HomeMy Public PortalAboutEmergency Operations Plan
EMERGENCY
OPERATIONS
PLAN
PART 1: BASE PLAN
The Town’s Emergency Operations Plan
establishes an Emergency Management
Organization and assigns functions and tasks
consistent with California’s Standardized
Emergency Management System (SEMS) and
the National Incident Management System
(NIMS). It provides for the integration and
coordination of planning efforts through a
whole community approach and authorizes
town personnel to perform their duties and
tasks before, during, and after an
emergency.
Town of Truckee, California
February 2024
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This document and plan development training were funded by the Town of Truckee
General Fund.
PREPARED FOR PREPARED BY
Town of Truckee
Office of Emergency Services
10183 Truckee Airport Rd
Truckee, CA 96161
https://www.truckeepolice.com/disaster-
preparedness/
Brenna Howell, CEO
Howell Consulting, Inc.
(916) 202-2635
brenna@brennahowell.com
www.brennahowell.com
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1.2 Letter of Promulgation
To: Town Officials, Employees, and Residents
The preservation of life, property and the environment are inherent responsibilities of
local, state, and federal governments. As disasters can occur at any time, the Town
must provide safeguards that will save lives and minimize property and environmental
damage through careful planning, preparedness measures, and training. Sound
emergency plans carried out by knowledgeable and well-trained personnel can and
will minimize losses.
The Town’s Emergency Operations Plan establishes an Emergency Management
Organization and assigns functions and tasks consistent with California’s Standardized
Emergency Management System (SEMS) and the National Incident Management
System (NIMS). It provides for the integration and coordination of planning efforts
through a whole community approach and authorizes town personnel to perform their
duties and tasks before, during, and after an emergency.
This plan was developed for Town departments and local special districts with
emergency services responsibilities within the Town. The content is based upon
guidance approved and provided by the Federal Emergency Management Agency
(FEMA) and the California Office of Emergency Services (Cal-OES). The intent of the
plan is to provide direction on how to respond to an emergency from the onset,
through an extended response, and into the recovery process.
Once adopted, this plan is an extension of the County of Nevada Emergency
Operations Plan and the California Emergency Plan. It will be reviewed and tested
yearly and revised as necessary, to meet changing conditions such as lessons learned
from an actual disaster or emergency; and/or changes in State/Federal guidance.
This EOP will be submitted to the Town Council for review, and, upon their concurrence,
officially adopted and promulgated.
This promulgation shall be effective upon its signing and shall remain in effect until
amended or rescinded by further promulgation. The promulgation of this EOP further
affirms the Town’s support for emergency management, and a safe and resilient
community.
________________________
Town Manager – Jen Callaway
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1.3 Approval & Implementation
The Town Emergency Operations Plan addresses the Town’s planned response to
extraordinary emergency situations associated with natural or man-made disasters
under an all-hazards approach. This plan does not generally apply to normal day-to-
day emergencies, incidents, or the established departmental procedures used to cope
with such emergencies. Instead, this plan focuses on operational concepts that would
be implemented in large-scale disasters, which can pose major threats to life, property,
and the environment, requiring unusual emergency responses.
This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any
significant emergency or disaster affecting the Town.
• Identifies the roles and responsibilities required to protect the health and safety
of Town residents, public and private property, and the environment, due to
natural or human-caused emergency disasters.
• Establishes the operational concepts associated with a field response to
emergencies, the Town’s Emergency Operation Center (EOC) activities and the
recovery process.
Upon concurrence of the Town Council, the plan will be officially adopted and
promulgated. The approval date will be included on the title page and the plan will be
distributed to Town departments, supporting agencies, and community organizations
having primary responsibilities with the Emergency Operations Plan, as necessary.
Upon the delegation of authority from the Town Manager, specific modifications can
be made to this plan without the signature of the Town Council. This Emergency
Operations Plan and attachments supersede all previous versions of the Town’s
Emergency Operations Plan.
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1.4 Plan Concurrence
The following list of signatures documents each Town Council Member’s concurrence
and receipt of the 2024 Town Emergency Operations Plan.
Council Member (Mayor) Dave Polivy
____________________________________
Date
Council Member (Vice Mayor) Jan Zabriskie
____________________________________
Date
Council Member Courtney Henderson
____________________________________
Date
Council Member Anna Kolvstad
____________________________________
Date
Council Member Lindsey Romack
____________________________________
Date
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2/16/2024
2/20/2024
3/5/2024
3/9/2024
3/11/2024
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1.5 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by
Description of
change
1
2
3
4
5
6
7
8
9
10
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1.6 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of
Delivery
Number
of Copies
Provided
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1.7 Table of Contents
1.2 Letter of Promulgation ................................................................................................... 4
1.3 Approval & Implementation ......................................................................................... 5
1.4 Plan Concurrence .......................................................................................................... 6
1.5 Record of Changes ........................................................................................................ 7
1.6 Record of Distribution ..................................................................................................... 8
1.7 Table of Contents ..........................................................................................................10
2 Purpose, Scope, Situation and Assumptions .....................................................................14
2.1 Purpose ..........................................................................................................................14
2.2 Scope .............................................................................................................................15
2.3 Situation Overview ........................................................................................................15
2.4 Planning Assumptions ...................................................................................................18
3 Concept of Operations .......................................................................................................20
3.1 Response ........................................................................................................................20
3.1.1 Goals, Priorities and Strategies ...............................................................................20
3.1.2 Plan Activation ........................................................................................................21
3.1.3 Proclaiming an Emergency ...................................................................................21
3.1.4 Presidential Declarations ........................................................................................23
3.1.5 Emergency Management Response Levels .........................................................24
3.1.6 Sequence of Events ................................................................................................25
3.2 Recovery ........................................................................................................................31
3.2.1 Short-Term ................................................................................................................31
3.2.2 Long-Term ................................................................................................................31
3.3 Continuity .......................................................................................................................32
4 Organization and Assignment of Responsibilities ..............................................................34
4.1 Use of SEMS, NIMS, and ICS ..........................................................................................34
4.2 Role of Elected Official .................................................................................................34
4.3 Role of Town Departments ...........................................................................................35
4.5 Role of the Private Sector .............................................................................................38
4.5.1 Special Districts ........................................................................................................38
4.5.2 Residents ..................................................................................................................38
4.5.3 Population with Access and Functional Needs ...................................................38
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4.5.4 At Risk Individuals ....................................................................................................39
4.5.5 Businesses.................................................................................................................40
4.5.6 Volunteer Organizations .........................................................................................41
4.5.7 Public-Private Partnerships .....................................................................................41
5 Direction, Control and Coordination .................................................................................43
5.1 Direction and Control ...................................................................................................43
5.2 Coordination .................................................................................................................43
5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid ...............................................43
5.4 NIMS, SEMS, and ICS ......................................................................................................46
6 Communication ...................................................................................................................54
7 Information Collection, Analysis and Distribution ..............................................................56
8 Administration, Finance and Logistics ................................................................................58
8.1 Administration ................................................................................................................58
8.1.1 Town Emergency Operations Policy Statement ...................................................58
8.1.2 Disaster Service Workers .........................................................................................59
8.1.3 Documentation .......................................................................................................59
8.2 Finance ..........................................................................................................................60
8.2.1 Expenditure Tracking ..............................................................................................60
8.2.2 Eligible Expenses .....................................................................................................60
8.2.3 Recordkeeping Requirements ...............................................................................60
8.3 Logistics ..........................................................................................................................61
8.3.1 Resource Management .........................................................................................61
8.3.2 Resource Priorities ...................................................................................................61
8.3.3 Resource Requests..................................................................................................62
9 Plan Development and Maintenance ..............................................................................64
9.1 Administrative Practices ...............................................................................................64
9.2 Standard Operating Procedures (SOP) .......................................................................64
9.3 Training and Exercises ...................................................................................................65
9.4 Essential Records Retention ..........................................................................................66
9.5 After Action Reports and Corrective Actions .............................................................66
10 Authorities and References ...............................................................................................68
11 Appendix A - Acronyms ....................................................................................................70
12 Appendix B – Glossary of Terms ........................................................................................73
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2 Purpose, Scope, Situation and Assumptions
2.1 Purpose
The purpose of the Town Emergency Operations Plan is to provide the planning basis for
a coordinated response to extraordinary emergency situations associated with natural,
and human-caused emergencies or disasters within or affecting the Town. This plan is
the principal guide for the Town’s response to, management of, and recovery from real
or potential emergencies and disasters occurring within its designated geographic
boundaries. Specifically, this plan is intended to:
• Outline the methods and procedures used by emergency management
personnel to assess emergency situations and take appropriate actions to save
lives and reduce injuries, prevent, or minimize damage to public and private
property, and protect the environment.
• Identify the components of an Emergency Management Organization and
establish associated protocols required to effectively respond to, manage and
recover from major emergencies and disasters.
• Develop a whole community approach to emergency management to
facilitate a response that is inclusive of the entire community.
• Identify the organizational framework for the overall management and
coordination of emergency operations in the Town by implementing the
National Incident Management System (NIMS) and Standardized Emergency
Management System (SEMS).
• Identify the responsibilities of local, state, and federal agencies in the event of an
emergency or disaster affecting the town.
• Define the operational concepts and procedures associated with the EOC
interface with the field emergency responders
• Facilitate mutual aid to supplement local resources.
• Facilitate multi-agency and multi-jurisdictional coordination between local
government, the private sector, operational area (OA), state, and federal
agencies.
• Support the provision for emergency public information, including information on
personal protective actions the public can take.
• Serve as an operational plan and reference document, that can be used for
pre-emergency planning in addition to emergency operations.
• Use in coordination with applicable local, state, and federal contingency plans.
Allied agencies, special districts, private enterprise, and volunteer organizations that
have roles and responsibilities in this plan are encouraged to develop operating
protocols and emergency action checklists to support their responsibility to this plan.
Finally, this plan is divided into two parts that contain general and specific information
relating to town emergency management operations. Those parts are as follows:
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Part 1: Basic Plan. This part provides the structure and organization of the town’s
emergency management structure, identifies roles and responsibilities, describes the
concept of emergency operations, and identifies how the town implements SEMS and
NIMS, as established by federal and state emergency management entities.
Part 2: EOC Management and Plan Implementation. This part provides an introduction
to EOC operations, processes, considerations, EOC sections and positions, and provides
supporting documentation such as job aids and forms to support an EOC activation.
2.2 Scope
The policies, procedures, and provision of this plan are applicable to all agencies and
individuals, public and private, having responsibilities for emergency preparedness,
response, recovery, and/or mitigation activities within the Town.
The plan applies to extraordinary situations associated with any hazard, natural or
human-caused, which may affect the Town, as well as situations requiring a planned
and coordinated response by multiple agencies or jurisdictions.
Incorporating the Federal Emergency Management Agency (FEMA) Comprehensive
Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations
Plans, November 2020, Version 3.0 (draftv0.5), the CalOES Emergency Operations Plan
Crosswalk - Local Government, 2020; the Nevada County Emergency Operations Plan,
and the State of California Emergency Plan best practices, this plan is designed to be
read, understood and exercised prior to an emergency and establishes the framework
for the implementation of the Standardized Emergency Management System and
National Incident Management System for the Town.
This plan will be used in coordination with the State Emergency Plan and the National
Response Framework.
2.3 Situation Overview
The Town, situated within Nevada County, faces a variety of hazards. This plan was
developed using an all-hazards planning approach and leverages the specific hazard
and vulnerability findings that are identified in the County of Nevada Local Multi-
jurisdictional Hazard Mitigation Plan, which include, but are not limited to:
• Climate Change
• Dam Failure
• Earthquake
• Flood
• Wildfire
• Cyber Security Attacks
• Hazardous Materials Incidents
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• Transportation Accidents/Incidents
• Terrorism
• Extreme Weather Events
More detailed information regarding the hazards to the County and the Town can be
found in the current County of Nevada Local Multi-jurisdictional Hazard Mitigation Plan
(Town of Truckee Annex). The link will take you to find out more information on the
Town’s government structure https://www.townoftruckee.com/governmentand the
following map shows the town boundaries.
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Town of Truckee Map
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2.4 Planning Assumptions
The following are assumptions used during the development of this plan. These
assumptions translate into basic principles for conducting emergency management
operations in preparation for, response to and recovery from major emergencies.
• Emergencies or disasters may occur at any time, day, or night, in populated and
remote areas of the Town.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional
response. Therefore, it is essential that NIMS, SEMS, and ICS are implemented
immediately by responding agencies, and expanded as the situation dictates.
• Large-scale emergencies and disaster may overburden local resources and
require the need for mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure
required to respond to them pose significant challenges in terms of warning and
notification, logistics, and agency coordination.
• The Town is primarily responsible for emergency actions within town boundaries
and will commit all available resources to save lives, minimize injury to persons,
protect the environment and minimize property damage.
• Major emergencies and disasters may generate widespread media and public
interest; information provided to the public needs to be accurate and timely.
Additionally, the media must be considered an ally in largescale emergencies
and disasters; it can provide considerable assistance in emergency public
information and warning.
• Large-scale emergencies and disaster may pose serious long-term threats to
public health, property, the environment, and the local economy. While
responding to significant disasters and emergencies, all strategic decisions must
consider each of these threats.
• Disasters and emergencies may require an extended commitment of personnel
and other resources from involved agencies and jurisdictions.
• The Emergency Management Organization is familiar with this plan, supporting
documentation, and NIMS, SEMS, and ICS.
It is the Town’s intent to fulfill the policies describe here, within the capabilities and
resources available at the time of an emergency or disaster.
This plan uses the whole community concept where residents, emergency
management representatives, organizational and community leaders, and government
officials can understand and assess the needs of their respective communities and
determine the best ways to organize and strengthen their resources, capabilities, and
interest. Engaging in the whole community emergency management planning process,
builds a more effective path to societal security and resilience. This plan supports the
following whole community principles:
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• Understand and meet the needs of the entire community, including people with
disabilities and those with other access and functional needs.
• Engage and empower all parts of the community to assist in all phases of the
disaster cycle.
• Strengthen what works well in communities on a daily basis.
In keeping with the whole community approach, this plan was developed with
representation from Town departments and various other stakeholders. Stakeholders
included senior citizens, English as a 2nd language persons, disadvantaged persons, and
persons with disabilities. The effectiveness of the emergency response is largely based
on the preparedness and resiliency of the community.
Community Resiliency consists of Three Key Factors:
1. The ability of first responder agencies (e.g., fire, law etc.) to divert from their day-
to-day operations to the emergency disaster effectively and efficiently.
2. The strength of the emergency management system and organization with the
region, to include Emergency Operations Centers (EOCs), mass notification
systems, and communication systems.
3. The preparedness of the region’s citizens, businesses, and community
organizations.
By focusing on enhancing all three of these components, the Town is improving not only
the town’s resiliency to emergency disaster, but also disasters within the region.
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3 Concept of Operations
3.1 Response
During a major emergency response, the Town will work in coordination with numerous
governmental, non-governmental, and private organizations. To enable a multi-
faceted operation, the Town follows a specific response structure that designates the
way local, county, and state-level entities coordinate and communicate during
emergency response operations.
This Concept of Operations provides guidance to Town decision makers and plan users
regarding the sequence and scope of actions to be taken during a town wide
emergency response.
The response phase concept of operations the Town practices can be summarized in
six key elements: (1) goals, priorities, and strategies; (2) plan activation; (3) proclaiming
an emergency; (4) presidential declarations; (5) emergency management response
levels; and (6) the sequence of events during disasters.
3.1.1 Goals, Priorities and Strategies
Operational Goals: During the response phase, the agencies charged with
responsibilities in this plan should focus on the following five goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs
4 Restore essential services
5 Support community and economic recovery
Operational Priorities: Operational priorities govern resource allocation and the
response strategies for the Town and its political subdivisions during an emergency.
Below are operational priorities addressed in this plan:
• Save Lives – The preservation of life is the top priority and takes precedence over
all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the impact of
the emergency on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private
property and resources, including critical infrastructure, from damage during and
after an emergency.
• Preserve the Environment – All possible efforts must be made to preserve the
environment and protect it from damage during an emergency.
Operational Strategies: To meet the operational goals, emergency responders should
consider the following strategies:
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• Mitigate hazards –As soon as practical during the disaster response; suppress,
reduce, or eliminate hazards/risks to people, property, and the environment to
lessen their actual or potential effects/consequences.
• Meet basic human needs –All possible efforts must be made to supply resources
to meet basic human needs, including food, water, accessible shelter, medical
treatment, and security during an emergency.
• Address needs of individuals with disabilities or access and functional needs –
People with access and functional needs are more vulnerable to harm during
and after an emergency. The needs of these individuals must be considered and
addressed.
• Restore essential services –Power, water, sanitation, accessible transportation,
and other essential services must be restored as quickly as possible to assist
communities in returning to normal daily activities.
• Support Community and Economic Recovery –All members of the community
must collaborate to ensure recovery operations are conducted efficiently,
effectively, and equitably. Promoting expeditious recovery of the affected
areas.
3.1.2 Plan Activation
The Town Emergency Operations Plan may be activated by the Town Manager or
designated alternates under any of the following circumstances:
• By order of the Town Manager as designated by the Town Municipal Code
(Chapter 2.50 Emergency Services) or as needed on the authority of the Town
Manager or designee based on incident complexity.
• Upon proclamation by the Governor that a State of Emergency exists.
• Automatically on the proclamation of a State of War Emergency.
• Upon declaration by the President, of the existence of a National Emergency.
• Automatically, on receipt of an attack warning or actual attack on the United
States, or upon occurrence of a catastrophic disaster that requires immediate
government response.
3.1.3 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency
proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of
War Emergency.
Emergency proclamations expand the emergency powers and authorities of the State
and its political subdivisions. They also provide a mechanism for unaffected jurisdictions
to provide resources and assistance to affected jurisdictions. Although emergency
proclamations facilitate the flow of resources and support to the affected jurisdiction
and local government, they are not a prerequisite to providing mutual aid and
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assistance under existing agreements or requesting assistance from agencies such as
the American Red Cross, the Nevada County, or the State of California.
Local Emergency Proclamations:
In the case of the existence or likely existence of an emergency that threatens the
people, property, or environment of the town; and the condition is beyond the
capability of the town to control effectively; the Town Manager can proclaim a Local
Emergency.
A Local Emergency may be proclaimed to exist due to a specific situation, such as
flood, fire, storm, pandemic, drought, sudden, and severe energy shortage, or other
condition.
If assistance will be requested through the California Disaster Act (CDAA), a Local
Emergency may be recommended by the Town Manager as specified by the
Municipal Code and issued within 10 days after the actual occurrence of a disaster.
A Local Emergency proclamation must be ratified by the Town Council within 7 days.
The governing body must review the need to continue the proclamation at least every
60 days until the Local Emergency is terminated. The Local Emergency must be
terminated by resolution as soon as conditions warrant.
The Proclamation of a Local Emergency provides the governing body with the legal
authority to:
• Request the Governor proclaim a State of Emergency, if necessary
• Promulgate or suspend orders and regulations necessary to provide for the
protection of life and property, including issuing orders or regulations imposing a
curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance
with local ordinances, resolutions, emergency plans, or agreements
• Request state agencies and other jurisdictions to provide mutual aid
• Require the emergency services of any local official or employee
• Requisition necessary personnel and materials from any local department or
agency
• Obtain vital supplies and equipment; and, if required, immediately commandeer
the same for public use
• Impose penalties for violation of lawful order
• Conduct emergency operations without incurring legal liability for performance,
or failure of performance (Article 17 of the Emergency Services Act provides for
certain privileges and immunities)
When the Town proclaims a Local Emergency, it will:
• Notify the Nevada County Office of Emergency Services (OES) Duty Officer
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Proclamation of a State Emergency:
The Governor proclaims a State of Emergency based on the formal request from the
Town Council and the recommendation of the California Office of Emergency Services.
If conditions and time warrant, the Governor drafts and signs a formal State of
Emergency Proclamation. The Governor has expanded emergency powers during a
proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State
Constitution and the laws of California within the designated area
• Is vested with the power to use and commandeer public and private property
and personnel, to ensure all resources within California are available and
dedicated to the emergency when requested
• Can direct all state agencies to utilize and employ personnel, equipment, and
facilities for the performance of any and all activities designed to prevent or
alleviate the actual and threatened damage due to the emergency. Can also
direct them to provide supplemental services and equipment to political
subdivisions to restore any service to provide for the health and safety of the
residents of the affected area.
• May make, amend, or rescind orders and regulations during an emergency and
temporarily suspend any non-safety-related statues, ordinances, regulations, or
rules that impose restrictions on emergency response activities.
Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War
Emergency whenever California or the nation is attacked by an enemy of the United
States, or upon receiving a warning from the federal government indicating that such
an enemy attack is probable or imminent. The powers of the Governor granted under a
State of War Emergency are commensurate with those granted under a State of
Emergency.
3.1.4 Presidential Declarations
When it is clear that State capabilities will be exceeded, the Governor can request
federal assistance, including assistance under the Robert T. Stafford Disaster Relief and
Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to
provide financial and other assistance to state and local government, certain private
nonprofit organizations, and individuals to support response, recovery, and mitigation
efforts following Presidential Emergency or Major Disaster declarations.
Declaration of Emergency or Major Disaster: The President of the United States can
declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and
Emergency Assistance Act (41 USC §5121 et seq.). This also allows the president to
provide federal government resources to support the States’ response and recovery
activities. While Presidential Declarations under the Stafford Act release federal
resources and funding to support response and recovery, federal agencies may also
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provide assistance under other authorities or agreements that do not require a
Presidential Declaration.
3.1.5 Emergency Management Response Levels
The Town Emergency Operations Plan will be activated when an emergency occurs or
threatens to exceed normal day to day capabilities to adequately respond to and
mitigate an incident(s). The scope of an emergency, rather than the type, will largely
determine whether the Emergency Operations Plan and Emergency Operations Center
will be activated, and to what level.
