality (Is the threat operationally possible to accomplish?):
Operational feasibility analysis prepared by (organization):
Behavioral resolve (Do the potential terrorist have the resolve, moral support, or behavior profile)?
Behavior analysis prepared by (organization):
Final Analysis/Conclusion (Is the threat credible? If so, why? If not, why?):
Final Analysis/Conclusion prepared by (organization):
Date/time of report:
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PART OF APPENDIX D - NOTIFICATION ACTIONS
Data elements to consider for notification.
Date/time of Notification:
Notification made by (agency/individual name):
Summary of threat (who, what, when, how, why):
Summary of threat analysis (conclusion and agency making analysis):
Recommended courses of action:
Agencies to notify:
EOCs or Command Post Activations (federal, state, local, private organizations/businesses):
Possible response resources required (law enforcement, fire and rescue, medical, public works, etc.):
Report received by (organization/name):
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AMERICAN CANYON Emergency Operation Plan
FORMS
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ICS Form 202 1. INCIDENT NAME 2. DATE 3. TIME INCIDENT OBJECTIVES
4. OPERATIONAL PERIOD (DATE/TIME)
5. GENERAL CONTROL OBJECTIVES FOR THE INCIDENT (INCLUDE ALTERNATIVES)
6. WEATHER FORECAST FOR OPERATIONAL PERIOD
7. GENERAL SAFETY MESSAGE
8. Attachments ( if attached) Organization List (ICS 203) Medical Plan (ICS 206) Weather Forecast Assignment List (ICS 204) Incident Map Communications Plan (ICS 205) Traffic Plan
9. PREPARED BY (PLANNING SECTION CHIEF) 10. APPROVED BY (INCIDENT COMMANDER)
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1. Incident Name 2. Date Prepared 3. Time Prepared 4. Operational Period MEDICAL PLAN 5. Incident Medical Aid Station Paramedics Medical Aid Stations Location Yes No
6. Transportation A. Ambulance Services Paramedics Name Address Phone Yes No
B. Incident Ambulances Paramedics Name Location Yes No
7. Hospitals Travel Time Burn Air Helipad Name Address Phone Center Groun Yes No Yes No d
8. Medical Emergency Procedures
Prepared by (Medical Unit Leader) 10. Reviewed by (Safety Officer)
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Organization Assignment List, ICS Form 203
1. INCIDENT NAME 2. DATE PREPARED 3. TIME PREPARED ORGANIZATION ASSIGMENT LIST
POSITION NAME 4. OPERATIONAL PERIOD (DATE/TIME)
5. INCIDENT COMMAND AND STAFF 9. OPERATIONS SECTION INCIDENT COMMANDER CHIEF DEPUTY DEPUTY SAFETY OFFICER a. BRANCH I- DIVISION/GROUPS INFORMATION OFFICER BRANCH DIRECTOR LIAISON OFFICER DEPUTY DIVISION/GROUP 6. AGENCY REPRESENTATIVES DIVISION/ GROUP AGENCY NAME DIVISION/ GROUP DIVISION/GROUP DIVISION /GROUP
b. BRANCH II- DIVISIONS/GROUPS BRANCH DIRECTOR DEPUTY DIVISION/GROUP 7. PLANNING SECTION DIVISION/GROUP CHIEF DIVISION/GROUP DEPUTY DIVISION/GROUP RESOURCES UNIT SITUATION UNIT c. BRANCH III- DIVISIONS/GROUPS DOCUMENTATION UNIT BRANCH DIRECTOR DEMOBILIZATION UNIT DEPUTY TECHNICAL SPECIALISTS DIVISION/GROUP DIVISION/GROUP DIVISION/GROUP
8. LOGISTICS SECTION d. AIR OPERATIONS BRANCH CHIEF AIR OPERATIONS BR. DIR. DEPUTY AIR TACTICAL GROUP SUP. AIR SUPPORT GROUP SUP. HELICOPTER COORDINATOR a. SUPPORT BRANCH AIR TANKER/FIXED WING CRD. DIRECTOR SUPPLY UNIT FACILITIES UNIT GROUND SUPPORT UNIT 10. FINANCE/ADMINISTRATION SECTION CHIEF DEPUTY b. SERVICE BRANCH TIME UNIT DIRECTOR PROCUREMENT UNIT COMMUNICATIONS UNIT COMPENSATION/CLAIMS UNIT MEDICAL UNIT COST UNIT FOOD UNIT
PREPARED BY (RESOURCES UNIT)
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GENERAL MESSAGE TO: POSITION:
FROM: POSITION:
SUBJECT: DATE: TIME:
MESSAGE:
SIGNATURE: POSITION:
REPLY:
DATE: TIME: SIGNATURE/POSITION:
ICS 213
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ICS 214 1. Incident Name 2. Date Prepared 3. Time Prepared
UNIT LOG 4. Unit Name/Designators 5. Unit Leader (Name and Position) 6. Operational Period
7. Personnel Roster Assigned Name ICS Position Home Base
8. Activity Log Time Major Events
9. Prepared by (Name and Position)
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