For planning purposes, the California Office of Emergency Services has established
three EOC activation “levels” which the Town follows. The table below defines those
levels:
Activation
Level Detail Event
or Situation
Minimum
Staffing
Three
low
Level Three is a minimum
activation. This level may
be used for situations
which initially only require
a few people
• Events with potential impacts
on the health & safety of the
public and/or environment
• Expected extreme weather
including Particular
Dangerous Scenarios (PDS)
Red Flag Warnings, or Blizzard
Warnings)
• Incident involving 2 or more
Town departments
• Medium Risk Special Event
• PSOM / PSPS or large-scale
unplanned power outage
• Hazardous materials requiring
evacuations within Town limits
1. EOC Director
2. Other Designees
(Such as Section
Coordinators or
Public
Information
Officer)
Two
medium
Level Two activation is
normally achieved as an
increase from Level Three
or a decrease from Level
One. This activation level
is used for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing
• Two or more large incidents
involving 2 or more Town
departments and 1 or more
Special Districts
• High Risk Special Event
• Hazardous Material Incident
within Town limits involving
large scale or possible large-
scale evacuations or
environmental threats
• Any event or situation
increasing in complexity from
Level 3 requiring additional
resources
• Any event or situation
decreasing in complexity or
resource needs from Level 1
1. EOC Director
2. Section
Coordinators as
appropriate
3. Branches & Units
as appropriate
4. Request Agency
Representatives
from Special
Districts as
appropriate
5. Public
Information
Officer
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Activation
Level Detail Event
or Situation
Minimum
Staffing
One
high
Level One activation
involves a complete & full
activation of all
organizational elements &
staffing. Level One would
be the initial activation for
any major emergency
requiring acute County or
State help.
• Major County/Town or
Regional emergency involving
multiple Town departments or
Special Districts with heavy
resource involvement
1. All EOC as
appropriate
TABLE 1: EOC ACTIVATION LEVELS
3.1.6 Sequence of Events
Two sequences of events are typically associated with disasters: one involves the
response and the other involves emergency proclamations. The response sequence
generally describes the emergency response activities to save lives, protect property
and preserve the environment. This sequence describes deployment of response teams,
activation of emergency management organizations and coordination among the
various levels of government. The emergency proclamation sequence outlines the steps
to gain expanded emergency authorities needed to mitigate the problem. It also
summarizes the steps for requesting state and federal disaster assistance.
3.1.6.1 Before Impact
Before an emergency ever occurs, the Town is committed to conducting preparedness
activities that include developing plans, training personnel, conducting emergency
exercises, educating the public, and arranging to have necessary resources available.
To remain ready to respond, the Town will keep their emergency communications
systems, warning systems and the Emergency Operations Center ready at all times.
Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly
monitor events and the environment to identify specific threats that may affect their
jurisdiction and increase awareness level of emergency personnel and the community
when a threat is approaching or imminent.
Increased Readiness: Sufficient warning provides the opportunity for response agencies
to increase readiness, which are actions designed to increase an agency’s ability to
effectively respond once the emergency occurs. This includes, but is not limited to:
• Briefing government officials
• Reviewing plans and procedures
• Preparing and disseminating information to the community
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• Updating resource lists
• Testing systems such as warning and communications systems
• Activating the Emergency Operations Center, even if precautionary
Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives,
protect property and the environment. During this phase, warning systems are
activated, resources are mobilized, and evacuation begins.
Proclaiming and Emergency: In the case of the existence or threatened existence of an
emergency that threatens the people, property, or environment of the Town, and the
condition is beyond the capability of the Town to control effectively, the Town Council,
or the Town Manager if the Council is not in session, can proclaim a local emergency.
3.1.6.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, savings lives, and
minimizing the effect of the disaster.
Below is a list of actions to be taken:
Alert and Notification: Local response agencies are alerted about an incident by the
public through 911, another response agency, or other method. First responders are
then notified of the incident. Upon an alert, response agencies notify response
personnel.
Resource Mobilization: Response agencies activate personnel and mobilize to support
the incident response. As the event escalates and expands, additional resources are
activated and mobilized to support the response. Activation and mobilization continue
for the duration of the emergency, as additional resources are needed to support the
response. This includes resources within the County, or, when County resources are
exhausted, from surrounding unaffected jurisdictions.
Incident Response: Immediate response is accomplished within the Town by local
responders. First responders arrive at the incident and function within their established
field level plans and procedures. The responding agencies will manage all incidents in
accordance with the Incident Command System organizational structures, doctrine,
and procedures.
Establishing Incident Command: Incident Command is established to direct, order,
and/or control resources by virtue of some explicit legal agency or delegated authority
at the field level. The Incident Command may be a single Incident Commander or
Unified Command in the event of a complex event involving multiple disciplines. Initial
actions are coordinated through the on-scene Incident Commander(s). The Incident
Commander(s) develops an initial Incident Action Plan, which sets priorities for the
incident, assigns resources, and includes a common communications plan. If multiple
jurisdictions or agencies are involved, the first responders will establish a Unified Incident
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Command Post to facilitate multijurisdictional and multiagency policy decisions. The
Incident Commander may implement an Area Command to oversee multiple incidents
that are handled by separate Incident Command System organizations or to oversee
the management of a large or evolving incident that multiple incident management
teams engage on.
Activation of the Multiagency Coordination System: Responding agencies will
coordinate and support emergency management and incident response objectives
through the development and use of integrated Multiagency Coordination Systems
(MACS) and Multiagency Coordination System Groups (MAC Groups). This includes
developing and maintaining connectivity capability between the Incident Command
Post, Local 911 Centers, Local Emergency Operations Centers, Regional Emergency
Operations Centers, the State Emergency Operations Center, the Federal Emergency
Operations Center, and National Response Framework organizational elements.
Local Emergency Operations Center Activation: Local jurisdictions activate their local
Emergency Operations Center based on the magnitude or need for more coordinated
management of the emergency. When activated, local EOCs help form a common
operating picture of the incident by collecting, analyzing, and disseminating
emergency information. The local Emergency Operations Center can also improve the
effectiveness of the response by reducing the amount of external coordination of
resources by the Incident Commander by providing a single point of contact to support
resource ordering and allocation. When activated the local Emergency Operations
Center notifies the Operational Area (Nevada County OES) that the local Emergency
Operations Center has been activated.
Communications between field and the Emergency Operations Center: When a
jurisdiction’s Emergency Operation Center is activated, communications and
coordination are established between the Incident Commander and the Emergency
Operations Center,
Operational Area Emergency Operations Center Activation: If one or more local EOCs
are activated, or if the event requires resources outside the affected jurisdiction, the
Operational Area Emergency Operations Center may activate. The Operational Area
Emergency Operations Center should activate if a Local Emergency is proclaimed by
the affected local government. The Operational Area Emergency Operations Center
then coordinates resource requests from the affected jurisdiction to an unaffected
jurisdiction, or if resources are not available within the Operational Area, forwards the
resource request to the Regional Emergency Operations Center and mutual aid
coordinators.
Cal-OES Regional Operation Activations: Whenever an Operational Area Emergency
Operations Center is activated the California Office of Emergency Services (Cal-OES)
Regional Administrator will activate Cal-OES staff within the affected region and notifies
the California Office of Emergency Services Headquarters. The Regional staff will then
coordinate resource requests from the affected Operational Area to unaffected
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Operational Areas within the affected region, or, if resources are not available within
the affected region, resource requests are forwarded to the State Operations Center
for coordination.
State Level Field Teams: The State may deploy Field Teams (Emergency Services
Regional Staff) to provide situation reports on the disaster to the Regional Emergency
Operations Center in coordination with responsible Unified Command.
State Operations Center Activation: The State Operations Center is activated when the
Regional area activates to:
• Continuously monitor the situation and provide situation reports to brief state
officials as appropriate
• Process resource request between the affected regions, unaffected regions, and
state agency Department Operation Centers
• Process requests for deferral assistance and coordinate with Federal Incident
Management Assistance Teams when established
• Coordinate interstate resource request as part of the Emergency Management
Assistance Compact or Interstate Disaster and Civil Defense Compact
• The State Operations Center may also be activated independently of a Regional
Emergency Operations Center to continuously monitor emergency conditions
Joint Information Center Activation: Where multiple agencies are providing public
information, the lead agencies will work together to analyze the information available
and provide a consistent message to the public and the media. Where practical, the
agencies will activate a Joint Information Center to facilitate the dissemination of
consistent information.
State Department Operations Center Activation: Each state agency may activate a
Department Operations Center to manage information and resources assigned to the
incident. If a Department Operations Center is activated, an agency representative or
liaison may deploy to facilitate information flow between the two facilities.
Federal Emergency Management Agency Regional Response Coordination Center
Activation: The Federal Emergency Management Agency Regional Response
Coordination Center may deploy a liaison or Incident Management Assistance Team to
the State Operations Center to monitor the situation and provide situational awareness
to federal officials.
3.1.6.3 Sustained Operations
As the emergency continues, further emergency assistance is provided to individuals
impacted by the disaster and efforts are made to reduce the likelihood of secondary
damage. If the situation demands, mutual aid is provided, as well as activities such as
search and rescue, shelter and care, and identification of victims.
3.1.6.4 Transition to Recovery
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As the initial and sustained operational priorities are met, emergency management
officials consider the recovery phase needs. Short-term recovery activities include
returning vital life-support systems to minimum operating standards. Long-term activity is
designed to return to normal activities. Recovery planning should include reviews of
ways to avert or mitigate future emergencies. During the recovery phase, damage is
assessed, local assistance centers and disaster recovery centers are opened, and
hazard mitigation surveys are performed.
Local Assistance Centers: Local Assistance Centers (LAC) are opened by local
governments to assist communities by providing a centralized location for services and
resource referrals for unmet needs following a disaster or significant emergency. The
LAC is staffed and supported by local, state, and federal agencies, as warranted, as
well as nonprofit and voluntary organizations. The LAC provides a venue at which
individuals, families, and businesses can access available disaster assistance programs
and services. The LACs need to be physically accessible, and information needs to be
provided in accessible formats for all community members. If federal resources are
authorized, a state-federal Disaster Recovery Center (DRC) may be co-located with the
LACs.
Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to
coordinate federal support for the emergency. The state will appoint a State
Coordinating Officer (SCO) to serve as the state point of contact. A Federal
Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an
Emergency or Major Disaster.
Demobilization: As resources are no longer needed to support the response, or the
response activities cease, resources are demobilized. Demobilization includes provisions
to address and validate the safe return of resources to their original location and
includes processes for resource tracking and ensuring applicable reimbursement.
Where applicable, demobilization should include compliance with mutual aid and
assistance provisions.
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The sequence of activities occurring for the emergency response and proclamation
process is illustrated in Figure 1 – Response Phase Sequence of Events.
FIGURE 1: RESPONSE PHASE SEQUENCE OF EVENTS
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3.2 Recovery
In the aftermath of a disaster, 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:
(1) Assessment of the extent and severity of damages to public and private
property.
(2) Restoration of services generally available in communities - water, food, medical
assistance, utilities, and lifelines.
(3) Repair of damaged homes, buildings, and infrastructure.
(4) Professional counseling due to 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.
3.2.1 Short-Term
Short-term recovery operations begin during the response phase of the emergency.
Although referred to as “short-term” recovery, these activities may last for weeks. Short-
term recovery includes actions required to:
• Stabilize the situation.
• Restore services (electricity, water, and sanitary systems)
• Implement critical infrastructure recovery plans to maintain operations during
emergencies and the recovery phase.
• Commence the planning for the restoration of the community, including
economic functions.
• Address debris that poses a threat to public health and safety.
For federally declared disasters, Disaster Assistance Centers may be established by the
Federal Emergency Management Agency (FEMA) to assist disaster victims and
businesses in applying for grants, loans, and other benefits. In coordination with the
American Red Cross, the Town may provide sheltering for disaster victims until housing
can be arranged.
3.2.2 Long-Term
Long-term recovery continues the short-term recovery actions focusing on community
restoration. Long-term recovery may continue for several months or years depending
on the severity and extent of the damage sustained. These activities include those
necessary to restore a community to a state of normalcy, given the inevitable changes
that result from a major disaster. Long-term recovery activities require significant
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planning to maximize opportunities and mitigate risks after a major incident and may
include the following:
• Reconstruction of facilities and infrastructure including the technology systems
and services necessary for restoration of all operations functions.
• Community planning including the development of long-term housing plans.
• Implementation of waivers, zoning changes, and other land-use legislation to
promote recovery.
• Assistance to displaced families, which may include financial support as well as
social and health services.
• Restoration of the local economic system.
• Integration of mitigation strategies into recovery efforts.
• Documentation of eligible disaster-related costs for reimbursement through state
and federal grant programs.
3.3 Continuity
Continuity of Operations and Government: A critical component of the Town
emergency management strategy involves ensuring that government operations will
continue during and after a major emergency or disaster. The ability to maintain
essential government functions, including the continuity of lawfully constituted authority
is a responsibility that must be provided for to the greatest extent possible.
A major disaster could result in great loss of life and property, including the death or
injury of key government officials, the partial or complete destruction of established
seats of government, and/or the destruction of public and private records essential to
continue operations of government and industry.
In the aftermath of a major disaster, during the reconstruction period, law and order
must be preserved and, so far as possible, government services must be maintained. To
this end, it is essential that local government units continue to function.
The following portions of the California Government Code and the State Constitution
provide authority for the continuity and preservation of State and local government:
• Continuity of Government in California (Article IV, Section 21 of the State
Constitution)
• Preservation of Local Government (Article 15 of the California Emergency
Services Act)
• Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of
the Government Code)
Key authorities include Sections 8635 through 8643 of the Government Code:
• Furnish a means by which the continued functioning of political subdivisions can
be assured by providing for the preservation and continuation of (Town and
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County) government in the event of an enemy attack, or in the event a State of
Emergency or Local Emergency is a matter of statewide concern.
• Authorize political subdivisions to provide for the succession of officers
(department heads) having duties related to law and order and/or health and
safety.
• Authorize governing bodies to designate and appoint three standby officers for
each member of a governing body and for the Chief Executive (Town
Manager), if not a member of the governing body. Standby officers may be
residents or officers of a political subdivision, other than that to which they are
appointed. Standby officers take the same oath as regular officers and are
designated numbers 1, 2 and 3.
• Authorize standby officers are to report ready for duty in the event of a State of
War Emergency, State of Emergency or Local Emergency at the place previously
designated.
• Authorize local governing bodies are to convene as soon as possible when a
State of War Emergency, State of Emergency or Local Emergency exists, and at
a place not within the political subdivision.
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4 Organization and Assignment of Responsibilities
4.1 Use of SEMS, NIMS, and ICS
For the Town, this basic plan establishes the operational organization that is relied on to
respond to an emergency. The Town uses the Standardized Emergency Management
System, The National Incident Management System, and the Incident Command
System, to be consistent with the National Response Framework concepts and to be
coordinated with other jurisdictional partners within the Nevada County.
The following sections list out the town’s organization structure as well as departmental
roles and responsibilities during an Emergency Operations Center activation.
4.2 Role of Elected Official
All disasters are locally driven events, and it is the local official’s role to provide
leadership and policy guidance to their jurisdiction before, during, and after a disaster.
It is important for local elected officials to engage in preparedness efforts, which are
ongoing and involve activities undertaken to prepare for disasters and emergencies, as
well as to facilitate future response and recovery efforts. The following sections detail
some of the local official’s roles and responsibilities during and following a disaster.
Elected Officials Role During an Emergency Disaster: The primary role of an elected
official during a disaster is that of support. As the disaster is occurring and the
immediate response is underway, elected officials best serve citizens by empowering
and allowing first responders and EOC staff the freedom to manage the incident as
they have been trained to do. Elected officials should allow them time to stabilize the
situation before attempting to step in with policy guidance. Elected officials’ role as
decision maker will come, but the primary goal of addressing a disaster as it is
happening is to stabilize the situation quickly and efficiently – first responders and Town
EOC staff will do this. To help in this goal, elected official’s role consists of:
• Support and work with emergency management officials, as needed. This may
include proclaiming a local emergency and issuing emergency orders such as
imposing curfews etc.
• Communicate quickly, clearly, and effectively to constituents by working with
partners to ensure a coordinated message.
• Get accurate information out and ensure all messaging is accessible and in
coordination with the approved messages from the EOC.
• Maintain situational awareness regarding the disaster by staying informed.
• Trust and empower emergency management staff to make the right decisions.
• Serve citizens by allowing First Responders and EOC staff to manage the incident as
they are trained to do. The active participation of Elected Officials in planning /
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training before a disaster and leadership during the recovery period is where they
will have the greatest impact and be of most value.
• Use an EOC Liaison (Town Manager or designee) to help stay informed during the
incident.
Elected Officials Role Following an Emergency Disaster: The primary role of an elected
official after a disaster is that of leadership. Once the first responders and EOC staff
have stabilized the situation, elected officials become crucial to the recovery process.
A community is built on law and order, and this stems from Town Municipal Code,
Zoning Regulations, Building Code, Police Enforcement, and much more. Just because
a disaster occurs does not mean these regulations are null and void. On the contrary,
they are crucial to make sure the community is built back right. For a town to truly
recover, diligent and firm adherence to the town’s Codes and Regulations must be
adhered to. To help in accomplishing this goal, elected officials can:
• Understand the disaster assistance programs available and application process for
State and the Federal Disaster Declarations.
• Support the community throughout the recovery – it can be a long process and
may take multiple years.
• Help identify opportunities to rebuild and mitigate future damage through planning
and smart infrastructure investments.
• Ask questions – the recovery process and programs can be complex.
• Ensure all Codes and Regulations are enforced during the recovery process.
4.3 Role of Town Departments
In the event of an Emergency Operations Center activation, each Town department is
responsible to support emergency response and recovery objectives and taking the
lead regarding the emergency function to which they have been assigned. The
departments also provide representatives (usually the Department Head’s designee) to
the EOC to coordinate people, resources, and information to manage an incident that
occurs in the town, and to communicate emergency efforts between departments
and/or jurisdictions.
Designated department representatives (Department Head’s designee) are trained in
emergency management and response operations. In addition, these representatives
have assigned successors to support EOC staff in the event of extended operations. The
sections below outline the designated responsibilities for each of the town departments.
Details for department staff roles and responsibilities in the EOC are defined in the EOC
position Job-aids included in part two of this plan.
Town Manager’s Office. The Town Manager and Department Heads (Policy Group) are
responsible for policy level decisions related to the management of the incident. The
Town Manager, or designee (e.g., Assistant Town Manager, Police Chief or Town’s
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Emergency Services Manager), will serve as the EOC Director overseeing the direction
and policy guidance of all EOC operations. Policy level decisions are related to
formation of policies/procedures, authorization of expenditures, support of local
emergency management operations with additional staff, resources, etc., as well as
other operations as appropriate. The Town Manager’s Office may also utilize the Town’s
Public Information Officer (PIO) to staff the position of EOC PIO to support the
collection, verification, and dissemination of emergency related information to the
public and the media. Additionally, the Town Manager’s Office will lead the Recovery
Coordination Group following the response phase of a disaster event as the town
moves into the recovery phase.
EOC, DOC and Responder Personnel. While this Emergency Operations Plan is focused
on the Town’s organizational response, all town employees with responsibilities for
emergency functions would greatly benefit from having a personal and family
preparedness plan. Any town employee with responsibility to report to the EOC, a
department operations center (DOC), or to field response operations should have a
personal and family preparedness plan in place. Personal and family preparedness
planning supports town employees in ensuring the safety of their loved ones, and in turn
supports the employees with being available to respond to their town emergency
management responsibilities.
Community Development. Community Development is responsible for providing
support on public infrastructure evaluation/damage assessment, identifying possible
shelter locations (ensuring the structural safety of the buildings), providing staff to the
EOC, and administering evaluations and permits in the recovery process. Department
representatives from Community Development lead the Planning Section and may
serve in a variety of EOC sections and branches, depending on the needs of the
incident.
Administrative Services. Administrative Services is responsible for overseeing all
expenditures related to emergency management and response operations, including
tracking and documentation necessary for recovery reimbursement purposes including
personnel time tracking during emergency operations. Administrative Services will
provide department representatives to staff the Finance Section in the EOC.
Department representatives will utilize established procedures and protocols for
expense tracking and documentation but may also develop additional procedures as
necessary to fit the needs of emergency operations. Administrative Services will also
provide staffing to the Procurement Unit in the Logistics Section in the EOC utilizing
established procedures and protocols for purchasing but may develop procedures as
necessary to support emergency operations. In addition, the risk management
personnel within the Administrative Services division are responsible for providing a
representative to staff the Safety Officer position within the EOC.
Human Resources Division. The Town Human Resources Division is responsible for
managing all efforts associated with Town personnel and volunteers. As emergency
resources, Town personnel and volunteers may be assigned to positions in the EOC or in
the field to support Town emergency management and response operations.
Department representatives will staff the Personnel Branch of the EOC, addressing issues
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such as workers compensation, disaster service worker (DSW) agreements, volunteer
management, and other various tasks as determined appropriate.
Information Technology Division. The Information Technology (IT) Division is responsible
for ensuring the operation of the Town’s critical IT infrastructure during an emergency
and providing technical support to the EOC when activated. IT will provide Technical
Specialists to the EOC when activated.
Police Department. The Police Department is responsible for law enforcement
operations and terrorism prevention within the town. Police officers will respond to the
immediate threats and dangers associated with any emergencies in the town. The
Police Department will support emergency operations including, but not limited to
prevention of threats, protection of population, evacuation, and damage assessment.
A Police Department representative will be appointed to serve as the Operations
Section Coordinator and in the Law Branch of the Operations Section in the EOC. The
Animal Services Division of the Police Department will provide animal care services
including sheltering/evacuation as needed.
Engineering and Public Works Divisions. The Public Works Division serves in a variety of
roles to support emergency management and response operations. Responsibilities for
Public Works include, but are not limited to, damage assessment of town property and
buildings, critical infrastructure restoration, support for debris management,
transportation, evacuation, and general logistics operations. Engineering will provide
GIS support, mapping, and any other technical resources needed within the EOC or for
Town Continuity of Operations. Engineering representatives will be appointed to the
EOC to serve in both the Operations and Logistics Sections. In addition, Engineering will
assist emergency operations by deploying personnel into the incident area to assess
damage, manage issues such as downed trees, snow removal (if necessary), and begin
emergency restoration efforts.
Truckee Fire Protection District / Cal-Fire. While not a Town Department, Truckee Fire
Protection District is the primary agency responsible for the management of fire
(structural and wildland), hazmat response, medical, and rescue operations within the
Town during emergency response efforts. The Town contracts with Cal-Fire through
Truckee Fire for wildland fire protection of certain parts of town. Cal-Fire will generally
be the lead fire agency when responding to wildland fires within town limits (see yearly
Cal-Fire Wildfire Protection Agreement). Truckee Fire Protection District will serve as the
main coordination point when requesting emergency medical service (EMS). Requests
for mutual aid for fire, rescue, or EMS will be placed through Truckee Fire using the Cal-
Fire Grass Valley Emergency Communications Center. A Fire Department
representative (Truckee Fire Protection District or Cal-Fire) may be appointed to serve as
the Operations Section Coordinator (fire specific event) or in the Fire Branch of the
Operations Section in the EOC.
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4.5 Role of Special Districts, Critical Infrastructure Partners, and the Private Sector
4.5.1 Special Districts and Critical Infrastructure Partners
In the event of an Emergency Operations Center activation, each Special District and
Critical Infrastructure partner is responsible may support emergency response and
recovery objectives by taking the lead regarding the emergency function for which
they are responsible. At a minimum special district partners and critical infrastructure
partners will either provide a representative to the Town EOC or provide a contact
number to coordinate people, resources, and information in order to manage an
incident that occurs in the town, and to communicate emergency efforts between
their organization and the Town. Those special district partners are as follows:
• Truckee Tahoe Sanitation Agency
• Tahoe Truckee Unified School District
• Truckee Donner Public Utilities District
• Truckee Donner Recreation & Park District
• Truckee Fire Protection District
• Truckee Sanitary District
• Truckee Tahoe Airport District
• Tahoe Forest Hospital District
• Liberty Utilities
• Southwest Gas
4.5.2 Residents
The resident of the town are primary beneficiaries of the town’s emergency
management system. At the same time, residents play an important role in emergency
management by ensuring that they and their families are prepared for disasters. Before
an emergency, residents can assist the emergency management effort by taking first
aid training, maintaining supplies, and being prepared to evacuate or shelter-in-place
for several days.
Many residents join disaster volunteers’ programs such as Volunteers In Policing (VIPs),
Community Emergency Response Team (CERT), or HAM Radio Operators (ARES) and
remain ready to volunteer or support emergency response and recovery efforts. During
an emergency, residents should monitor emergency communications and carefully
follow direction from authorities. By being prepared, residents can better serve their
family, their community and reduce demands on first responders.
4.5.3 Population with Access and Functional Needs
Populations with access and functional needs include those members of the
community that may have additional needs before, during and after an incident in
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functional areas, including but not limited to maintaining independence,
communication, transportation, supervision, and medical care.
Individuals in need of additional response assistance may include those who:
• Have disabilities – temporary and/or lifelong
• Live in assisted living settings
• Are elderly
• Are unaccompanied children
• Are from diverse cultures
• Have limited English proficiency or a non-English speaking
• Have sight or hearing losses (impairments)
• Are transportation disadvantage; or
• Other situations that would require assistance
Lessons learned from recent emergencies concerning people with disabilities and older
adults have shown the existing paradigm of emergency planning, implementation and
response must change to meet the needs of these groups during an emergency. These
lessons show four areas that are repeatedly identified as most important to people with
disabilities and older adults:
• Communications and Public Information: Emergency notification systems must
be accessible to ensure effective communication for people who are deaf/hard
of hearing, blind/low vision, or deaf/blind
• Evacuation and Transportation: Evacuation plans must incorporate disability and
older adult transportation providers enable the movement of people with
mobility impairments and those with transportation disadvantages
• Sheltering: Care and shelter plans must address the access and functional needs
of people with disabilities and older adults to allow for sheltering in general
population shelters
• Americans with Disabilities Act: When shelter facilities are activated, the State will
work with local officials to ensure they accommodate the provisions of the
Americans with Disabilities Act
4.5.4 At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with
traditional emergency service providers. These people may feel they cannot
comfortably or safely access and use the standard resources offered in preparedness,
response, and recovery. These include, but are not limited to individuals who are:
• Homeless
• Without transportation
• Out of hearing range of community alert sirens/systems
• Without radio or television to know they need to take action
• Without access to telephones
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• Visiting or temporarily residing in an impacted region
• Not familiar with available emergency response and recovery resources
• Limited in their understanding of English
• Geographically or culturally isolated
4.5.5 Businesses
Most of the Town’s critical infrastructure is owned and maintained by businesses and
must be protected during a response to ensure a quick and complete recovery from
an emergency. These same businesses provide valuable resources before, during and
after an emergency, as well as play a critical role in meeting the needs of those
impacted by an emergency.
Target Hazards: Some key industries are potential targets for terrorist attacks and must
institute measures to prevent attacks and protect their infrastructure and surrounding
community. This requires businesses to coordinate with local, state, and federal
governments to ensure that their emergency plans are integrated with government
plans.
Hazardous Materials Area Plans: Some industries are required by law or regulation to
have emergency operations procedures to address a variety of hazards. The California
Office of Emergency Services Hazardous Materials Program requires businesses that
handle hazardous materials that meet certain quantity or risk thresholds, to submit
Business Program Plans and Risk Management Plans to the County’s Certified Unified
Program Agency or Administering Agency. The administering Agency can then
develop Hazardous Material Area Plans to respond to a release of hazardous materials
within the county.
Business Emergency Plans: This plan recommends that all businesses develop
comprehensive emergency plans that include employee injury and illness prevention
programs, business resumption and continuity of operations elements. A comprehensive
business emergency plan can assist the business and community at-large by providing:
• Information to employees to protect themselves and their families from the
effects of likely emergencies
• A business emergency organization with identified positions having clear and
specific emergency roles, responsibilities, delegated authority and identified
successors
• An identification of actions necessary to protect company property and records
during emergencies
• A list of critical products and services
• Production shutdown procedures
• A company command post
• Alternative work sites
• Methods and channels of communication
• Contacts with local emergency management officials
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• A method to provide and accept goods and services from other companies
Business Operations Centers: This plan also promotes the use of business operations
centers to enhance public and private coordination. Local government can effectively
coordinate with businesses by establishing a business operation center that is linked to
their existing emergency operations center.
4.5.6 Volunteer Organizations
The Town recognizes the value and importance of organizations that perform voluntary
services in their community. These organizations have resources, which can augment
emergency response and recovery efforts. Some examples of voluntary organization
are the following:
• American Red Cross
• Volunteers In Policing
• Community Emergency Response Teams
• Amateur Radio Groups within the Town
4.5.7 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency
response and recovery activities. The goal of the Public-Private partnership is to advise
on:
• Appropriate agreements to provide for quick access to emergency supplies and
essential services to minimize the need to stockpile such supplies during normal
times
• Logistic measures required to quickly deliver needed supplies and services to
affected areas
• Methods to utilize non-profit and private sector capabilities to increase the surge
capacity of local agencies responding to emergencies
• Methods to promote the integration of the non-profit and private sectors into the
emergency services system so that people can be better informed and
prepared for emergencies
• Systems that aid business and economic recovery after an emergency
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5 Direction, Control and Coordination
5.1 Direction and Control
The Town is responsible for coordinating the resources, strategies, and policy for any
event in the Town that exceeds the capacity of field responders. Tactical control
always remains the responsibility of field Incident Commanders. The Town Manager,
working through the mechanism of the Emergency Operations Center, provides
direction and control over the coordination of multi-department and multi-jurisdictional
resources to support the field responders. Policy decisions may be made by the
Emergency Operations Center Director that is staffed by the Town Manager or
designee.
5.2 Coordination
The Town Emergency Operations Center will coordinate resource requests from the field
and other jurisdictions within the Town. If requests exceed the supply, the Emergency
Operations Center will provide resources based on established priorities.
If resources are not available within the Town, requests will be made to the Nevada
County Operational Area Emergency Operations Center directly as necessary. The
Operational Area Emergency Operations Center will coordinate resources obtained
from within the operational area. If resources are not available in the operational area,
they will request from the Cal-OES Inland Regional Emergency Services Staff. Cal-OES
regional staff will coordinate resources obtained from operational areas throughout the
region. If resources are not available in the region, they will request them from the State
Operations Center. If the state cannot supply the resource, they will request from
Federal Emergency Management Agency and other federal agencies.
5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid
Operational Area Coordination: In the event that an incident overwhelms the resources
and capabilities of the Town, additional support will be requested from a variety of
entities, jurisdictions, and organizations. For general emergency management
operations, the town will follow SEMS and make requests for additional assistance
through the operational area (Nevada County OES), working directly with the
operational area emergency management personnel and the operational area EOC, if
activated. If the emergency requires state and federal support, representatives from
the operational area will work with the state level emergency management
organization (Regional Emergency Operations Center), following the established SEMS,
NIMS, and ICS structures.
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When working with external partners such as private companies, non-profit
organizations, nongovernment organizations, or other partners, town representatives in
the EOC will ensure that these external partners work within the designated
organizational structure of the town EOC. The Town EOC Manager will designate the
coordination procedures for new partners that are not already established as part of
the town’s emergency management operational systems.
Mutual Aid: California's emergency assistance is based on a statewide mutual aid
system designed to ensure additional resources are provided to the state’s political
subdivisions whenever their own resources are overwhelmed or inadequate. The basis
for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement
(MMAA), which is entered into by and between the State of California, its various
departments and agencies, and the various political subdivisions, municipal
corporations, and public agencies to assist each other by providing resources during an
emergency. The agreement obligates each signatory entity to provide aid to each
other during an emergency without expectation of reimbursement. Under specific
conditions, federal and state funding may be appropriated to reimburse public
agencies who aid other jurisdictions. If other agreements, memoranda, and contracts
are used to provide assistance for consideration, the terms of those documents may
affect disaster assistance eligibility and local entities may only be reimbursed if funds
are available. This plan promotes the establishment of emergency assistance
agreements between public and private sector agencies at all levels.
There are four approved, formal Mutual Aid Systems in California. Those systems are:
1 Fire and Rescue
2 Law Enforcement
3 Coroner
4 Emergency Management
(resources not covered by the
other three systems)
Other informal mutual aid involves, but is
not limited to the interchange of:
1 Public Information
2 Medical and Health
3 Communications
4 Transportation Services
5 Facilities
6 Hazardous Material Mutual Aid
System
7 Volunteer and Private Agencies
California is divided into six mutual aid
regions, which are subdivisions of the state
emergency services organization to
FIGURE 3: CALIFORNIA MUTUAL AID REGIONS
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facilitate the coordination of mutual aid and other emergency operations within an
area of the State consisting of two or more Operational Areas. A map of the Regions is
shown in Figure 3: California Mutual Aid Regions. The Town is located in Mutual Aid
Region IV.
Mutual Aid Coordination: Formal mutual aid requests follow specified procedures and
are processed through pre-identified mutual aid coordinators. Mutual aid requests
follow discipline-specific chains (i.e., fire, law enforcement etc.) from one level of
government to the next. The mutual aid coordinator receives the mutual aid request
and coordinates the provision of resources from within the coordinator's geographic
area of responsibility. In the event resources are unavailable at one level of
government, the request is forwarded to the next higher level of government to be
filled.
• Field Level Requests: Requests for MMAA resources originate from the Field Level
and are managed by the Incident Commander (IC). If the IC is unable to obtain
the resource through existing local channels, the request is elevated to the next
successive government level until obtained or cancelled.
• Local Government Request: Local jurisdictions are responsible for the protection
of life and property within the municipal geographic boundaries. The local
jurisdiction where the incident occurred should assess its resource inventory and
existing local agreements to determine if the requested resource is available.
When locally committed resources are exhausted and mutual aid is needed, the
local official will request assistance from the OA Mutual Aid Coordinator.
• Operational Area Requests: The OA is a composite of its political subdivisions,
(i.e., municipalities, contract cities, special districts, and county agencies). The
OA Mutual Aid Coordinator assesses the availability of resources within the OA
and fulfills the resource request based upon that assessment. In the event
resources are unavailable at the OA level, the request is forwarded to the
responsible Regional Mutual Aid Coordinator to be filled.
• Region Level Requests: The State is geographically divided into six Mutual Aid
Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-
regions. Each Mutual Aid Region is comprised of multiple Operational Areas and
has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is
granted the authority to coordinate the mutual aid response of discipline-
specific resources within the Region to support a mutual aid request by a
jurisdiction also within the Region. In the event resources are unavailable at the
Region level, the request is forwarded to the State Mutual Aid Coordinator to be
filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES has the
responsibility for coordination of state mutual aid resources in support of local
jurisdictions during times of emergency. The Director will analyze and coordinate
the request by forwarding the request to an unaffected REOC or tasking the
appropriate State agency to fill the need.
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5.4 NIMS, SEMS, and ICS
Emergency management operations for the Town are organized under the guidelines
established by NIMS, SEMS, and ICS. These emergency management structures and
guidelines provide the foundation for all emergency operations, creating a flexible
organizational structure that can be adjusted to meet the needs of any incident,
regardless of the size, extent, or associated damage. This plan, following the identified
emergency management structures and guidelines, serves as a local, town
management plan, and nests into and supports the Nevada County Emergency
Operations Plan.
The town will manage their internal operations through the implementation of this plan
as outlined, and work in support of county operations if necessary. In following these
standardized systems, the town EOC is organized into the sections listed below.
FIGURE 4: FLOW OF REQUEST AND RESOURCES
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• Management Staff
• Operations Section
• Planning Section
• Logistics Section
• Finance Section
Detailed descriptions of the roles of each position in the EOC can be found in Part 2 of
this plan.
NIMS is the national standard for incident management operations defined by the
FEMA and based on the National Response Framework. NIMS has been adopted by the
Town by resolution to serve as its incident management system. ICS is the organizational
structure within NIMS that defines how emergency management operations will be
organized. All state and local jurisdictions are required to prepare, plan, and respond to
emergencies based on the NIMS and ICS standards in order to be eligible for federal
reimbursement for emergency related costs. Additional details regarding NIMS and ICS
can be found online through FEMA’s website.
In addition, the Standardized Emergency Management System (SEMS), based on State
of California emergency management standards, has been adopted by the Town for
managing response to multi agency and multi jurisdiction emergencies, and to
facilitate communications and coordination between all levels of the system and
among all responding agencies. California Government Code § 8607 requires all local
public agencies (cities, special districts, and counties) to respond to emergencies using
the SEMS at the scene of a multi-agency emergency and in the EOC.
SEMS defines the organizational structure of local EOCs, reporting to operational area
EOCs, which report to Regional EOCs (REOC), to state EOCs, and finally to FEMA. The
utilization of SEMS during emergency management and response efforts is required for
jurisdictions to be eligible for state reimbursement. Additional information for SEMS can
be found online through the California Office of Emergency Services (CalOES) website.
National Incident Management System: The terrorist attacks of September 11, 2001,
illustrated the need for all levels of government, the private sector, and
nongovernmental agencies to prepare for, protect against, respond to, and recover
from a wide spectrum of events that exceed the capabilities of any single entity. These
events require a unified and coordinated national approach to planning and to
domestic incident management. To address this need, the President signed a series of
Homeland Security Presidential Directives (HSPDs) that were intended to develop a
common approach to preparedness and response. Two Policy Directives that are of
particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: Identifies steps for improved
coordination in response to incidents. It requires the Department of Homeland
Security to coordinate with other federal departments and/or agencies and
state, local, and tribal governments to establish a National Response Framework
and a National Incident Management System.
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• PPD-8, National Preparedness: Describes the way federal departments and
agencies will prepare. It requires DHS to coordinate with other federal
departments and agencies – and with state, local, and tribal governments to
develop a National Preparedness Goal.
Together, the National Incident Management System, National Response Framework,
and the National Preparedness Goal define what needs to be done to prevent, protect
against, respond to, and recover from a major event; and how well it needs to be
done. These efforts align federal, state, local, and tribal entities; the private sector; and
nongovernmental agencies to provide an effective and efficient national structure for
preparedness, incident management, and emergency response.
The National Incident Management System structure provides a consistent framework
for incident management at all jurisdictional levels, regardless of the cause, size, or
complexity of the incident, building on the Incident Command System and the National
Incident Management System provides the nation’s first responders and authorities with
the same foundation for incident management for terrorist attacks, natural disasters,
and all other emergencies. The National Incident Management System structure
requires the institutionalization of the Incident Command System and its use to manage
all domestic incidents.
The National Incident Management System structure integrates existing best practices
into a consistent, nationwide approach to domestic incident management that is
applicable at all jurisdictional levels and across functional disciplines. Six major
components make up the National Incident Management system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
Standardize Emergency Management System: The Standardized Emergency
Management System is the cornerstone of California’s emergency response system and
the fundamental structure for the response phase of emergency management. The
Standardized Emergency Management System is required by the California Emergency
Services Act for managing multiagency and multijurisdictional responses to
emergencies in California. The system unifies all elements of California’s emergency
management community into a single integrated system and standardizes key
elements. The Standardized Emergency Management System incorporates the use of
the Incident Command System, California Disaster and Civil Defense Master Mutual Aid
Agreement, the Operation Area concept and multiagency or inter-agency
coordination. State agencies are required to use the Standardized Emergency
Management System and local government entities must use the Standardized
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Emergency Management System in order to be eligible for any reimbursement of
response-related costs under the state’s disaster assistance programs.
Standardize Emergency Management System Organization Levels: There are five
Standardized Emergency Management System organizational levels.
• State: The State Level of the Standardized Emergency Management System
prioritizes task and coordinates state resources in response to the request from
the Regional Level and coordinates mutual aid among the mutual aid regions
and between the Regional Level and State Level. The State Level also serves as
the coordination and communication link between the state and the federal
emergency response system. The State Level requests assistance from other state
governments through the Emergency Management Assistance Compact and
similar interstate compacts/agreements and coordinates with the Federal
Emergency Management Agency when federal assistance is requested. The
State Level operates out of the State Operations Center. At the Federal Level,
the National Response Framework identifies the methods and means for federal
resources to provide support to the state and local government. Federal
resources would be accessed via the Standardized Emergency Management
System process through the mutual aid region and State Operations Center.
• Region: The Regional Level manages
and coordinates information and
resources among Operational Areas
within the mutual aid region and also
between the Operational Area and
the State Level. The Regional Level
also coordinates overall state agency
support for emergency response
activities within the region. California
is divided into three Administrative
Regions – Inland, Coastal and
Southern (see figure 5); which are
further divided into six mutual aid
regions (see figure 3).
• Operational Area: An operational
Area is the intermediate level of the
state’s emergency management
organization, which encompasses a
county’s boundaries, and all political
subdivisions located within that
county, including special districts. The Operational Area facilitates and/or
coordinates information, resources, and decisions regarding priorities among
local governments within the Operational Area. The Operational Area serves as
the coordination and communication link between the Local Government Level
FIGURE 5: ADMINISTRATIVE REGIONS
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and the Regional, State, and Federal Levels. Tribal jurisdictions in the Operational
Area may have statutory authorities for response similar to that at the local level.
• Local Government (The Town): The Local Government Level includes cities,
counties and special districts, Local governments are required to use the
Standardized Emergency Management System when their Emergency
Operations Center is activated, or a local emergency is declared or proclaimed
in order to be eligible for state reimbursement of response-related costs.
• Field: The Field Level is where emergency response personnel and resources,
under the command of responsible officials, carry out tactical decisions and
activities in direct response to an incident or threat.
Standardized Emergency Management System Functions: The Standardized
Emergency Management System requires that every emergency response involving
multiple agencies include the five functions identified in Figure 6: Standardized
Emergency Management System Functions. These functions must be applied at
each level of the Standardized Emergency Management System organization.
FIGURE 6: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM FUNCTIONS
Command/Management: Command is responsible for directing, ordering, and/or
controlling of resources at the field response level. Management is responsible for
overall emergency policy and coordination at the Emergency Operations Center
levels. Command and Management are further discussed below:
Command/Management
Operations Planning & Intelligence Logistics Finance & Administration
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• Command: A key concept in all emergency planning is to establish command
and tactical control at the lowest level that can perform that role effectively in
the organization. In the Incident Command System, the Incident Commander,
with appropriate policy direction and authority from the responding agency, sets
the objectives to be accomplished and approves the strategy and tactics to be
used to meet those objectives. The Incident Commander must respond to higher
authority. Depending upon the incident’s size and scope, the higher authority
could be the next ranking level in the organization up to the agency or
department executive. This relationship provides an operational link with policy
executives who customarily reside in the Department Operations Center or the
Emergency Operations Center, when activated.
• Management: The Emergency Operations Center serves as a central location
from which multiple agencies or organizations coordinate information collection
and evaluation, priority setting and resource management. Within the
Emergency Operations Center, the Management function:
• Facilitates multiagency coordination and executive decision making in
support of the incident response
• Implements the policies established by the governing bodies
• Facilitates the activities of the Multiagency Coordination Group
• Operations: Responsible for coordinating and supporting all jurisdictional
operations supporting the response to the emergency through implementation
of the organizational level’s Action Plans. At the Field Level, the Operational
Section is responsible for coordinating the tactical response directly applicable
to, or in support of the objectives in accordance with the Incident Action Plan. In
the Emergency Operations Center, the Operations Section Coordinator/Chief
manages functional representatives who share information and decisions about
discipline-specific operations.
• Logistics: Responsible for providing facilities, services, personnel, equipment, and
materials in support of the emergency. Unified ordering takes place through the
Logistics Section to ensure controls and accountability over resource requests. As
needed, Unit Coordinators are appointed to address the needs for
communications, food, medical, supplies, facilities, and ground support.
• Planning/Intelligence: Responsible for the collection, evaluation and
dissemination of operational information related to the incident for the
preparation and documentation of the Incident Action Plan at the Field Level or
the EOC Action Plan at an Emergency Operations Center. Planning/Intelligence
also maintains information on the current and forecasted situation and on the
status of resources assigned to the emergency or the Emergency Operations
Center. As needed, Unit Coordinators are appointed to collect and analyze
data, prepare situation reports, develop action plans, set Geographic
Information Systems priorities, compile, and maintain documentation, conduct
advance planning, manage technical specialists, and coordinate
demobilization.
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• Finance/Administration: Responsible for all financial and cost analysis aspects of
the emergency and for any administrative aspects not handled by the other
functions. As needed, Unit Leaders are appointed to record time for incident or
Emergency Operations Center personnel; coordinate procurement activities,
process claims and track costs.
The field and Emergency Operations Center are illustrated in Table 2: Field and
Emergency Operation Center Standardize Emergency Management Functions
Comparison.
SEMS Function Field Level EOCs
Command /
Management
Command is responsible for
directing, ordering and/or
controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical
response of all field operations in
accordance with the Incident
Action Plan
The coordination of all
jurisdictional operations in
support of the response to the
emergency in accordance with
the Emergency Center Action
Plan
Planning &
Intelligence
The collection, evaluation,
documentation and use of
intelligence related to the
incident
Collecting, evaluating, and
disseminating information and
maintaining documentation
relative to all jurisdiction activities
Logistics
Providing facilities, services,
personnel, equipment, and
materials in support of the
incident
Providing facilities, services,
personnel, equipment, and
materials in support of all
jurisdictional activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not
handled by the other functions
Responsible for coordinating and
supporting administrative and
fiscal consideration surrounding
and emergency incident
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TABLE 2: FIELD AND EMERGENCY OPERATION CENTER STANDARDIZE EMERGENCY MANAGEMENT
FUNCTIONS COMPARISON
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6 Communication
Town EOC. Once notified of an emergency or disaster of any size, or of a potential or
imminent threat to the town, communications will be established between the Town
EOC and outside entities, such as field responders, department level personnel, media,
or other outside agencies and partners. From the EOC, telephones, cell phones, radios,
email, and internet applications are used for direct communications with field
responders or outside agencies. The Town EOC also has the ability to use the Cal-Link
High Frequency radio system to maintain contact with other emergency operations
centers and agencies throughout the state and the country if needed.
Town Operations and Responders. The Town operational staff in the field implement
interoperable communications through the use of radios to facilitate communications
with all responding departments and town entities. Alternate forms of communications
such as the use of cell phones, text messaging, email, amateur radio etc., may be
utilized if determined necessary. The use of the interoperable radio system allows for
communications between DOCs, EOCs, and the Incident Command Post (ICP) that is
located near the site of a field emergency incident.
Notification and Warning. In addition to an effective communication capability,
government must have an effective means to provide warning alerts to the populations
impacted or at risk as the result of an emergency. The key method of alert and warning
designed to provide Town residents with emergency information is noted below:
• CodeRED Emergency Alerts/ Ready Nevada County
Additionally, special broadcasts via the Emergency Alert System, Wireless Emergency
Alerts, or simply driving up and down the streets using the public address system can
also be conducted to notify and warn citizens. Police and Fire may be required to
disseminate emergency warning to public who cannot be reached by primary warning
systems.
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7 Information Collection, Analysis and Distribution
Before an Incident. Information is often provided before an incident occurs. Sources
may include weather reports, National Oceanic Atmospheric Administration (NOAA)
alerts, crime reports, credible threats of intentional events, and others. Advanced
notice information can be used to activate the EOC, prepare emergency
management and response personnel, and provide information to the town
population. This advanced information can increase the preparedness level of
emergency management and response personnel, by helping them size the number of
responders and material resources needed for the response. Advanced information is
also used to notify people that might be living in harm’s way, and supports individuals
and their families with preparing for, or evacuating from, the hazardous situation. Early
information can greatly reduce the numbers of people who might otherwise be
harmed by the emergency event.
During an Incident. Information collected during the incident assists in determining the
correct course of action and emergency management decisions. Information is
collected from field responders, DOCs, private entities, the media, social media,
community members, and a variety of other sources. All information collected from
open-source public resources will be analyzed for accuracy, processed for rumor
control, and documented by the respective EOC sections, branches, and units. All
information documentation will be provided to the Planning Section of the EOC for
inclusion into the EOC Action Plan.
The use of Actions Plans in the Town Emergency Operations Center provides a clear
and measurable process for identifying objectives and priorities for a given event.
Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or
recovery efforts
• Documents the priorities and objectives and the task and personnel assignments
associated with meeting the objectives
The Action Planning process should involve the Emergency Operations Center Director
and Section Chiefs/Coordinators (one from each Section) along with other Emergency
Operations Center staff, as needed, such as agency representatives.
The initial Emergency Operations Center Action Plan may be a verbal plan that is
developed during the first hour or two following Emergency Operations Center
activation. A verbal plan may also be utilized for incidents involving a limited scope,
short duration (less than 12 hours) and/or a limited number of response personnel. An
Emergency Operations Center Action Plan will be developed whenever the Emergency
Operations Center is activated, either partially or fully. A written Emergency Operations
Center Action Plan is required whenever:
• Two or more agencies are involved in the response
• The incident overlaps more than one operational period
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• All Emergency Operations Center functions are fully staffed
The Emergency Operations Center Action Plan addresses a specific operational period,
which may vary in length from a few hours to days depending on the circumstances.
The plan should be regularly reviewed and evaluated through the operational period
and revised or updated as warranted.
The Planning Section Coordinator, with input from the EOC Director, EOC Coordinator,
and the Operations Section Coordinator, establishes the meeting schedule and cycle
for planning and situation information dissemination. Initially, meetings may be
conducted every few hours or several times each day. Over time, meetings may be
held twice each day, and then daily, depending on the level of operations.
In addition, all EOC situation status reports and EOC Action Plans will be developed and
presented for the purpose of information sharing at scheduled meetings during each
EOC operational period. Information may also be sent to Town departments,
Emergency Operations Center personnel, the Operational Area, and other key
agencies using the Town’s Emergency reporting system, Cal-Link, radio, telephone,
email, internet, or fax. Regardless of the method of communication, all data should be
verified prior to transmission. If unverified data must be transmitted, it should be clearly
designated as unconfirmed information.
The Town uses EOC forms found in part two of this plan to record and report
information.
After an Incident. Information collected throughout emergency operations will be
documented by members of the Planning Section. This information will be used during
the recovery phase of the emergency to develop a history of actions and expenditures
related to the disaster. Information will also be used for the development of the after-
action report that is used to document effective practices, archive effective tools, note
areas in which EOC personnel saw need for additional training or tools, and document
areas for program enhancements. In addition, the town and other agencies, entities,
and organizations involved in the emergency management and response operations
will collect information related to their respective after-effects of the incident, such as
social and economic impacts, relief support provided, and ongoing recovery
operations.
Emergency Public Information. Emergency Public Information is a priority of most
importance during emergencies and disasters. Town government has a primary
responsibility to provide accurate and timely information to the public regarding
conditions, threats, and protective measures. To avoid conflicts and confusion, the
Emergency Public Information function operates best when centralized and
coordinated among all involved jurisdictions, agencies, and organizations.
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8 Administration, Finance and Logistics
8.1 Administration
Emergency management operations that support administration, finance, and
logistical processes are primarily conducted within the Logistics and Finance Sections of
the EOC and provide for the following:
• Track and document expenses
• Document all actions taken during emergency operations
• Procure necessary equipment, resources, and additional support
• Track and document town employee working hours
• Manage continuity of operations (COOP) for the town
• Develop staff rotation schedules for extended operations
• Manage compensation and claims related to emergency operations
• Track and document the deployment and utilization of resources
• Manage additional staff and volunteers to support emergency operations
• Manage financial and in-kind donations
• Oversee and manage information technology components and issues as they
arise
• Other actions as appropriate
8.1.1 Town Emergency Operations Policy Statement
Limitations: Due to the nature of emergency response, the outcome is not easy to
predict. Therefore, it should be recognized that this plan is meant to serve as a guideline
and that the outcome of the response may be limited by scope, magnitude, and
duration of the event.
Suspension of Routine Activities and Availability of Employees: Day-to-day functions
that do not contribute directly to the disaster operation may be suspended for the
duration of an emergency. Efforts normally required for routine activities may be
redirected to accomplish emergency tasks. During an emergency response, Town
employees not otherwise assigned emergency disaster related duties will, unless
otherwise restricted, be made available through the Disaster Service Worker program to
augment the work of their department, or other Town departments, if required.
Households of Emergency Response Personnel: Town employees may not be at peak
efficiency or effectiveness during a disaster if the status of their households is unknown
or in doubt. Employees who are assigned disaster response duties are encouraged to
make arrangement with other employees, friends, neighbors, or relatives to check on
their immediate families in the event of a disaster and to communicate that information
to the employee through the Town Emergency Operations Center.
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Non-Discrimination: All local activities will be carried out in accordance with federal
nondiscrimination laws. It is the Town’s policy that no service will be denied on the basis
of race, religion, national origin, age, sex, marital status, veteran status, sexual
orientation, or the presence of any sensory, mental, or physical disability.
Citizen Preparedness: This plan does not substitute government services for individual
responsibility. Citizens are expected to be aware of developing events and take
appropriate steps to respond in a safe and timely manner. Since the Town’s resources
and personnel may be overwhelmed at the onset of a disaster event, individuals and
organizations should be prepared to be self-sufficient following a disaster. The Town will
make every effort to provide information to the public via the media and other sources
to assist citizens in dealing with the emergency.
8.1.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are
obligated to serve as Disaster Service Workers. Public employees (civil service) are all
persons employed by any county, town, state agency or public district in the State of
California. Disaster Service Workers provide services and support during declared
emergencies or disasters.
In the event of a major emergency or disaster, Town employees may be called upon to
perform certain duties in support of emergency management operations, such as:
serve in a position in the Emergency Operations Center, support shelter operations, or
work at a logistics base in the field.
• Town employees may be required to work at any time during a declared
emergency and may be assigned to disaster service work
• Assignments may require service at locations, times and under conditions other
than normal work assignments
• Assignment may include duties within the Emergency Operation Center, in the
field or at another designated location
Under no circumstances will Town employees that do not usually have a response role
in their day-to-day responsibilities be asked to perform duties or functions that are
hazardous, that they have not been trained to perform, or are beyond their recognized
capabilities.
8.1.3 Documentation
The Emergency Operations Center Finance/Administration Section will be responsible
for maintaining records on damage assessment expenditures, recovery cost
expenditures, insurance related documents, personnel overtime and other cost
associated with the emergency.
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The Emergency Operations Center Planning Section will maintain copies of documents
that are integral to Emergency Operation Center functions such as Emergency
Operation Center Action Plans, Situation Status Logs, Position Logs etc. that together
make up the history and chronology of the emergency events.
8.2 Finance
In the case of a major disaster, the Emergency Operations Center will support county,
state, and federal entities with cost recovery efforts, if requested and as able. Town
citizens may benefit from the Small Business Administration, and the Town may benefit
from the State and/or the Federal Emergency Management Agency Public Assistance
Program. The Town may assist the citizenry with public service announcement regarding
available unemployment benefits, worker’s compensation, and insurance benefits.
8.2.1 Expenditure Tracking
The town may be reimbursed for insurance, state and/or federal sources for disaster-
related expense. The purpose of this section is to provide guidance on the record
keeping requirements for claiming such expenses.
8.2.2 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services
required by the direct impact of a declared disaster and which service is the
responsibility of the applicant agency. Eligible costs are generally considered to be the
net costs over and above any increased revenue or subsidy of the emergency service.
Ineligible expense includes costs for standby personnel and/or equipment and lost
revenue.
8.2.3 Recordkeeping Requirements
State and federal governments require detailed information to support claims for
reimbursement. Funding will be approved or denied based upon the information
supplied by applicant agencies. Documentation supporting all cost claimed will be
required, and all information must relate back to individual original source records. The
following guidelines should be followed when documenting disaster-related
reimbursable expenses:
• Costs and revenue associated with emergency operations should be
segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy
equipment used for emergency operations
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• Vehicles and equipment documentation should include the limes and/or hours
operated by location and operator
• Vehicle operating expenses should include fuel, tires, and maintenance
• Labor costs should be compiled separate from vehicle and/or equipment
expenses
• Equipment documentation should include exactly where the equipment was
used and for what; hours and minutes used; and the name of the equipment
operator if applicable
• Revenues and subsidies for emergency operations must be subtracted from any
costs claimed
• Requisitions, purchase orders, and invoices must be maintained for all supplies,
materials and equipment expenses claimed
• Costs for supplies and materials must include documentation of exactly where
resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of a
disaster. The following section focuses on logistics and resource management, priorities,
and requests.
8.3 Logistics
8.3.1 Resource Management
The resource management function describes the system that will be utilized for
identifying available resources within the Town to enable timely, efficient, and
unimpeded access to resources needed to prepare for, respond to, or recover from an
incident. Resource management under the National Incident Management System
(NIMS) includes mutual aid and assistance agreements, the use of special federal,
state, territorial, tribal, and local teams, and resource mobilization protocols. This
function specifically includes the management of personnel for emergency
management operations and addresses necessary coordination efforts with local
jurisdictions to secure necessary support and resources.
8.3.2 Resource Priorities
When activated, the Town Emergency Operations Center establishes priorities for
resource allocation during the emergency. All Town resources are considered part of a
pool, which may be allocated by the Emergency Operations Center to fulfill priority
missions. Each department retains control of its non-assigned resources until released for
an emergency assignment by the Emergency Operations Center.
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8.3.3 Resource Requests
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for
resources that are normally within the inventories of the mutual aid system will go
from local coordinator to Operational Area Mutual Aid Coordinator (Nevada
County OES) to the Regional Mutual Aid Coordinator.
• All other resource request will be made through the logistics function at each
level.
Resource request from the Town will be coordinated with the Nevada County
Operational Area Emergency Operations Center to determine if the resource is
available internally or other more appropriate sources located within the Operational
Area. Emergency Management Mutual Aid Coordinators at each level will keep the
Operations Chief informed of the status of resource request and allocations.
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 the Town Emergency Operations Center to the Nevada County
Operational Area Emergency Operations Center may be verbally requested and then
documented. Available resources will be allocated to the requesting local government,
if a request for a specific resource exceeds the supply, the available resources will be
allocated consistent with the priorities established through the action planning process.
The Section Coordinators in the Emergency Operations Center are responsible for
ensuring that priorities are followed.
Resource requests for equipment, personnel, or technical assistance not available to
the Town should be coordinated with the Nevada County Emergency Operations
Center to Cal-OES Inland Region staff. Once the request is coordinated, approved and
resources deployed, planning in coordination with various Operational Branches, is
important for tracking the resources.
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9 Plan Development and Maintenance
This section of the Town EOP discusses the overall approach to plan development and
maintenance responsibilities.
This plan is developed under the authority of the Office of Emergency Services in
accordance with the Town’s Emergency Organization who has the primary
responsibility for ensuring that necessary changes and revisions to this plan are
prepared, coordinated, published, and distributed. The Town uses the planning process
prescribed by the Federal Emergency Management Agency and the State of
California. This Plan and supporting documentation are reviewed and updated on a
regular basis. The review and updates are coordinated with Town Departments and the
Nevada County.
9.1 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure
resources and funding to support response and recovery activities are accurately
tracked and accounted for. Standard administrative and financial practices also
support proper cost accounting in order to obtain any reimbursement provided through
disaster assistance programs.
The Town follows administrative practices required by state law and the SEMS
Guidelines in Part III of the SEMS Guidelines documents California’s Emergency
Management administrative practices.
9.2 Standard Operating Procedures (SOP)
This Plan is intended to be used in conjunction with county, operational area, and State
plans and associated SOPs. Where supporting plans are inconsistent with the general
principles described in the State Emergency Plan, the state plan will supersede
supporting plans.
SOPs provide the purpose, authorities, duration, and details for the preferred method or
performing a single function or a number of interrelated functions in a uniform manner.
SOPs must also facilitate the need to carry out actions under conditions that may not
have been anticipated when the SOP was drafted. For example, it may be necessary
to consider alternative procedures that solve a problem in order to perform in a more
time-efficient or cost-efficient way. It is clear; therefore, some procedures may need to
be suspended, relaxed, or made operational under threat of disaster. However, such
action should be carefully considered, and the consequences should be projected
realistically.
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9.3 Training and Exercises
All town department personnel that are designated responsible for staffing the EOC are
required to complete training related to emergency management operations. All
designated personnel will be provided a copy of this plan (as noted in the Record of
Distribution section of this plan) and are required to read and become familiar with the
plan.
A multi-year training and exercise plan (MYTEP) will be developed and followed that will
identify and prioritize the levels of training and exercises the town will follow. This MYTEP
should, as best as possible, align with other trainings and exercises within the
operational area to ensure practice and integration with OA partners as often as
possible.
Partner jurisdictions and agencies having assigned responsibilities under this plan must
ensure their assigned personnel are properly trained to carry out identified
responsibilities. Individual jurisdictions and agencies are responsible for maintaining their
own plans, training, and program maintenance.
Additionally, the Town may opt to include and have EOC personnel participate in the
Cal OES EOC credentialling program, which credentials EOC staff in specific EOC
positions and helps ensure that personnel possess the minimum knowledge, skills, and
experience necessary to execute emergency management EOC activities safely and
effectively. Additional information on the Cal OES EOC credentialling program can be
found: https://www.caloes.ca.gov/cal-oes-divisions/california-specialized-training-
institute/credentialing-certificate-programs/eoc-position-credentialing-program
Finally, training and exercises involve a variety of scopes, scales, and participation.
Training can include the following:
Drills. A drill is a small, organized exercise that tests one specific action, such as
evacuation of a building, or sheltering-in-place.
Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress
environment to discuss a possible emergency scenario.
Functional exercise. A functional exercise is an activity designed to exercise a single
function, or multiple functions through the simulation of a realistic scenario. The
functional exercise is designed to simulate real conditions in the EOC, and as such
includes time constraints on decision making and, by its nature, allows for a more
stressful environment.
Full-scale exercise. A full-scale exercise is an activity involving multiple agencies,
jurisdictions, entities, organizations, etc., and exercises multiple functions through the
simulation of a realistic scenario. This exercise includes the mobilization and utilization of
town resources.
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9.4 Essential Records Retention
Maintenance of administrative records continues through all phases of an emergency.
In preparation for an emergency, training and appropriate forms are provided to the
town’s emergency response organization. During a response, entities ensure adequate
documentation is collected through the Documentation Unit at the Incident and EOC.
Documentation should include records of personnel activities, use of equipment, and
expenditures for the emergency. Finally, after the response has been terminated,
records should be protected and maintained for audit purposes. The Cost Unit is
responsible for cost recovery records and assisting in collecting any missing information.
Problem areas are identified, corrective measures taken, and employees retrained in
the proper, updated procedures.
9.5 After Action Reports and Corrective Actions
SEMS regulations require local government agencies to complete an After-Action
Report (AAR) for each Governor proclaimed emergency. After an incident or from a
gubernatorial proclamation, the AAR is completed within 120 days. Furthermore, SEMS
regulations under Title XIX, Division 2, Chapter 1, Section 2450(a) requires any federal,
state, or local jurisdiction proclaiming or responding to a Local Emergency for which the
governor has declared a State of Emergency or State of War Emergency shall
complete and transmit an AAR to Cal OES within 90 days of the close of the emergency
period.
The identification of corrective actions is critical to the AAR process. Jurisdictions are
strongly encouraged to make recommendations for correcting problems noted in the
response/recovery effort, or during exercises and training. Corrective actions may
encompass anything from detailed recommendations for improving individual agency
plans and procedures to broader system-wide improvements. Corrective actions are
assigned to relevant stakeholders and tracked to ensure the identified problem has
been addressed.
The AAR will provide, at a minimum:
• Response actions that were taken.
• Application of SEMS during response.
• Necessary modifications to plans and procedures that are needed.
• Lessons learned.
• Noted areas of improvement.
• Best practice implementations proposed.
• Training needed.
• Recovery activities conducted to date.
• Additional information as appropriate.
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Findings and recommendations in the contents of the AAR will be used to further
develop and update the town EOP, as necessary. AAR development will include the
input of all personnel involved in the incident or exercise.
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10 Authorities and References
FEDERAL
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C.
5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents,
February 28, 2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17,
2003
• The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency
Management Agency, October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended
• Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting
• Public Law 93-288, Federal Disaster Relief Act of 1974
• Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002
• Executive Order 13228, Office of Homeland Security, October 8, 2001
• Executive Order 13231, Critical Infrastructure Protection, October 16, 2001
• Executive Order 13234, Citizens Prepared, November 9, 2001
• Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995
• Presidential Decision Directive 62 - Combating Terrorism, May 1998
• Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998
• National Security Presidential Directive 17 - National Strategy to Combat Weapons
of Mass Destruction
References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness
Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans,
November 2020, Version 3.0 (draftv0.5)
STATE
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq.
• California Disaster and Civil Defense Master Mutual Aid Agreement
• California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster
Service Workers
• California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity
of Government
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• California Government Code, Title 2, Division 1, Chapter 7 – California Emergency
Services Act
• California Government Code, Title 19, Division 2 – Standardized Emergency
Management System
• California Water Code, § 128-Department of Water Resources - Flood Fighting
References
• Standardize Emergency Management System
• California Disaster Assistance Act
• California State Emergency Plan, October 1, 2017
COUNTY
Authorities
• Nevada County Emergency Services Code of Ordinances Chapter III – Emergency
Services
References
• Nevada County Emergency Operations Plan, 2011
• County of Nevada Multi-jurisdictional Hazard Mitigation Plan, 2018
CITY
• Town Municipal Code, Chapter 2.50 Emergency Services
• Town of Truckee Emergency Operations Plan, 2008
• Town of Truckee Annex to the Nevada County Multi-jurisdictional Hazard Mitigation
Plan, 2018
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11 Appendix A - Acronyms
Action Plan (AP)
After Action Report (AAR)
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA)
California Disaster Assistance Act (CDAA)
California Emergency Services Act (ESA)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
Regional Emergency Operations Center (REOC)
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act)
Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)
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12 Appendix B – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated
official of the emergency response agency that implements SEMS as appropriate to
accomplish the agency's role in response to the emergency. 2) An event in the
sequence of events normally experienced during most emergencies.
After Action Report (AAR): A report that examines response actions, application of
SEMS, modifications to plans and procedures, training needs, and recovery activities.
AARs are required under SEMS after any emergency that requires a gubernatorial state
of emergency proclamation. Local government AARs must be submitted to Cal OES
within 90 days.
Agency: A division of government with a specific function offering a particular kind of
assistance. In the Incident Command System (ICS), agencies are defined either as
jurisdictional (having statutory responsibility for incident management) or as assisting or
cooperating (providing resources or other assistance). Governmental organizations are
most often in charge of an incident, though in certain circumstances private sector
organizations may be included. Additionally, Non-Governmental Organizations (NGO)
may be included to provide support. All-Hazards: Any incident, natural or human-
caused, that warrants action to protect life, property, environment, public health, or
safety, and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An
agreement entered by and between the State of California, its various departments
and agencies, and the various political subdivisions, municipal corporations, and public
agencies of the State of California to assist each other by providing resources during an
emergency. Mutual Aid occurs when two or more parties agree to furnish resources
and facilities and to render services to each other in response to any type of disaster or
emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a
grouping of State agencies, departments, and other stakeholders with similar functional
activities/responsibilities whose responsibilities lend to improving the state’s ability to
collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly
recover from any emergency. CA-ESFs unify a broad-spectrum of stakeholders with
various capabilities, resources, and authorities to improve collaboration and
coordination for a particular discipline. They also provide a framework for the state
government to support regional and community stakeholder collaboration and
coordination at all levels of government and across overlapping jurisdictional
boundaries.
California Emergency Services Act (ESA): An Act within the California Government
Code to ensure preparations within the state will be adequate to deal with natural,
human-caused, or war-caused emergencies which result in conditions of disaster or in
extreme peril to life, property, and the natural resources of the state, and generally to
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protect the health and safety and preserve the lives and property of the people of the
state.
Catastrophe: Any natural or human-caused incident, including terrorism that results in
extraordinary levels of mass casualties, damage, or disruption severely affecting the
population, infrastructure, environment, economy, national morale, and/or government
functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory,
regulatory, or delegated authority.
Command/Management: Command is responsible for the directing, ordering, and/or
controlling of resources at the field response level. Management is responsible for
overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information
Officer, Safety Officer, and Liaison Officer. They report directly to the Incident
Commander. They may have an assistant or assistants, as needed. These officers are
also found at the EOC levels in SEMS, and they report directly to the EOC Director and
comprise the Management Staff. They may have an assistant or assistants, as needed.
Communications: Process of the transmission of information through verbal, written, or
symbolic means.
Continuity of Government (COG): Activities that address the continuance of
constitutional governance. COG planning aims to preserve and/or reconstitute the
institution of government and ensure that a department or agency’s constitutional,
legislative, and/or administrative responsibilities are maintained. This is accomplished
through succession of leadership, the pre-delegation of emergency authority, and
active command and control during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted, including all levels of
governments, across the private sector and non-governmental organizations as
appropriate, to ensure the continued performance of core capabilities and/or critical
government operations during any potential incident.
Coordination: The process of systematically analyzing a situation, developing
relevant information, and informing appropriate command authority of viable
alternatives for selection of the most effective combination of available resources
to meet specific objectives. The coordination process (which can be either intra- or
inter-agency) does not involve dispatch actions. However, personnel responsible for
coordination may perform command or dispatch functions within the limits
established by specific agency delegations, procedures, legal authority, etc.
Multiagency or interagency coordination is found at all SEMS levels.
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Coordination Center: Term used to describe any facility used for the coordination of
agency or jurisdictional resources in support of one or more incidents.
Corrective Actions: Implementing procedures based on lessons learned from actual
incidents or from training and exercises.
Cost Unit: Functional unit within the Finance/Administration Section responsible for
tracking costs, analyzing cost data, making cost estimates, and recommending
cost-saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the
United States that the incapacity or destruction of such systems and assets would
have a debilitating impact on security, national economic security, national public
health or safety, or any combination of those matters.
Demobilization: The orderly, safe, and efficient return of an incident resource to its
original location and status.
Department Operations Center (DOC): An Emergency Operations Center (EOC),
specific to a single department or agency where the focus is on internal agency
incident management and response. They are often linked to and, in most cases,
are physically represented in a combined agency EOC by authorized agent(s) for
the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss, or
destruction.
Division: The partition of an incident into geographical areas of operation. Divisions
are established when the number of resources exceeds the manageable span of
control of the Operations Section Chief. A Division is located within the ICS
organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning/Intelligence Section
responsible for collecting, distributing, recording, and safeguarding all documents
relevant to an incident or within an EOC.
Emergency: Any incident(s), whether natural or human-caused, that requires responsive
action to protect life or property. Under the Robert T. Stafford Disaster Relief and
Emergency Assistance Act, an emergency means any occasion or instance for which,
in the determination of the President, federal assistance is needed to supplement state
and local efforts and capabilities to save lives, protect property and public health and
safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified
organization that provides form and structure to interstate mutual aid. Through EMAC, a
disaster-affected state can request and receive assistance from other member states
quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
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Emergency Management Community: The stakeholders in emergency response in
California including the residents of California, the private sector and federal, state,
local, and tribal governments.
Emergency Operations Center (EOC): The physical location at which the coordination
of information and resources to support incident management (on-scene operations)
activities normally takes place. An EOC may be a temporary facility or may be located
in a more central or permanently established facility, perhaps at a higher level of
organization within a jurisdiction. EOC may be organized by major functional disciplines
(e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state,
regional, tribal, town/city, county), or some combination thereof.
Emergency Operations Plan (EOP): The ongoing plan maintained by various
jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Response Agency: Any organization responding to an emergency, or
providing mutual aid support to such an organization, whether in the field, at the scene
of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency
response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives,
actions to be taken, assignments, and supporting information for the next operational
period.
Essential Facilities: May include facilities such as law enforcement, fire, emergency
operations centers, schools, medical facilities, and other resources that have a role in
an effective and coordinated emergency response.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of
civilians from dangerous or potentially dangerous areas and their reception and care in
safe areas.
Federal: Of or pertaining to the federal government of the United States of America.
Finance/Administration Section: The section responsible for all administrative and
financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations,
Planning, Logistics and Finance/Administration. The same five functions are also found
at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The
term function is also used when describing the activity involved, (e.g., the planning
function). A sixth function, Intelligence/Investigations, may be established, if required, to
meet emergency management needs.
Group: Established to divide the incident management structure into functional areas
of operation. Groups are composed of resources assembled to perform a special
function not necessarily within a single geographic division. Groups, when activated,
are located between branches and resources in the Operations Section. See Division.
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Hazard: Something that is potentially dangerous or harmful, often the root cause of an
unwanted outcome.
Incident: An occurrence or event, natural or human-caused, which requires a response
to protect life or property. Incidents can, for example, include major disasters,
emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires,
floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes,
hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and
medical emergencies, and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objective
reflecting the overall strategy for managing an incident. It may include the
identification of operational resources and assignments. It may also include
attachments that provide direction and important information for management of the
incident during one or more operational periods. At the SEMS EOC Level, it is called the
EOC Action Plan.
Incident Command: Responsible for overall management of the incident and consists
of the Incident Commander, either single or unified command, and any assigned
supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including
the development of strategies and tactics, and the ordering and the release of
resources. The IC has overall authority and responsibility for conducting incident
operations and is responsible for the management of all incident operations at the
incident site.
Incident Command Post (ICP): The field location where the primary functions are
performed. The ICP may be co-located with the incident base or other incident
facilities.
Incident Command System (ICS): A standardized on-scene emergency management
construct specifically designed to provide for the adoption of an integrated
organizational structure that reflects the complexity and demands of single or multiple
incidents, without being hindered by jurisdictional boundaries. ICS is the combination of
facilities, equipment, personnel, procedures, and communications operating within a
common organizational structure, designed to aid in the management of resources
during incidents. It is used for all kinds of emergencies and is applicable to small as well
as large and complex incidents. ICS is used by various jurisdictions and functional
agencies, both public and private, to organize field-level incident management
operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events;
or illustrates processes that specify the occurrence of an event. May be objective or
subjective and is intended for both internal analysis and external (news media)
application. Information is the “currency” that produces intelligence.
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Intelligence: Product of an analytical process that evaluates information collected from
diverse sources, integrates the relevant information into a cohesive package, and
produces a conclusion or estimate. Information must be real, accurate, and verified
before it becomes intelligence for planning purposes. Intelligence relates to the specific
details involving the activities of an incident or EOC, and current and expected
conditions, and how they affect the actions taken to achieve operational period
objectives. Intelligence is primarily intended for internal use and not for public
dissemination. Intelligence/Investigations: Intelligence gathered within the
Intelligence/Investigations function is information that either leads to the detection,
prevention, apprehension, and prosecution of criminal activities (or the individual(s)
involved) including terrorist incidents or information that leads to determination of the
cause of a given incident (regardless of the source) such as public health events or fires
with unknown origins. This is different from the normal operational and situational
intelligence gathered and reported by the Planning Section.
Joint Information Center (JIC): A facility established to coordinate all incident-related
public information activities. It is the central point of contact for all news media. Public
information officials from all participating agencies should co-locate at the JIC.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an
incident related to their legal responsibilities and authority. Jurisdictional authority at an
incident can be political or geographical (e.g., federal, state, tribal, and local
boundary lines) or functional (e.g., law enforcement, public health).
Key Resources: Any publicly or privately controlled resources essential to the minimal
operations of the economy and government.
Local Government: According to federal code36a county, municipality, city, town,
township, local public authority, school district, special district, intrastate district, council
of governments (regardless of whether the council of governments is incorporated as a
nonprofit corporation under state law), regional or interstate government entity, or
agency or instrumentality of a local government; an Indian tribe or authorized tribal
entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural
community, unincorporated town or village, or other public entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services, and material
support for an incident or EOC activation.
Management Staff: See Command Staff.
Mitigation: Provide a critical foundation in the effort to reduce the loss of life and
property from natural and/or human-caused disasters by avoiding or lessening the
impact of a disaster and providing value to the public by creating safer communities.
Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated
damage. These activities or actions, in most cases, will have a long-term sustained
effect.
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Mobilization: The process and procedures used by all organizations - federal, state,
tribal, and local - for activating, assembling, and transporting all resources that have
been requested to respond to or support an incident.
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or
their appointed representatives, who are authorized to commit agency resources and
funds, are brought together and form MAC Groups. MAC Groups may also be known
as multiagency committees, emergency management committees, or as otherwise
defined. It can provide coordinated decision-making and resource allocation among
cooperating agencies and may establish the priorities among incidents, harmonize
agency policies, and provide strategic guidance and direction to support incident
management activities.
Multiagency Coordination System(s) (MACS): Multiagency coordination systems
provide the architecture to support coordination for incident prioritization, critical
resource allocation, communications systems integration, and information
coordination. The elements of multiagency coordination systems include facilities,
equipment, personnel, procedures, and communications. Two of the most commonly
used elements are EOC and MAC Groups. These systems assist agencies and
organizations responding to an incident. Mutual Aid Agreements and/or Assistance
Agreements: Written or oral agreements between and among agencies/organizations
and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance
in the form of personnel, equipment, materials, and other associated services. The
primary objective is to facilitate rapid, short-term deployment of emergency support
prior to, during, and/or after an incident.
Mutual Aid Coordinator: An individual at the local government, Operational Area,
Region or State Level that is responsible to coordinate the process of requesting,
obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties
will vary depending upon the mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in
the coordination of mutual aid and other emergency operations within a geographical
area of the state, consisting of two or more Operational Areas.
National: Of a nationwide character, including the federal, state, tribal, and local
aspects of governance and policy.
National Incident Management System (NIMS): Provides a systematic, proactive
approach guiding government agencies at all levels, the private sector, and non-
governmental organizations to work seamlessly to prevent, protect against, respond to,
recover from, and mitigate the effects of incidents, regardless of cause, size, location,
or complexity, in order to reduce the loss of life or property and harm to the
environment.
National Response Framework (NRF): A guide to how the nation conducts all-hazards
incident management. Non-governmental Organization (NGO): An entity with an
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association based on the interests of its members, individuals, or institutions. It is not
created by a government, but it may work cooperatively with the government. Such
organizations serve a public purpose, not a private benefit. Examples of NGO include
faith-based charity organizations and the American Red Cross.
Officer: 1) The ICS title for the personnel responsible for the Command Staff
(Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One
who holds an office or post; especially one elected or appointed to a position of
authority or trust in a corporation, government, institution, etc.
Operational Area (OA): An intermediate level of the state emergency organization,
consisting of a county and all other political subdivisions within the geographical
boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions,
as specified in the Incident Action Plan. Operational periods can be of various lengths,
although usually last 12-24 hours.
Operations Section: The section responsible for all tactical incident operations and
implementation of the Incident Action Plan. In ICS, it normally includes subordinate
branches, divisions, and/or groups. At the SEMS EOC levels, the section is responsible for
the coordination of operational activities. The Operations Section at an EOC contains
branches, groups, or units necessary to maintain appropriate span of control.
Organization: Any association or group of persons with like objectives. Examples
include, but are not limited to, governmental departments and agencies, private
sector, and/or non-governmental organizations.
Planning Section: The section responsible for the collection, evaluation, and
dissemination of operational information related to the incident or EOC activities and
for the preparation and documentation of the IAP or EOC action plan, respectively. This
section also maintains information on the current and forecasted situation and on the
status of resources assigned to the incident or EOC activation.
Political Subdivisions: Includes any city, city and county, county, tax or assessment
district, or other legally authorized local governmental entity with jurisdictional
boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping,
exercising, evaluating, and taking corrective action in an effort to ensure effective
coordination during incident response. Within NIMS, preparedness focuses on the
following elements: planning, procedures and protocols, training and exercises,
personnel qualification and certification, and equipment certification.
Prevention: Actions to avoid an incident or to intervene to stop an incident from
occurring. Prevention involves actions to protect lives and property. It involves applying
intelligence and other information to a range of activities that may include such
countermeasures as deterrence operations; heightened inspections; improved
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surveillance and security operations; investigations to determine the full nature and
source of the threat; public health and agricultural surveillance and testing processes;
immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement
operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and
apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental
structure. The private sector includes for-profit and not-for-profit organizations, formal
and informal structures, commerce, and industry.
Protocols: Sets of established guidelines for actions (which may be designated by
individuals, teams, functions, or capabilities) under various specified conditions.
Public Information: Processes, procedures, and systems for communicating timely,
accurate, and accessible information on the incident’s cause, size, and current
situation; resources committed; and other matters of general interest to the public,
responders, and additional stakeholders (both directly affected and indirectly
affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff
at the SEMS EOC Levels) responsible for interfacing with the public and media and/or
with other agencies with incident-related information requirements.
Recovery: The development, coordination, and execution of service- and site-
restoration plans; the reconstitution of government operations and services; individual,
private–sector, non-governmental, and public assistance programs to provide housing
and to promote restoration; long-term care and treatment of affected persons;
additional measures for social, political, environmental, and economic restoration;
evaluation of the incident to identify lessons learned; post-incident reporting; and
development of initiatives to mitigate the effects of future incidents.
Regional Emergency Operations Center (REOC): Facilities found at Cal OES
Administrative Regions. REOC provide centralized coordination of resources among
Operational Areas within their respective regions and between the Operational Areas
and the State Level.
Reimbursement: Provide a mechanism to recoup funds expended for incident-specific
activities.
Resource Management: Efficient emergency management and incident response
requires a system for identifying available resources at all jurisdictional levels to enable
timely and unimpeded access to resources needed to prepare for, respond to, or
recover from an incident. Resource management under NIMS includes mutual aid
agreements and assistance agreements; the use of special federal, state, tribal, and
local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies, and facilities available or
potentially available for assignment to incident operations and for which status is
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maintained. Resources are described by kind and type and may be used in
operational support or supervisory capacities at an incident or at an EOC.
Response: Activities that address the short-term, direct effects of an incident. Response
includes immediate actions to save lives, protect property, and meet basic human
needs. Response also includes the execution of EOP and of mitigation activities
designed to limit the loss of life, personal injury, property damage, and other
unfavorable outcomes. As indicated by the situation, response activities include
applying intelligence and other information to lessen the effects or consequences of an
incident; increased security operations; continuing investigations into nature and source
of the threat; ongoing public health and agricultural surveillance and testing processes;
immunizations, isolation, or quarantine; and specific law enforcement operations aimed
at preempting, interdicting, or disrupting illegal activity, and apprehending actual
perpetrators and bringing them to justice.
Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and
local governments, private sector organizations, critical infrastructure owners, and
operators, NGO and all other organizations and individuals who assume an emergency
management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC
Levels) responsible for monitoring incident operations and advising the IC on all matters
relating to operational safety, including the health and safety of emergency responder
personnel. The Safety Officer may have assistants.
Section: 1) The organizational level having responsibility for a major functional area of
incident or EOC Management, (e.g., Operations, Planning, Logistics,
Finance/Administration) and Intelligence/Investigations (if established). The section is
organizationally situated between the branch and the Incident Command. 2) A
separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of
a chapter. c. A division of law.
Situation Report: Often contains confirmed or verified information regarding the specific
details relating to the incident.
Special District: A unit of local government (other than a city, county, or city and
county) with authority or responsibility to own, operate, and maintain systems,
programs, services, or projects [(as defined in California Code of Regulations (CCR)
Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers
authority established under Section 6500 et. seq. of the California Code of Regulations.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act
(Stafford Act) establishes the programs and processes for the federal government to
provide disaster and emergency assistance to states, local governments, tribal nations,
individuals, and qualified private nonprofit organizations. The provisions of the Stafford
Act cover all hazards including natural disasters and terrorist events. Relevant provisions
of the Stafford Act include a process for Governors to request federal disaster and
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emergency assistance from the President. The President may declare a major disaster
or emergency.
Standard Operating Procedure (SOP): Complete reference document or an operation
manual that provides the purpose, authorities, duration, and details for the preferred
method of performing a single function or several interrelated functions in a uniform
manner.
Standardized Emergency Management System (SEMS): A system required by California
Government Code and established by regulations for managing response to
multiagency and multijurisdictional emergencies in California. SEMS consists of five
organizational levels, which are activated as necessary: Field Response, Local
Government, Operational Area, Region, and State.
Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines
are intended to assist those responsible for planning, implementing, and participating in
SEMS.
Standardized Emergency Management System (SEMS) Regulations: Regulations
establishing the Standardized Emergency Management System (SEMS) based upon the
Incident Command System (ICS) adapted from the system originally developed by the
Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE)
program including those currently in use by State agencies, the Multiagency
Coordination System (MACS) as developed by FIRESCOPE program, the Operational
Area concept, and the Master Mutual Aid Agreement and related mutual aid systems.
Regulations are found at Title XIX. Division 2. Chapter 1, Section 2400 et. seq.
State: When capitalized, refers to any State of the United States, the District of
Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American
Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the
United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296,
116 Stat. 2135 (2002).
State Operations Center (SOC): The SOC is operated by the California Governor’s Office
of Emergency Services at the State Level in SEMS. It is responsible for centralized
coordination of state resources in support of the three Regional Emergency Operations
Centers (REOC). It is also responsible for providing updated situation reports to the
Governor and Legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment, and processes that work in
a coordinated manner to achieve a specific desired output under specific conditions.
Technical Assistance: Support provided to state, tribal, and local jurisdictions when they
have the resources, but lack the complete knowledge and skills needed to perform a
required activity (such as mobile-home park design or hazardous material assessments).
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Technical Specialists: Personnel with special skills that can be used anywhere within the
SEMS organization. No minimum qualifications are prescribed, as technical specialists
normally perform the same duties during an incident that they perform in their everyday
jobs and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that
involves an act dangerous to human life or potentially destructive of critical
infrastructure or key resources; is a violation of the criminal laws of the United States or
of any state or other subdivision of the United States in which it occurs; and is intended
to intimidate or coerce the civilian population, or influence or affect the conduct of a
government by mass destruction, assassination, or kidnapping. See Section 2 (15),
Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of
tasks, such as information systems, agreements, doctrine, capabilities, and legislative
authorities.
Unified Command: An ICS application used when more than one agency has incident
jurisdiction or when incidents cross political jurisdictions. Agencies work together through
the designated members of the UC, often the senior person from agencies and/or
disciplines participating in the UC, to establish a common set of objectives and
strategies and a single IAP.
Unit: The organizational element with functional responsibility for a specific incident
planning, logistics, or finance/administration activity.
Vital Records: The essential agency records needed to meet operational responsibilities
under national security emergencies or other emergency or disaster conditions
(emergency operating records), or to protect the legal and financial rights of the
Government and those affected by Government activities (legal and financial rights
records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform
services by the lead agency (which has authority to accept volunteer services) when
the individual performs services without promise, expectation, or receipt of
compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
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EMERGENCY
OPERATIONS
PLAN
PART 2: EOC MANAGEMENT
The EOC Management guide will assist the
EOC with inter-agency coordination and
executive decision-making in support of
incident response and recovery operations.
Town of Truckee
February 2024
EOP Part 2 EOC Management
1
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EOP Part 2 EOC Management
2
EMERGENCY OPERATIONS PLAN
PART 2: EOC MANAGEMENT
February 2024
PREPARED FOR PREPARED BY
Town of Truckee
Office of Emergency Services
10183 Truckee Airport Rd
Truckee, CA 96161
https://www.truckeepolice.com/disaster-
preparedness/
Project Manager/Lead Facilitator:
Brenna Howell
Contact: brenna@brennahowell.com
EOP Part 2 EOC Management
3
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EOP Part 2 EOC Management
4
Table of Contents
Table of Contents .................................................................................................................... 4
1 EOC Activation ..................................................................................................................... 8
1.1 EOC Purpose ...................................................................................................................... 8
1.2 EOC Facilities ...................................................................................................................... 8
1.2.1 Main EOC facility ..................................................................................................... 8
1.2.2 Alternate EOC facility .............................................................................................10
1.2.3 Initial Response ........................................................................................................11
1.2.3 Levels of EOC Activation ........................................................................................12
1.3 EOC Notification/Personnel Recall ..................................................................................14
2 EOC Operations ...................................................................................................................16
2.1 Summary of EOC Operations ...........................................................................................16
2.2 Emergency Operation Center Protocols ........................................................................16
2.3 Management Organization .............................................................................................17
2.4 Resource Management ...................................................................................................18
2.5 EOC Information Management ......................................................................................18
2.6 EOC Action Planning ........................................................................................................20
2.7 EOC Coordination ............................................................................................................20
2.7.1 Field Responders .....................................................................................................21
2.7.2 Operational Area ....................................................................................................21
2.7.3 Private and Volunteer Agencies ...........................................................................21
2.7.4 Special Districts ........................................................................................................22
2.7.5 Region Emergency Operations Center ................................................................22
2.7.6 State & Federal Field Response .............................................................................22
3 EOC Position JobAids ..........................................................................................................23
3.1 Management Section ......................................................................................................26
JobAid: EOC Director ......................................................................................................28
JobAid: EOC Coordinator ...............................................................................................36
JobAid: Legal Officer ......................................................................................................42
JobAid: Liaison Officer ....................................................................................................46
JobAid: Public Information Officer .................................................................................53
JobAid: Safety Officer .....................................................................................................59
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3.2 Operations Section ...........................................................................................................63
JobAid: Operations Chief/Coordinator .........................................................................64
JobAid: Fire Branch .........................................................................................................72
JobAid: Law Branch ........................................................................................................78
JobAid: Care & Shelter Branch .......................................................................................84
JobAid: Construction & Engineering Branch .................................................................90
JobAid: Damage & Safety Assessment Unit ..................................................................96
JobAid: Debris Management Unit ................................................................................ 102
JobAid: Public Works Unit .............................................................................................. 106
JobAid: Utilities Unit ........................................................................................................ 110
3.3 Planning & Intelligence Section ..................................................................................... 114
JobAid: Planning & Intelligence Chief/Coordinator ................................................... 115
JobAid: Action Planning Unit ........................................................................................ 123
JobAid: Situation Analysis Unit ...................................................................................... 127
JobAid: Documentation Unit ........................................................................................ 133
JobAid: Advance Planning Unit ................................................................................... 139
JobAid: Resource Status/Tracking Unit ........................................................................ 145
JobAid: Demobilization Unit .......................................................................................... 149
JobAid: Technical Specialist Unit .................................................................................. 153
JobAid: Access and Functional Needs (AFN) Specialist ............................................ 157
JobAid: Geographic Information Systems (GIS) Specialist ......................................... 162
JobAid: Social Media Specialist ................................................................................... 168
3.4 Logistics Section .............................................................................................................. 172
JobAid: Logistics Chief/Coordinator ............................................................................ 174
JobAid: Communications & IT Unit ............................................................................... 180
JobAid: Transportation Unit ........................................................................................... 185
JobAid: Personnel Unit ................................................................................................... 189
JobAid: EMMA Coordinator .......................................................................................... 196
JobAid: Supply & Procurement Unit ............................................................................. 200
JobAid: Facilities Unit ..................................................................................................... 206
JobAid: Food Unit .......................................................................................................... 212
JobAid: Donations Management Unit ......................................................................... 217
JobAid: Volunteer Coordination Unit ........................................................................... 221
EOP Part 2 EOC Management
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3.5 Finance/Administration Section .................................................................................... 225
JobAid: Finance & Administration Chief/Coordinator ............................................... 226
JobAid: Time Keeping Unit ............................................................................................ 233
JobAid: Compensation & Claims Unit.......................................................................... 237
JobAid: Purchasing Unit ................................................................................................ 242
JobAid: Recovery Unit ................................................................................................... 249
4 EOC Forms & Tools ............................................................................................................. 255
4.1 EOC Action Planning ...................................................................................................... 255
4.1.1 Common Operating Picture Guidance .............................................................. 255
4.1.2 Planning P .............................................................................................................. 257
4.1.3 Planning P Meeting Agendas .............................................................................. 258
4.1.4 EOC Action Plan ................................................................................................... 266
4.1.5 EOC Forms ............................................................................................................. 280
4.1.6 EOC Reports .......................................................................................................... 282
4.1.7 EOC Plans .............................................................................................................. 284
4.1.8 EOC Guides ........................................................................................................... 284
5 Appendix A - Resources .................................................................................................... 286
6 Appendix B - Contact List ................................................................................................. 288
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1 EOC Activation
1.1 EOC Purpose
The Town EOC is a central location from which the Town can provide inter-agency
coordination and executive decision-making support of incident response and
recovery operations. The purpose of the EOC is to provide a centralized location where
public safety, emergency response, and support agencies coordinate planning,
preparedness, and response activities. The EOC does not command or control on-
scene response efforts, but does carry out the coordination functions through:
1. Collecting, evaluating and disseminating incident information.
2. Analyzing jurisdictional impacts and setting priority actions; and
3. Managing requests, procurement, and utilization of resources.
The decisions made through the EOC are designed to be broad in scope and offer
general guidance on priorities. Information is disseminated through the EOC Director
and tactical decisions are coordinated from field response personnel. The EOC serves
as a coordinated link between Elected Officials of each jurisdiction and the field
personnel coordinating the execution of event priorities.
1.2 EOC Facilities
1.2.1 Main EOC facility
Table 1: EOC Information provides location and logistics data useful for activating the
EOC. Figure 1: EOC Area Map shows the EOC location and the surrounding area.
Address 10183 Truckee Airport Rd (Town Hall)
Phone Number (530) 550-2335
Parking Town Hall Parking Lot
Directions Town Hall is located at the corner of
Truckee Airport Rd and Soaring Wy.
Best access is from I-80 to SR-267 to
Soaring Wy. The EOC is located on the
2nd floor on the north side of the
building.
Table 1: EOC Information
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Figure 1: EOC Area Map
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1.2.2 Alternate EOC facility
Table 2: Alternate EOC Information provides location and logistics data useful for
activating the EOC. Figure 2: Alternate EOC Area Map shows the EOC location and the
surrounding area.
Address 10969 Stevens Ln (Corp Yard)
Phone Number (530) 550-2335
Parking Parking will be designated on site
Directions From Truckee Wy, take Stockrest Springs
and then turn on Stevens Ln (past the
USFS building).
Table 2: Alternate EOC Information
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Figure 2: Alternate EOC Area Map
1.2.3 Initial Response
Initial field response operations will be accomplished by the appropriate Town
departments, member jurisdictions, volunteer agencies, and segments of the private
sector. During initial response operations, field responders will place emphasis on saving
lives, property, and the environment, controlling the situation, and minimizing the
EOP Part 2 EOC Management
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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 Town 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 Town Emergency Operations Plan, or the Emergency Operations
Center, be activated to support the field operations.
Field Reports. A field report is provided by the incident responders and includes
information concerning the nature, severity, and extent of the situation. The information
will be used to assess the extent of the disaster/event and determine the appropriate
level of response for the Town.
1.2.3 Levels of EOC Activation
The Town EOC may be activated as needed to support Town emergency operations.
The EOC may be activated by one of the following:
• Town Manager
• Police Chief
• Emergency Services Manager
• Designated Alternate
• Upon the request of the Field Incident Commander
The Town has developed EOC activation criteria that include conditions based on a
hazard analysis as well as regulatory requirements. The goal is a rapid EOC activation
when it is needed.
Three levels of activation have been identified that will provide EOC staffing
commensurate with the coordination needs of varying emergency situations. Table 3:
EOC Activation Criteria, contains the activation criteria for the Town EOC.
EOP Part 2 EOC Management
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Activation
Level Detail Event
or Situation
Minimum
Staffing
Three
low
Level Three is a minimum
activation. This level may
be used for situations
which initially only require
a few people
• Events with potential impacts
on the health & safety of the
public and/or environment
• Expected extreme weather
including Particular
Dangerous Scenarios (PDS)
Red Flag Warnings, or Blizzard
Warnings)
• Incident involving 2 or more
Town departments
• Medium Risk Special Event
• PSOM / PSPS or large-scale
unplanned power outage
• Hazardous materials requiring
evacuations within Town limits
1. EOC Director
2. Other Designees
(Such as Section
Coordinators or
Public
Information
Officer)
Two
medium
Level Two activation is
normally achieved as an
increase from Level Three
or a decrease from Level
One. This activation level
is used for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing
• Two or more large incidents
involving 2 or more Town
departments and 1 or more
Special Districts
• High Risk Special Event
• Hazardous Material Incident
within Town limits involving
large scale or possible large-
scale evacuations or
environmental threats
• Any event or situation
increasing in complexity from
Level 3 requiring additional
resources
• Any event or situation
decreasing in complexity or
resource needs from Level 1
1. EOC Director
2. Section
Coordinators as
appropriate
3. Branches & Units
as appropriate
4. Request Agency
Representatives
from Special
Districts as
appropriate
5. Public
Information
Officer
One
high
Level One activation
involves a complete & full
activation of all
organizational elements &
staffing. Level One would
be the initial activation for
any major emergency
requiring acute County or
State help.
• Major County/Town or
Regional emergency involving
multiple Town departments or
Special Districts with heavy
resource involvement
1. All EOC as
appropriate
Table 3: EOC Activation Criteria
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1.3 EOC Notification/Personnel Recall
If EOC activation is required, the Town Emergency Services Manager or their designee
will notify those personnel based on the staffing needs. Once the staffing needs are
determined, directions and notifications will be sent out. If the primary EOC is not
available or is inaccessible, the alternate EOC will be activated.
The Town’s EOC staff are those personnel who are part of each SEMS function in the
Emergency Operations Center, as well as other technical support employees of the
Town. All of those staff are selected and trained by the Emergency Services Manager.
The EOC team is activated when an emergency or disaster affects the Town and poses
a major threat to life, property, and/or the environment.
The Town’s Emergency Service Coordinator maintains the list of EOC personnel. When
there is a need to activate the EOC, personnel are recalled by those noted below and
will only be implemented when directed by one of the following Town employees:
• Town Manager
• Police Chief
• Emergency Services Manager
• Designated Alternate
• Upon the request of the Field Incident Commander and approval of the Town
Manager or Police Chief
Notification Implementation: Once EOC activation is requested and properly
authorized, notifications and alerts begin with the Emergency Services Manager (or
their designee) who will notify the Town Manager and Chief of Police. If the Town
Manager cannot be reached, other designees will be contacted until someone is
reached to assume the EOC Director position.
The On-Duty Watch Commander will provide the EOC 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 the On-Duty Watch
Commander, the EOC Director will determine what level of staffing will be
implemented, including what sections of the Town’s EOC will be activated and
requested to respond.
Additionally, the Town Manager, when appropriate, will personally contact and inform
the Town Council of the situation. The Emergency Services Manager may notify the
Operational Area (Nevada County OES) of the EOC activation.
Recall Personnel: When notified of an Emergency Recall, personnel should notify their
families, retrieve their emergency operations go bag, and report to the designated
Town Emergency Operations Center. Personnel should be prepared for a lengthy stay,
which will be dependent upon the nature of the disaster and its expected duration.
EOP Part 2 EOC Management
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The Emergency Services Manager, in cooperation with each department head, will
assign two (2) people for each key position in the EOC Command and General Staffs. It
is also the Emergency Services Manager’s responsibility to ensure that all designated
personnel have knowledge and training in their EOC assigned job functions.
EOP Part 2 EOC Management
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2 EOC Operations
2.1 Summary of EOC Operations
The Standard Emergency Management System (SEMS) is state law, and under SEMS
regulations, the Town falls under Local Government, one of the five SEMS levels.
As Local Government, the Town is an intermediate level of the state's emergency
services organization that encompasses the Town and all political subdivisions. The Town
manages and coordinates information, resources and priorities within its boundaries,
and serves as the coordination and communication link between the Field Level and
the Operational Area.
The Town as the Local Government level of SEMS is responsible to do the following:
• Establish coordination and communications with Incident Commanders either;
• Through department operations centers to the EOC, when activated or,
• Directly to the EOC, when activated
• Use existing mutual aid systems for coordinating fire and law enforcement
resources. Note that the Town’s role as the local government does not change
the coordination of discipline-specific resources, such as fire, law, and
medical/health, through their established mutual aid systems
• Establish coordination and communications between the local government EOC
when activated, and any federal, state or local emergency response agency
having jurisdiction at an incident within the local government's boundaries.
• Use multi-agency or inter-agency coordination to facilitate decisions for overall
local government level emergency response activities
2.2 Emergency Operation Center Protocols
An EOC provides a central location of authority and information and allows for face-to-
face coordination among personnel who must make emergency decisions. The
following functions are performed in the Town EOC:
• Managing and coordinating emergency operations
• Receiving and disseminating warning information
• Developing emergency policies and procedures
• Collecting intelligence from, and disseminating information to, the various EOC
representatives, and, as appropriate, to County/Operational Area, State and
Federal agencies or if activated Emergency Operation Centers
• Preparing intelligence/information summaries, situation reports, operational
reports, and other reports as required
• Maintaining general and specific maps, information display boards, and other
data pertaining to emergency operations
EOP Part 2 EOC Management
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• Continuing analysis and evaluation of all data pertaining to emergency
operations
• Controlling and coordinating, within established policy, the operational and
logistical support of departmental resources committed to the emergency
• Maintaining contact and coordination with support DOCs and the Operational
Area EOC
• Providing emergency information and instructions to the public, making official
releases to the news media and the scheduling of press conferences, as
necessary
Departments with critical response functions may also activate their Department
Operation Centers (DOC) that act as conduits of information between field operations
and the EOC.
2.3 Management Organization
The SEMS regulation requires local governments to provide for five functions:
management, operations, planning/intelligence, logistics, and finance/administration.
These functions, as seen in Table 4: SEMS Functions are the basis for structuring the Town
EOC organization.
Primary SEMS Function Role of Local Government Level
Management
Responsible for overall emergency policy and coordination
through joint efforts of governmental agencies and private
organizations
Operations
Responsible for coordinating all jurisdictional operations in support
of the emergency response through implementation of the local
government’s action plan.
Planning/Intelligence
Responsible for collecting, evaluating, and disseminating
information; developing the local government action plan in
coordination with other functions; and maintaining
documentation.
Logistics Responsible for providing facilities, services, personnel, equipment,
and materials.
Finance/Administration
Responsible for financial activities and other administrative
aspects, including documenting all costs and expenditures
associated with a declared disaster.
Table 4: SEMS Functions
The organizational structure for the Town EOC provides for:
• Representatives from the Operational Area
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• Mutual Aid Coordinators or their representatives from discipline-specific mutual
aid systems
• Coordinators for other major functions needed for mutual aid and inter-
jurisdictional coordination
• Representatives from other agencies, community-based organizations, private
sector, and volunteer service programs to function as liaison between their
organizations and the Town EOC
• Other functions as needed to carry out the local government responsibilities of
the lead agency
2.4 Resource Management
Resource requests from the field and Town departments and requests to the
operational area level 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 local coordinator to
Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator.
• All other resource requests will be made through appropriate branches in the
Operations Section who will then initiate the resource request through the
Logistics Section at each level with emphasis on the need for lateral
coordination with other EOC functions.
Resource requests from field and Town departments will be coordinated within the
Town EOC to determine if the resource is available within Town supplies. Available
resources will be allocated as they are available.
If requests for a specific resource exceed the supply, the available resources will be
allocated by the Operations Section consistent with priorities established through the
action planning process. The EOC Management Staff is responsible for ensuring that
priorities are followed.
Resources not available within the Town will be requested through the Operational
Area (Nevada County OES) level. Resource requests should be coordinated internally
at the Town/local government level before being placed to the Operational Area level.
Functional coordinators in Operations and Logistics are responsible for tracking resource
requests.
2.5 EOC Information Management
Within the Town EOC, the EOC Forms will be used to provide written communications
between the Sections, Branches and Units. Each Section, Branch and Unit will use these
forms to order disaster/event related resources and to record information to be
transmitted to other Sections/Branches/Units. This system provides an audit trail of all
EOP Part 2 EOC Management
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pertinent information necessary to document the actions taken by the Town during the
response to a disaster, rather than every word uttered between the various EOC Staff.
EOC Forms 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. Town EOC Forms and other pertinent documents
and templates are located in the Form and Tools section of this plan.
Acting as the Local Government, the Town coordinates emergency activities within its
boundaries, augmenting, not replacing, any member jurisdiction’s emergency
operations. It also serves as the communications link between the field and the
Operational Area. It provides a single point of contact for information on the
emergency situation, as well as resource needs and priorities.
Transmission of information to the Operational Area Emergency Operations Center will
be accomplished electronically via the Town’s EOC Forms.
Critical information from the Town to the Operational Area EOC will be submitted via
email on a Preliminary Report, Situation Summary, Status Report, and a Flash Report.
Preliminary Report. The Preliminary Report form will be used by the Town to transmit
information to the Operational Area Emergency Operations Center during the first two
hours after an event.
Situation Summary. 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.
Status Report. 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 State together.
Flash Report. The Flash Report is used to transmit vital and/or time-sensitive information
between the State and County/Operational Area 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 Local Coordinator to
Operational Area Mutual Aid Coordinator to the Regional Mutual Aid
Coordinator.
• All other resource requests will be made through the operations and logistics
functions at each level.
Resource requests from jurisdictions within the Town will be coordinated to determine if
the resource is available from other departments or other sources within the Town.
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
EOP Part 2 EOC Management
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communicate and coordinate with each other to maintain current status on resource
requests and allocations within the disaster area.
Resource requests to the Operational Area are usually submitted through hard copy
Town EOC forms via email. Available resources will be allocated to the requesting local
government. If requests for a specific resource exceed the supply, the available
resources will be allocated consistent with the priorities established through the action
planning process. The Section Chiefs of the Operational Area 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 Inland Region EOC. Resource requests should be
coordinated internally at the Operational Area level before being forwarded to the
regional level. The Resource Status Unit Leader in the Logistics Section, in coordination
with various Operations Branches, is responsible for tracking resource requests.
2.6 EOC Action Planning
The use of action plans in the Town EOC ensures 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 which document the priorities and objectives, and the tasks and personnel
assignments associated with meeting the objectives
The action planning process should involve the EOC Director and Section Chiefs along
with other EOC staff, as needed, such as special districts, and other agency
representatives.
The Planning Section is responsible for facilitating the action planning meeting and
completing and distributing the action plan. Action plans are developed for a specified
operational period, which may range from a few hours to 24 hours. The operational
period is determined by first establishing a set of priority actions that need to be
performed. A reasonable time frame is then established for accomplishing those
actions.
The action plans need not be complex but should be sufficiently detailed to guide EOC
elements in implementing the priority actions. Guidelines for developing action plans
and an action plan format are contained in the Forms and Tools section.
2.7 EOC Coordination
Inter-agency coordination inside and outside the EOC is important for:
EOP Part 2 EOC Management
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• Establishing overall priorities
• Allocating critical resources
• Development of strategies for handling multi-agency and multi-jurisdictional
response problems
• Sharing information
• Facilitating communications
Inter-agency coordination is an integral part of the functioning of a Town EOC. The EOC
is staffed by representatives from the departments and agencies working together to
coordinate the Town’s emergency response. Agency representatives from local
governments including special districts, community-based organizations active in
disaster (COAD) and private organizations, may also participate with EOC functional
elements in coordinating the Town response effort. Coordination with agencies not
represented in the EOC may be accomplished through telecommunications, satellite,
or other electronic means.
2.7.1 Field Responders
Town EOC communications and coordination must be established with Town field
responders who are responding to the emergency. The Incident Commander(s)
operating in the field will report directly to the Operations Section Chief in the Town
EOC via cell or radio communications.
2.7.2 Operational Area
During EOC activation, direct communications and coordination may be established
with the Operational Area and any Operational Area member jurisdictions, specifically
is emergency incident falls between the Town limits and a neighbor jurisdiction. 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 and neighboring Town EOCs will occur
along functional lines.
Whenever feasible, an agency representative from the Town should report to the
Operational Area EOC, when the Town EOC has been activated. The Town
representatives will ensure that adequate coordination and information exchange
arrangements are made with the Operational Area.
2.7.3 Private and Volunteer Agencies
Coordination of response activities with many non-governmental agencies may occur,
primarily at the field level. However, the Town EOC will establish coordination with
private and volunteer agencies that have multi-jurisdictional or Town-wide response
roles. The agencies that play key roles in the response should have representatives at
the Town EOC.
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Coordination with volunteer and private agencies that do not have representatives in
the EOC may be accomplished through telecommunications.
2.7.4 Special Districts
The emergency response role of special districts is generally focused on their normal
services or functional area of responsibility. Ideally, the special district involved in the
emergency response will have a representative at the Town 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 EOC
will be responsible for establishing communications and coordination with the special
district.
2.7.5 Cal-OES Inland Region Staff
Direct coordination and communications with the Cal-OES Inland Region staff is
essential. There is one primary method and one alternate method for the Operational
Area to coordinate with the Region Staff
• Primary Method – Cal-OES sends a field representative to the Operational Area
• Alternate Method - The Operational Area and Cal-OES staff coordinate through
various telecommunications systems
Coordination and communications between the County EOC and the Region staff will
occur between the five SEMS functions. Direct coordination and communications will
also be established between the Operational Area Mutual Aid Coordinators, who are
located in the County EOC, and the Region's Mutual Aid Coordinator, who are located
in the State's Inland Region 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.
2.7.6 State & Federal Field Response
There are some instances where a state or federal agency will be part of a field
response in the county. State agency field response may result of a flood fight effort, oil
spill, hazardous materials accident or other hazard scenarios. Federal field response
could result from the same scenarios or a military aircraft accident, where the federal
military authorities are the Incident Commander.
When a state agency or federal agency is involved in field operations, coordination will
be established with the Town 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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3 EOC Position JobAids
The following pages contain functional descriptions and jobaids for each position in the
Town EOC. Figure 4: EOC Organization Chart below, provides an overview of the Town’s
EOC organization.
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3.1 Management Section
Figure 5: EOC Management Section
This section contains functional section and position descriptions, responsibilities, and
jobaids for personnel assigned to the Management Section of the Town EOC. Jobaids
describe the minimum actions that should be accomplished by personnel assigned to
functional positions within the section.
Section Overview:
• The Management Section is responsible for overall emergency policy and
coordination.
Section Responsibilities Include:
• Overall management and coordination of emergency response and recovery
operations
• Oversee and manage all Sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local government,
private and volunteer entities
• Establish priorities and resolve demand conflicts
• Prepare and disseminate emergency public information, other essential
information and data about impacts and damage
Figure 5: EOC Management Section, above, shows all of the positions that are part of
the EOC Management Section.
EOC Director
Public
Information
EOC
Coordinator
Legal Officer Liaison
Officer
Safety Officer Private Sector
Coordinator
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EOP Part 2 EOC Management
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JobAid: EOC Director
POSITION
OVERVIEW
• Overall responsibility and authority for the operation of the EOC.
• Will assure EOC is staffed and operated at a level commensurate with
the emergency.
REPORT
TO TOWN COUNCIL or DESIGNEE
TO ME GENERAL STAFF
• Operations Section
Chief/Coordinator
• Planning/Intelligence Chief
Section Coordinator
• Logistics Section
Chief/Coordinator
• Finance/Administration Section
Chief/ Coordinator
MANAGEMENT STAFF
• EOC Coordinator
• Public Information Officer
• Liaison Officer/Agency
Representative
• Safety Officer
• Legal Officer
• Private Sector Coordinator
PLANS
& REPORTS
EOC ACTION PLAN | REVIEW + APPROVAL
ADVANCE PLAN(S) | REVIEW + APPROVAL
DEMOBILIZATION PLAN | REVIEW + APPROVAL
PRESS RELEASES | REVIEW + APPROVAL
REPORTS | REVIEW + APPROVAL
FORMS
& GUIDES
• POSITION JOBAID
• ALL ICS FORMS (IF USING)
• EOC-225 FOR PD
CREDENTIALING
• PROCLAMATION
RESOLUTION
GUIDE
• PLANNING “P”
• RECOVERY PLAN/PROJECT
MANAGEMENT
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
EOC-225 to CALOES | credentialcoord@caloes.ca.gov
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Establish appropriate EOC staffing level
• Continuously monitor organizational effectiveness and make
appropriate changes
Exercise overall management responsibility for the coordination between
emergency response agencies in the jurisdiction.
• Alongside General Staff, set jurisdictional priorities for response.
• Ensure all department/agency actions support established EOC
priorities.
Ensure that inter-agency coordination is accomplished effectively.
ACTIVATION
Determine appropriate level of activation based on known situation
Mobilize/Recall appropriate personnel to the EOC for initial activation.
Respond immediately to EOC site and determine operational status.
• Obtain briefing from available sources.
• Ensure that EOC is properly set up and ready for operations.
• Ensure that EOC check-in procedure is established
(FORM | EOC-211, FORM | EOC-205A)
Ensure that EOC organization and staffing chart is posted and completed
(FORM | EOC-207)
Determine needed EOC sections, assign Section Chief/Coordinators and
ensure sections are adequately staffed.
Operations Section Chief/Coordinator
Logistics Section Chief/Coordinator
Planning/Intelligence Section Chief/Coordinator
Finance/Administration Section Chief/Coordinator
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Determine needed Management Staff positions and ensure they are filled
as soon as possible.
EOC Coordinator
Public Information Officer
Rumor Control Coordinator
Liaison Officer
Agency Representative
Safety Officer
Ensure telephone and/or radio communications with other EOCs/DOCs is
established and functioning.
Schedule the initial EOC Action Planning Meeting
(FORM | EOC-230)
Alongside General Staff, determine what representation is needed at the
EOC from other emergency response agencies.
Assign a liaison officer to coordinate outside agency response to the EOC,
and if needed, assist in establishing an Inter-Agency Coordination Group.
RESPONSE
Monitor general staff activities to ensure appropriate actions are being
taken.
Alongside Public Information Officer, conduct news conferences and
review media releases for final approval. Follow established procedure for
public information.
(FORM | PRESS RELEASE)
Ensure Liaison Officer is providing and maintaining effective inter-agency
coordination.
Based on status reports, establish initial strategic objectives for the EOC.
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Alongside Management Staff, prepare EOC objectives for the initial Action
Planning Meeting.
(FORM | EOC-202)
(GUIDE | PLANNING “P” GUIDE)
• Convene Initial Action Planning meeting.
• Ensure that all Section Chief/Coordinators, Management Staff, and
key agency representatives are in attendance.
• Ensure appropriate Action Planning procedures are followed.
(GUIDE | PLANNING “P” GUIDE)
• Ensure meeting is facilitated appropriately by the
Planning/Intelligence Section,
and consensus among EOC Coordinator, PIO, and Section
Chiefs/Coordinators on objectives for forthcoming operational period.
Assess the situation, define problems, set priorities, and
establish strategic and SMART objectives for the
response/recovery period
Determine the Operational Period time frame (i.e., 6-, 8- or
12-hour shifts)
Review and identify the need for additional staffing and/or
other resources
When Action Plan is completed by the Planning/Intelligence Section,
review, approve and authorize its distribution and implementation.
(FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 PLAN | EOC ACTION PLAN)
Conduct periodic briefings with general staff to ensure strategic
objectives are current and appropriate.
Conduct periodic briefings for elected officials or their representatives.
(FORM | EOC-209 REPORT | SITUATION STATUS)
If appropriate, issue an Emergency Proclamation, and coordinate local
government proclamations with other emergency response agencies.
(FORM | PROCLAMATION RESOLUTION)
SHIFT CHANGE/TRANSFER OF DUTIES
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Provide turnover briefing to position replacement.
• Provide details regarding ongoing activities and planned activities to
be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Ensure next shift’s staff are accounted for
Ensure the safety and well-being of staff being dismissed for the
operational period
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Authorize demobilization of sections, branches and units when they are
no longer required informally or via a plan.
(PLAN | DEMOBILIZATION PLAN)
Notify higher level EOCs and other appropriate organizations of planned
demobilization, as appropriate.
Ensure that open actions not completed will be handled after
demobilization.
Ensure that all required forms or reports are completed prior to
demobilization.
Prepare to provide input to the after-action report.
Proclaim termination of the emergency response and proceed with
recovery operations.
TERMINATION
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Alongside Public Information Officer, make emergency termination
notifications to Town Council, Response Partners, Community and OP
Area.
Provides a final emergency briefing of the event to EOC personnel to
include:
Date/time of termination.
Requests all documentation developed during the event
response.
Instructions for support of recovery operations or assembly
of the final report.
Time and date of formal debrief to identify issues, lessons
learned, and corrective actions.
Instructions for resumption of normal operations.
Determine if a formal Recovery Plan is required based on a review of the
technical criteria by:
Length and resources required for investigating and fact-finding
activities.
Assessment of property damage efforts require substantial and
prolonged coordination and communications with off-site
governments, agencies, and/or response organizations.
Number of personal injuries or illnesses requiring protracted
follow-up treatment, analysis, and public information.
• Supervise the transition of the EOC from response to recovery
operations, as necessary.
• Appoint a recovery manager; the recovery manager will establish a
recovery organization and recovery plan.
(GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
• Proclaim EOC Deactivate.
• Approve deactivation of other emergency facilities that were opened
because of the emergency.
Assists with recovery objectives, as requested for Recovery Plan.
(GUIDE | RECOVERY PLAN/PROJECT MANAGEMENT)
Turn over command to Recovery Manager.
Schedule Incident Debriefing.
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Assists with the development of a Final AAR.
• Approved final AAR
(REPORT | LOCAL GOVERNMENT AFTER ACTION
REPORT)
Turns in completed job aids, forms, and notes to Documentation Unit.
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
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Name: Forwarding
Phone #: _______________________
Date: Time: ______________am / pm
PAGE IS INTENTIONALLY BLANK
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JobAid: EOC Coordinator
POSITION
OVERVIEW
• The EOC Coordinator assists and serves as an advisor to the Emergency
Director and General Staff as needed
• Oversees the overall functioning of the emergency operations center
REPORT TO EOC DIRECTOR
PLANS
& REPORTS
• ALL PLANS
• ALL REPORTS
FORMS
& GUIDES
FORMS
• ALL
• POSITION JOBAID
• EOC-225 FOR PD CREDENTIALING
GUIDES
• ALL
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Facilitate the overall functioning of the EOC.
• Assist and serve as an advisor to the EOC Director and General Staff
as needed.
• Provide information and guidance related to the internal functions of
the EOC.
• Ensure compliance with operational area emergency plans and
procedures.
Assist the Liaison Officer in ensuring proper procedures are in place for
directing agency representatives and conducting VIP/visitor tours of the
EOC.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Assist the EOC Director in determining appropriate staffing for the EOC.
(FORM | EOC-207)
Provide assistance and information regarding section staffing to all
general staff.
RESPONSE
Assist the EOC Director and the General Staff in developing overall
strategic objectives as well as section objectives for the EOC Action Plan.
(FORM | EOC-202)
(GUIDE | PLANNING “P” GUIDE)
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Advise the EOC Director on proper procedures for enacting emergency
proclamations, emergency ordinances and resolutions, and other legal
requirements.
(FORM | PROCLAMATION RESOLUTION)
(GUIDE | LEGAL AUTHORITIES)
Assist the Planning/Intelligence Section in the development, continuous
updating, and execution of the EOC Action Plan.
(PLAN | EOC ACTION PLAN)
(GUIDE | PLANNING “P” GUIDE)
Provide overall procedural guidance to General Staff as required.
Provide general advice and guidance to the EOC Director as required.
Ensure that all appropriate notifications are made to same and one level
higher EOCs.
Ensure that all communications with appropriate emergency response
agencies is established and maintained.
Assist the EOC Director in preparing for and conducting briefings with
Management Staff, the agency or jurisdiction policy groups, the media,
and the public.
(REPORT | EOC-209) or (REPORT | SITUATION STATUS)
(FORM | PRESS RELEASE)
Assist the Liaison Officer with coordination of all EOC visits.
Aid with shift change activity as required.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
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(FORM | EOC-211, FORM | EOC-205A)
TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
Complete all required forms, reports, and other documentation. Provide
all completed documentation to the Documentation Unit, prior to your
departure.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
EOP Part 2 EOC Management
41
Name: Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
42
JobAid: Legal Officer
POSITION
OVERVIEW
• Provides legal counsel to the Emergency Services Director / EOC Director
and all Town / Agency Staff in legal matters pertaining to emergency
response and recovery.
• Assists in the preparation of proclamations, ordinances, and other legal
documents; and maintains the Town’s / Agency’s legal records and
reports.
REPORT TO EOC DIRECTOR
PLANS
& REPORTS
SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE FOR
DEVELOPMENT.
FORMS &
GUIDE
FORM
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• PROCLAMATION RESOLUTION
GUIDE
• LEGAL AUTHORITIES
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
43
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Advises the Multi-Agency Coordination/Policy Group and/or EOC Director,
and the Management and General Staff, as needed, on the legality and/or
legal implications of contemplated emergency actions and policies
(Reference the California Emergency Services Act, Stafford Act, etc., as
necessary).
Establishes areas of legal responsibility and/or potential liabilities.
As needed, prepares documents relative to evacuations, curfews, and
demolition of hazardous structures or conditions.
Develops emergency rules, regulations and laws required for acquisition
and/or control of critical resources.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available/appropriate
personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Obtain assistance for position through the Personnel Unit in Logistics, as
required.
RESPONSE
Assist as necessary with Emergency Proclamation Resolution Process and
Forms.
(FORM | PROCLAMATION RESOLUTION)
EOP Part 2 EOC Management
44
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide technical knowledge of jurisdictional authorities.
(GUIDE | LEGAL AUTHORITIES)
Develops emergency rules, regulations and laws required for acquisition
and/or control of critical resources.
Prepares documents relative to evacuations, curfews, and demolition of
hazardous structures or conditions.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Release agency representatives that are no longer required in the
EOC when authorized by the EOC Director.
• Ensure that you collect any documentation from them that would be
relevant for after-action report.
Complete all required forms, reports, and other documentation. Provide
all completed documentation to the Documentation Unit, prior to your
departure.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
45
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
EOP Part 2 EOC Management
46
Date: Time: ________________am / pm
JobAid: Liaison Officer
POSITION
OVERVIEW
• Responsible for serving as the point of contact to all internal and external
individuals, organizations, agencies and customers
• Oversee all special events, dignitary visits and field liaison positions
REPORT TO EOC DIRECTOR
PLANS
& REPORTS
SHARES WITH RELEVANT STAKEHOLDERS. NOT RESPONSIBLE FOR
DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
47
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Oversee all liaison activities, including coordinating outside agency
representatives assigned to the EOC.
• Handle requests from other EOCs for EOC agency representatives.
Establish and maintain a central location for incoming agency
representatives, providing workspace and support as needed.
Ensuring that position specific guidelines, policy directives, situation
reports, and a copy of the EOC Action Plan is provided to Agency
Representatives upon check-in.
In conjunction with the EOC Coordinator, provide orientations for VIPs
and other visitors to the EOC.
Ensuring that demobilization is accomplished when directed by the EOC
Director.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available/appropriate
personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Obtain assistance for position through the Personnel Unit in Logistics, as
required.
RESPONSE
EOP Part 2 EOC Management
48
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Contact Agency Representatives already on-site, ensuring that they:
Have signed into the EOC
Understand their role in the EOC
Know their work locations
Understand the EOC organization and floor plan.
Determine if additional representation is required from:
Community based organizations
Private organizations
Utilities not already represented
Other agencies
Alongside EOC Director and EOC Coordinator, establish and maintain
Interagency Coordination Group made up of outside agency
representatives and executives not assigned to specific sections within
the EOC.
• Assist the EOC Director and EOC Coordinator in conducting regular
briefings for the Inter-Agency Coordination Group.
• Assist with distribution of the current EOC Action Plan and Situation
Report.
(PLAN | EOC ACTION PLAN)
(FORM | EOC-209) or (REPORT | SITUATION STATUS)
Request that Agency Representatives maintain communications with their
agencies and obtain situation status reports regularly.
With the approval of the EOC Director, provide agency representatives
from the EOC to other EOCs as required and requested.
• Maintain active roster of agency representatives located at the EOC
• Roster should be distributed internally on a regular basis.
o (FORM | EOC-211 JUST FOR AGENCY REPRESENTATIVES)
o (FORM | EOC-205A JUST FOR AGENCY
REPRESENTATIVES)
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
EOP Part 2 EOC Management
49
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Release agency representatives that are no longer required in the
EOC when authorized by the EOC Director.
• Ensure that you collect any documentation from them that would be
relevant for after-action report.
Complete all required forms, reports, and other documentation. Provide
all completed documentation to the Documentation Unit, prior to your
departure.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
TERMINATION
Provide Public Information officer with agency roster for final termination
notification
(FORM | EOC-211 JUST FOR AGENCY REPRESENTATIVES)
EOP Part 2 EOC Management
50
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
EOP Part 2 EOC Management
51
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
52
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
53
JobAid: Public Information Officer
POSITION
OVERVIEW Responsible for providing news and information on the emergency/disaster
to the media, the public, all departments and required agencies.
REPORT TO EOC DIRECTOR
PLANS
& REPORTS
PRESS RELEASES | DEVELOPS
FORMS
& GUIDES
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• MEDIA CALL
• PUBLIC CALL
• DISASTER ASSISTANCE DIRECTORY
• PRESS RELEASE
• MEDIA BRIEFING SCHEDULE
• EOC-225 FOR PD CREDENTIALING
GUIDE
• MEDIA CENTER/JOINT INFORMATION CENTER
• EMERGECY ALERT SYSTEM NOTIFICATION
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
54
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Serve as the central coordination point for the agency or jurisdiction for
all media releases.
Ensure that the public within the affected area receives complete,
accurate, and consistent information about life safety procedures, public
health advisories, relief and assistance programs and other vital
information.
Coordinate media releases with Public Information Officers at incidents or
representing other affected emergency response agencies as required.
Develop the format for press conferences, in conjunction with the EOC
Director.
Maintaining a positive relationship with the media representatives.
Supervising the Public Information Branch.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Determine staffing requirements and make required personnel
assignments for the Public Information function to the Personnel Unit in
Logistics, as required.
RESPONSE
Obtain policy guidance from the EOC Director regarding press releases.
EOP Part 2 EOC Management
55
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• 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.
Coordinate with the Situation Analysis Unit and identify the method for
obtaining and verifying significant information as it is developed.
Develop and publish a media-briefing schedule, to include location,
format, and preparation and distribution of handout materials.
(FORM | MEDIA BRIEFING SCHEDULE)
Implement and maintain an overall information release program.
Establish a Media or Joint Information Center, as required, providing
necessary space, materials, telephones, and electrical power.
(GUIDE | MEDIA CENTER/JOINT INFORMATION CENTER)
• Maintain up-to-date status boards and other references at the Media
or Joint Information Center.
• Provide adequate staff to answer questions from members of the
media.
Interact with other EOC PIOs and obtain information relative to public
information operations.
Develop content for state Emergency Alert System (EAS) releases if
available. Monitor EAS releases as necessary.
(GUIDE | EMERGENCY ALERT SYSTEM NOTIFICATIONS)
In coordination with other EOC sections and as approved by the EOC
Director, issue timely and consistent advisories and instructions for life
safety, health, and assistance for the public.
• At the request of the EOC Director, prepare media briefings and press
releases for members of the agencies or jurisdiction policy groups.
• Provide other assistance as necessary to facilitate their participation
in media briefings and press conferences.
(FORM | PRESS RELEASE)
Ensure that a rumor control function is established to correct false or
erroneous information.
Ensure that adequate staff is available at incident sites to coordinate and
conduct tours of the affected areas.
EOP Part 2 EOC Management
56
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide appropriate staffing and telephones to efficiently handle
incoming media and public calls.
(FORM | MEDIA CALL)
(FORM | PUBLIC CALL)
Prepare, update, and distribute to the public a Disaster Assistance
Information Directory, which contains locations to obtain food, shelter,
supplies, health services, etc.
(FORM | DISASTER ASSISTANCE DIRECTORY)
Ensure that announcements, emergency information and materials are
translated and prepared for special populations (non-English speaking,
hearing impaired etc.).
Monitor broadcast media, using information to develop follow-up press
releases and rumor control.
(FORM | PRESS RELEASE)
Ensure that file copies are maintained of all information released.
Provide copies of all press releases to the EOC Director for approval.
(FORM | USE CURRENT PRESS RELEASES)
Prepare final press releases and advise media representatives of points-
of-contact for follow-up stories.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
EOP Part 2 EOC Management
57
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Complete all required forms, reports, and other documentation. Provide
all completed documentation to the Documentation Unit, prior to your
departure.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
TERMINATION
Alongside EOC Director and Liaison Officer, make emergency termination
notifications to Town Council, Response Partners, Community and OP
Area.
EOP Part 2 EOC Management
58
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
EOP Part 2 EOC Management
59
Date: Time: ________________am / pm
JobAid: Safety Officer
POSITION
OVERVIEW
• Responsible for identifying and mitigating safety hazards and situations
of potential Town / Agency liability during EOC operations.
• Ensuring that all facilities used in support of EOC operations have safe
operating conditions (building, parking lots, etc.)
REPORT
TO
EOC DIRECTOR
PLANS
& REPORTS
EOC ACTION PLAN | PROVIDES INPUT
ADVANCE PLANS + REPORTS (DEMO, RECOVERY ETC.) |
PROVIDES INPUT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-208 SAFETY MESSAGE
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
60
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that all buildings and other facilities used in support of the EOC are
in a safe operating condition.
Monitor operational procedures and activities in the EOC to ensure they
are being conducted in a safe manner, considering the existing situation
and conditions.
Stop or modify all unsafe operations outside the scope of the EOC Action
Plan, notifying the EOC Director of actions taken.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available/appropriate
personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
• Tour the entire EOC facility and evaluate conditions.
• Advise the EOC Director of any conditions and actions that might
result in liability, (unsafe layout or equipment set-up, etc.)
Study the EOC facility and document the locations of all fire extinguishers,
emergency pull stations, and evacuation routes and exits.
(FORM | EOC-215a)
Be familiar with particularly hazardous conditions in the facility; act when
necessary.
Prepare and present safety briefings for the EOC Director and General
Staff at appropriate meetings.
(FORM | EOC-208)
EOP Part 2 EOC Management
61
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
If the event that caused activation was an earthquake, provide guidance
regarding actions to be taken in preparation for aftershocks.
Ensure that the EOC facility is free from any environmental threats - e.g.,
radiation exposure, air purity, water quality, etc.
Keep the EOC Director advised of unsafe conditions; act when necessary.
Coordinate with the Finance/Administration Section in preparing any
personnel injury claims or records necessary for proper case evaluation
and closure.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
Complete all required forms, reports, and other documentation. Provide
all completed documentation to the Documentation Unit, prior to your
departure.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
62
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
63
3.2 Operations Section
Figure 6: EOC Operations Section
This section contains functional section and position descriptions, responsibilities, and
jobaids for personnel assigned to the Operations Section of the Town EOC. Jobaids
describe the minimum actions that should be accomplished by personnel assigned to
functional positions within the section.
Section Overview:
• The Operations Section is primarily responsible for managing the operations of
various response elements involved in the disaster/emergency
Section Responsibilities Include:
• Fire: Fire/Rescue, Hazardous Materials, Emergency Medical Services,
Environmental Preservation
• Law: Coroner, Law Enforcement, Investigations, Security
• Care & Shelter: Care and Shelter
• Public Works: Street, Traffic, Utilities, Solid Waste, Wastewater, Parking, Facility
and Vehicle Maintenance
• Construction & Engineering: Building Safety, Building Damage, and Safe Access
Figure 6: EOC Operations Section, above, shows all the positions that are part of the
EOC Operations Section.
Operations Chief|Coordinator
Fire Branch Law Branch Care & Shelter Branch
Construction & Engineering Branch
Damage|Safety Assessment Unit
Debris Management Unit
Public Works Unit
Utilities Unit
EOP Part 2 EOC Management
64
JobAid: Operations Chief/Coordinator
POSITION
OVERVIEW
Responsible for the management and coordination of all EOC related
operational functions. The Operations Section Coordinator will ensure,
based on the emergency, that all necessary operational functions have been
activated and are appropriately staffed
REPORT TO MANAGEMENT | EOC DIRECTOR
TO ME STAFF
• Fire Branch
• Law Branch
• Medical/Health Branch
• Care & Shelter Branch
• Construction & Engineering
Branch
• Debris Management Unit
• Public Works Unit
• Utilities Unit
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORTS
FORMS
• POSITION JOBAID
• RESOURCE REQUEST
• EOC-205A
COMMUNICATION LIST
• EOC-209 INCIDENT STATUS
SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE
REQUEST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE
PLANNING WORKSHEET
• EOC-225 FOR PD
CREDENTIALING
REPORT
• AGRICULTURAL STATUS
• ENERGY STATUS
• FIREFIGHTING STATUS
• HAZMAT STATUS
• MASS CARE STATUS
• PUBLIC SAFETY STATUS
• PUBLIC WORKS STATUS
• SEARCH & RESCUE STATUS
• TRANSPORTATION STATUS
• UTILITY STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
65
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that the Operations Function is carried out including coordination
of activities for all operational functions assigned to the EOC.
Ensure that operational objectives and assignments identified in the EOC
Action Plan are carried out effectively.
Establish the appropriate level of branch and unit organizations within the
Operations Section, continuously monitoring the effectiveness and
modifying accordingly.
Exercise overall responsibility for the coordination of Branch and Unit
activities within the Operations Section.
(FORM | EOC-215)
Ensure that the Planning/Intelligence Section is provided with Status
Reports and Major Incident Reports.
Conduct periodic Operations briefings for the EOC Director as required or
requested.
Supervise the Operations Section.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
Ensure that the Operations Section is set up properly and that
appropriate personnel, equipment, and supplies are in place, including
maps and status boards.
EOP Part 2 EOC Management
66
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Meet with Planning/Intelligence Section Coordinator; obtain a preliminary
situation briefing.
Based on the situation, activate positions/branch within the section as
needed:
Fire Branch
Law Branch
Medical/Health Branch
Care & Shelter Branch
Construction & Engineering Branch
Damage/Safety Assessment
Debris Management Unit
Public Works Unit
Utilities Unit
Determine if there are mutual aid requests for these functional areas.
Initiate coordination with appropriate mutual aid systems as required.
Request additional personnel for the section as necessary for 24-hour
operation.
• Obtain a current communications status briefing from the
Communications Branch Coordinator in Logistics.
• Ensure that there is adequate equipment and radio frequencies
available as necessary for the section.
Determine estimated times of arrival of section staff from the Personnel
Branch in Logistics.
Confer with the EOC Director to ensure that the Planning/Intelligence and
Logistics Sections are staffed at levels necessary to provide adequate
information and support for operations.
Coordinate with the Liaison Officer regarding the need for Agency
Representatives in the Operations Section.
Coordinate with the Planning/Intelligence Section Coordinator to
determine the need for any Technical Specialists.
Establish radio or phone communications with Department Operations
Centers (DOCs), and/or with Incident Commander(s) as directed and
coordinate accordingly.
EOP Part 2 EOC Management
67
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Determine activation status of other EOCs in the Operational Area or
adjacent areas and establish communication links with their Operations
Sections if necessary.
Based on the situation known or forecasted, determine likely future
needs of the Operations Section.
Identify key issues currently affecting the Operations Section; meet with
section personnel and determine appropriate section objectives for the
first operational period.
Review responsibilities of branches in section; develop an Operations Plan
detailing strategy for carrying out Operations objectives.
Adopt a pro-active attitude. Think ahead and anticipate situations and
problems before they occur.
RESPONSE
Ensure Operations Section position logs and other necessary files are
maintained.
Ensure that situation and resources information is provided to the
Planning/Intelligence Section on a regular basis or as the situation
requires, including Status Reports and Major Incident Reports.
(FORM | EOC-209 OR OPTIONS BELOW)
(REPORT | AGRICULTURAL STATUS)
(REPORT | COMMUNICATION STATUS)
(REPORT | ENERGY STATUS)
(REPORT | FIREFIGHTING STATUS)
(REPORT | HAZMAT STATUS)
(REPORT | MASS CARE STATUS)
(REPORT | PUBLIC SAFETY STATUS)
(REPORT | PUBLIC WORKS STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | TRANSPORTATION STATUS)
(REPORT | UTILITY STATUS)
Ensure that all media contacts are referred to the Public Information
Officer.
Conduct periodic briefings and work to reach consensus among staff on
objectives and work assignments for forthcoming operational periods.
(FORM | EOC-215)
EOP Part 2 EOC Management
68
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Attend and participate in EOC Director's Action Planning meetings.
Provide the Planning/Intelligence Section Coordinator with the
Operations Section's objectives prior to each Action Planning meeting.
Work closely with each Branch Coordinator to ensure that the Operations
Section objectives, as defined in the current Action Plan, are being
addressed.
Ensure that the branches coordinate all resource needs through the
Logistics Section.
(FORM | RESOURCE REQUEST EOC-213)
Ensure that intelligence information from Branch Coordinators is made
available to the Planning/ Intelligence Section in a timely manner.
Ensure that fiscal and administrative requirements are coordinated
through the Finance/ Administration Section (notification of emergency
expenditures and daily time sheets).
Brief the EOC Director on all major incidents.
Complete a Major Incident Report for all major incidents; forward a copy
to the Planning/ Intelligence Section.
Brief Branch Coordinators periodically on any updated information you
may have received.
Share status information with other sections as appropriate.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
EOP Part 2 EOC Management
69
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
70
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
EOP Part 2 EOC Management
71
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
72
JobAid: Fire Branch
POSITION
OVERVIEW
Responsible for coordinating personnel, equipment and resources
committed to fire, field medical, search and rescue, and hazardous materials
elements of the incident.
REPORT
TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORTS
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• FIRE DEPLOYED RESOURCES
REPORTS
• FIREFIGHTING STATUS
• SEARCH & RESCUE STATUS
• HAZMAT STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
73
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate fire, emergency medical, hazardous materials, and urban
search and rescue operations in the jurisdictional area.
Assist Fire & Rescue Mutual Aid System Coordinator in acquiring mutual
aid resources, as necessary.
Coordinate the mobilization and transportation of all resources through
the Logistics Section.
Complete and maintain status reports for major incidents requiring or
potentially requiring operational area, state and federal response, and
maintains status of unassigned fire & rescue resources.
Coordinate with the Law Enforcement Branch Coordinator on jurisdiction
Search & Rescue activities.
Implement the objectives of the EOC Action Plan assigned to the Fire &
Rescue Branch.
Supervise the Fire & Rescue Branch.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Based on the situation, activate the necessary Units within the Fire &
Rescue Branch:
• Fire & Rescue Unit
• Emergency Medical Unit
• HazMat Unit
EOP Part 2 EOC Management
74
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
If the mutual aid system is activated, coordinate use of fire resources with
the Operational Area Fire & Rescue Mutual Aid Coordinator.
(FORM | FIRE DEPLOYED RESOURCES)
Prepare and submit a preliminary status report and major incident
reports as appropriate to the Operations Section Coordinator.
(REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
Prepare objectives for the Fire & Rescue Branch; provide them to the
Operations Section Coordinator prior to the first Action Planning meeting.
RESPONSE
Ensure that Branch and Unit position logs and other necessary files are
maintained.
Obtain and maintain current status on Fire & Rescue missions being
conducted in the jurisdictional area.
Provide the Operations Section Coordinator and the Planning/Intelligence
Section with an overall summary of Fire & Rescue Branch operations
periodically or as requested during the operational period.
(FORM | EOC-209) OR
(REPORT | FIREFIGHTING STATUS)
(REPORT | SEARCH & RESCUE STATUS)
(REPORT | HAZMAT STATUS)
On a regular basis, complete and maintain the Fire & Rescue Status
Report.
Refer all contacts with the media to the Public Information Branch.
Ensure that all fiscal and administrative requirements are coordinated
through the Finance/ Administration Section (notification of any
emergency expenditures and daily time sheets).
Prepare objectives for the Fire & Rescue Branch for the subsequent
operational period; provide them to the Operations Section Coordinator
prior to the end of the shift and the next Action Planning meeting.
Provide your relief with a briefing at shift change; inform him/her of all on
going activities, branch objectives for the next operational period, and
any other pertinent information.
EOP Part 2 EOC Management
75
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
76
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
77
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
78
JobAid: Law Branch
POSITION
OVERVIEW
Responsible for coordinating personnel, equipment and resources
committed to fire, field medical, search and rescue, and hazardous materials
elements of the incident
REPORT
TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• PUBLIS SAFETY STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
79
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate movement and evacuation operations during an emergency.
Alert and notify the public of the impending or existing emergency.
Coordinate law enforcement, search and rescue, and traffic control
operations during the emergency.
Coordinate site security at incidents.
Coordinate with the Law Enforcement Branch Coordinator on jurisdiction
Search & Rescue activities.
Coordinate Law Enforcement Mutual Aid requests from emergency
response agencies through the Law Enforcement Mutual Aid Coordinator
at the Operational Area EOC.
Supervise the Law Enforcement Branch.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Based on the situation, activate the necessary Units within the Law
Enforcement Branch:
• Law Enforcement Operations Unit
• Coroner/Fatalities Management Unit
• Search and Rescue Unit
EOP Part 2 EOC Management
80
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Contact and assist the Operational Area EOC Law Enforcement and
Coroner's Mutual Aid Coordinators as required or requested.
Based on the initial EOC strategic objectives, prepare objectives for the
Law Enforcement Branch and provide them to the Operations Section
Coordinator prior to the first Action Planning meeting.
RESPONSE
Ensure that Branch and Unit position logs and other necessary files are
maintained.
Maintain status on Law Enforcement missions being conducted.
Provide the Operations Section Coordinator and the Planning/Intelligence
Section with an overall summary of Law Enforcement Branch operations
periodically or as requested during the operational period.
(REPORT | PUBLIC SAFETY STATUS)
On a regular basis, complete and maintain the Law Enforcement Status
Report.
Refer all contacts with the media to the Public Information Branch.
Ensure that all fiscal and administrative requirements are coordinated
through the Finance/ Administration Section (notification of any
emergency expenditures and daily time sheets).
Prepare objectives for the Law Enforcement Branch for the subsequent
Operational period; provide them to the Operations Section Coordinator
prior to the end of the shift and the next Action Planning Meeting.
Provide your relief with a briefing at shift change, informing him/her of all
ongoing activities, branch objectives for the next operational period, and
any other pertinent information.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
EOP Part 2 EOC Management
81
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
82
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
EOP Part 2 EOC Management
83
Date: Time: ________________am / pm
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
84
JobAid: Care & Shelter Branch
POSITION
OVERVIEW
Responsible for opening and operating evacuation centers and mass care
facilities in the Town until, and if, the American Red Cross assumes
responsibility; coordinating efforts with the American Red Cross and other
volunteer agencies; and supporting the Personnel Unit in the care and
sheltering of employees and their families
REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• MASS CARE STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
85
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate directly with the American Red Cross and other volunteer
agencies to provide food, potable water, clothing, shelter and other basic
needs as required to disaster victims.
Assist the American Red Cross with inquiries and registration services to
reunite families or respond to inquiries from relatives or friends.
Assist the American Red Cross with the transition from mass care to
separate family/individual housing.
Supervise the Care & Shelter Unit.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
• Coordinate with the Liaison Officer to request an Agency
Representative from the American Red Cross.
• Work with the Agency Representative to coordinate all shelter and
congregate care activity.
Establish communications with other volunteer agencies to provide
clothing and other basic life sustaining needs.
Ensure that each activated shelter meets the requirements as described
under the Americans With Disabilities Act.
EOP Part 2 EOC Management
86
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Assist the American Red Cross in staffing and managing the shelters to the
extent possible.
In coordination with the American Red Cross, activate an inquiry registry
service to reunite families and respond to inquiries from relatives or
friends.
Assist the American Red Cross with the transition from operating shelters
for displaced persons to separate family/individual housing.
Complete and maintain the Care and Shelter Status Report Form.
(REPORT | MASS CARE STATUS)
Refer all contacts with the media to the Public Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
EOP Part 2 EOC Management
87
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
88
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
89
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
90
JobAid: Construction & Engineering Branch
POSITION
OVERVIEW
Supports emergency response operations under the Operations Section and
provides guidance for initial size-up, rapid needs, and preliminary disaster
safety reports on the areas affected, damaged, and destroyed during an
emergency event
REPORT TO OPERATIONS | CHIEF/COORDINATOR
TO ME • Damage/Safety Assessment Unit
• Debris Management Unit
• Public Works Unit
• Utilities Unit
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORTS
FORMS
• POSITION JOBAID
• EOC-205A
COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD
CREDENTIALING
• WINDSHIELD SURVEY
• INITIAL DAMAGE ESTIMATE
REPORTS
• PUBLIC WORKS &
ENGINEERING STATUS
• ENERGY STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
91
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Survey all utility systems, and restore systems that have been disrupted,
including coordinating with utility service providers in the restoration of
disrupted services.
Survey all public and private facilities, assessing the damage to such
facilities, and coordinating the repair of damage to public facilities.
Survey all other infrastructure systems, such as streets and roads within
the jurisdictional area.
Assist other sections, branches, and units as needed.
Supervise the Construction/Engineering Branch.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over jobaid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
Based on the situation, activate the necessary Units within the
Construction & Engineering Branch:
• Utilities Unit
• Public Works Unit
• Damage/Safety Assessment Unit
Contact and assist the Operational Area Public Works Mutual Aid
Coordinator with the coordination of mutual aid resources as necessary.
Provide an initial situation report to the Operations Section Coordinator.
(REPORT | PUBLIC WORKS & ENGINEERING STATUS)
EOP Part 2 EOC Management
92
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Based on the initial EOC strategic objectives, prepare objectives for
the Construction/ Engineering Branch.
• Provide them to the Operations Section Coordinator prior to the first
Action Planning meeting.
RESPONSE
Ensure that Branch and Unit position logs and other necessary files are
maintained.
Maintain current status on all construction/engineering activities being
conducted.
Ensure that damage and safety assessments are being carried out for
both public and private facilities.
(FORM | WINDSHIELD SURVEY)
Request mutual aid as required through the Operational Area Public
Works Mutual Aid Coordinator.
Determine and document the status of transportation routes into and
within affected areas.
Coordinate debris removal services as required.
Provide the Operations Section Coordinator and the Planning/Intelligence
Section with an overall summary of Construction/Engineering Branch
activities periodically during the operational period or as requested.
(REPORT | PUBLIC WORKS & ENGINEERING STATUS)
Ensure that all Utilities and Construction/Engineering Status Reports, as
well as the Initial Damage Estimation are completed and maintained.
(REPORT | PUBLIC WORKS & ENGINEERING STATUS)
(REPORT | ENERGY STATUS)
(FORM | INITIAL DAMAGE ESTIMATE)
Refer all contacts with the media to the Public Information Branch.
Ensure that all fiscal and administrative requirements are coordinated
through the Finance/ Administration Section (notification of any
emergency expenditures and daily time sheets).
• Prepare objectives for the Construction/Engineering Branch for the
subsequent operations period.
• Provide them to the Operations Section Coordinator prior to the end
of the shift and the next Action Planning meeting.
EOP Part 2 EOC Management
93
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide your relief with a briefing at shift change, informing him/her of all
ongoing activities, branch objectives for the next operational period, and
any other pertinent information.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
94
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
95
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
96
JobAid: Damage & Safety Assessment Unit
POSITION
OVERVIEW
Provides communication with the field level and/or coordinates the Initial
Damage Estimate (IDEs); coordinates with public and private sector
representatives to identify damages
REPORT
TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• INITIAL DAMAGE ESTIMATE
• WINDSHIELD SURVEY
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
97
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Collect initial damage/safety assessment information from other
branches/units within the Operations Section.
If the emergency is storm, flood, or earthquake related, ensure that
inspection teams have been dispatched to assess the condition of the
dam.
Provide detailed damage/safety assessment information to the
Planning/Intelligence Section, with associated loss damage estimates.
Maintain detailed records on damaged areas and structures.
Initiate requests for Engineers, to inspect structures and/or facilities.
Supervise the Damage/Safety Assessment Unit.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Obtain initial damage/safety assessment information from Fire & Rescue
Branch, Law Enforcement Branch, Utilities Unit and other branches/units
as necessary.
Coordinate with the American Red Cross, utility service providers, and
other sources for additional damage/safety assessment information.
EOP Part 2 EOC Management
98
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Prepare detailed damage/safety assessment information, including
estimate of value of the losses, and provide to the Planning/Intelligence
Section.
(FORM | INITIAL DAMAGE ESTIMATE)
(FORM | WIND SHIELD SURVEY)
Clearly label each structure and/or facility inspected in accordance with
ATC-20 standards and guidelines.
Maintain a list of structures and facilities requiring immediate inspection
or engineering assessment.
Initiate all requests for engineers and building inspectors through the
Operational Area EOC.
Keep the Construction/Engineering Branch Coordinator informed of the
inspection and engineering assessment status.
Refer all contacts with the media to the Public Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
EOP Part 2 EOC Management
99
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
100
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
101
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
102
JobAid: Debris Management Unit
POSITION
OVERVIEW Responsible for debris management and removal.
REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
103
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Develops and coordinates a response plan for debris management and
removal.
Identifies and coordinates debris management and removal criteria to
facilitate the FEMA eligibility.
Coordinates procurement and contracts with Logistics and Finance and
Administration.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Implementing jurisdiction-specific Debris Management Plan.
Keep the section informed on the status of debris management.
Refer all contacts with the media to the Public Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
EOP Part 2 EOC Management
104
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
105
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
106
JobAid: Public Works Unit
POSITION
OVERVIEW Evaluates and assesses the safety and condition of roadways, bridges, and
other public works infrastructure.
REPORT
TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS &
REPORTS
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• PUBLIC WORKS STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
107
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Assist other Operation Section Branches by providing construction
equipment and operators as necessary.
Provide heavy equipment assistance to the Damage/Safety Assessment
Unit as required.
Provide emergency construction and repair to damaged roadways. Assist
with the repair of utility systems as required.
Providing flood-fighting assistance, such as sandbagging, rerouting
waterways away from populated areas, and river, creek, or streambed
debris clearance.
Supervise the Public Works Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Ensure that appropriate staff are available to assist other emergency
responders with the operation of heavy equipment, in coordination with
the Logistics Section.
Ensure that engineering staff are available to assist the Damage/Safety
Assessment Unit in inspecting damaged structures and facilities.
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
As requested, direct staff to provide flood fighting assistance, clear debris
from roadways and water ways, assist with utility restoration, and build
temporary emergency structures as required.
Work closely with the Logistics Section to provide support and materiel as
required.
Keep the Construction/Engineering Branch Coordinator informed of unit
status.
(REPORT | PUBLIC WORKS STATUS)
Refer all contacts with the media to the Public Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
EOP Part 2 EOC Management
110
Date: Time: ________________am / pm
JobAid: Utilities Unit
POSITION
OVERVIEW
Coordinates with public and private utilities, including electric, gas, water,
waste, and telephone to receive an assessment of the systems, and
coordinates with utility companies to develop a restoration plan
REPORT TO OPERATIONS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• UTILITY STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Assess the status of utilities, provide Utility Status Reports as required.
Coordinate restoration of damaged utilities with utility representatives in
the EOC if present, or directly with Utility companies.
Supervise the Utilities Unit.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over jobaid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Establish and maintain communications with the utility providers.
Determine the extent of damage to utility systems.
Coordinate with the Liaison Officer to ensure that agency representatives
from affected utilities are available to respond to the EOC.
Ensure that all information on system outages is consolidated and
provided to the Situation Analysis Unit in the Planning/Intelligence
Section.
Ensure that support to utility providers is available as necessary to
facilitate restoration of damaged systems.
EOP Part 2 EOC Management
112
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Keep the Health & Welfare Branch Coordinator informed of any damage
to sewer and sanitation systems, as well as possible water contamination
problems.
Keep the Construction/Engineering Branch Coordinator informed of the
restoration status.
Complete and maintain the Utilities Status Report.
(REPORT | UTILITY STATUS)
Refer all contacts with the media to the Public Information Officer.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
113
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
114
3.3 Planning & Intelligence Section
Figure 7: EOC Planning & Intelligence Section
This section contains functional section and position descriptions, responsibilities, and
jobaids for personnel assigned to the Planning & Intelligence Section of the Town EOC.
Jobaids describe the minimum actions that should be accomplished by personnel
assigned to functional positions within the section.
Section Overview:
• The Planning & Intelligence Section is primarily responsible for compiling,
assembling, and reporting all safety/damage assessment information
Section Responsibilities Include:
• Collect, evaluate, analyze, display, and disseminate incident information and
status of all assigned and available resources
• Functions as the primary support for decision-making to the overall emergency
organization
• Provides anticipatory appraisals and develops plans necessary to cope with
changing events
Figure 7: EOC Planning & Intelligence Section, above, shows all the positions that are
part of the EOC Planning & Intelligence Section.
Planning & Intelligence
Chief|Coordinator
Action Planning Unit Situation Analysis Unit Documentation Unit Advanced Planning Unit Resources Status|Tracking Unit Demobilization Unit Technical Specialists Unit
EOP Part 2 EOC Management
115
JobAid: Planning & Intelligence Chief/Coordinator
POSITION
OVERVIEW
Responsible for managing the collection, documentation, evaluation,
forecasting, dissemination and use of information about the development of
the incident and status of resources
REPORT TO MANAGEMENT | EOC DIRECTOR
TO ME STAFF
• Situation Analysis Unit
• Documentation Unit
• Advanced Planning Unit
• Resource Status/Tracking Unit
• Demobilization Unit
Technical Specialist
• AFN Specialist
• GIS Specialist
• Social Media Specialist
PLANS &
REPORTS
EOC ACTION PLAN | OVERSEE DEVELOPMENT
ADVANCE PLANS | OVERSEE DEVELOPMENT
OPERATION SECTION REPORTS | OVERSEES COMPLITATION &
DISTRIBUTION
LOCAL GOVERNMENT AFTER ACTION REPORT | SUPPORTS
DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-201 INCIDENT BRIEFING
• EOC-202 INCIDENT
OBJECTIVES
• EOC-205A
COMMUNICATION LIST
• EOC-207 ORGANIZATION
CHART
• EOC-209 INCIDENT STATUS
SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE
PLANNING WORKSHEET
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD
CREDENTIALING
• EOC-230 DAILY MEETING
SCHEDULE
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
116
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Establish the appropriate level of staffing and organization for the Section.
Exercise overall responsibility for the coordination of unit activities within
the section.
Supervise the Planning/Intelligence Section.
Ensure that the following responsibilities of the Section are addressed as
required:
• Collect, analyze, and display situation information
• Prepare periodic Situation Report
• Preparing and distributing the EOC Action Plan and facilitating the
Action Planning meeting
• Conducting Advance Planning activities and report
• Providing technical support services to the various EOC sections and
branches, and documenting and maintaining files on all EOC activities
In coordination with the other Section Coordinators, ensure that Status
Reports are completed and utilized as a basis for Situation Analysis
Reports, and the EOC Action Plan.
Keep the EOC Director informed of significant issues affecting the P&I
Section
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
EOP Part 2 EOC Management
117
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
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 positions/unit within the section as
needed:
Situation Analysis Unit
Documentation Unit
Advanced Planning Unit
Action Planning Unit
Resource Status/Tracking Unit
Demobilization Unit
Technical Specialists
AFN Specialist
GIS Specialist
Social Media Specialist
Request additional personnel for the section as necessary to maintain a
24-hour operation.
• Establish contact with the Operational Area EOC when activated.
• Coordinate Situation Analysis Reports with their Planning/Intelligence
Section.
o (FORM | EOC-209 REPORT | SITUATION STATUS)
Meet with Operations Section Coordinator; obtain and review any major
incident reports.
(REPORT |OPS ________ STATUS REPORT)
Review responsibilities of units in the section; develop plans for carrying
out all responsibilities.
• Make a list of key issues to be addressed by Planning/Intelligence, in
consultation with section staff.
• Identify objectives to be accomplished during the initial Operational
Period.
o (FORM | EOC-202)
Keep the EOC Director informed of significant events.
EOP Part 2 EOC Management
118
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Adopt a proactive attitude, thinking ahead and anticipating situations and
problems before they occur.
RESPONSE
Ensure that Planning/Intelligence Section position logs and other
necessary files are maintained.
Ensure that The Situation Analysis Unit is maintaining current information
for the situation analysis report.
Ensure that major incidents reports, and status reports are completed by
the Operations Section and are accessible by Planning/Intelligence.
Ensure that a situation analysis report is produced and distributed to EOC
Sections and the Operational Area EOC at least once, prior to the end of
the operational period.
(FORM | EOC-209 REPORT | SITUATION STATUS)
Ensure that all status boards and other displays are kept current and that
posted information is neat and legible.
Ensure that the Public Information Branch has immediate and unlimited
access to all status reports and displays.
Conduct periodic briefings with section staff and work to reach consensus
among staff on section objectives for forthcoming operational periods.
(FORM | EOC-201)
Facilitate the EOC Director's Action Planning meetings approximately two
hours before the end of each operational period.
(FORM | EOC-230)
Ensure that objectives for each section are completed, collected and
posted in preparation for the next Action Planning meeting.
Ensure that the EOC Action Plan is completed and distributed prior to the
start of the next operational period.
(FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 PLAN | EOC ACTION PLAN)
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.
EOP Part 2 EOC Management
119
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that the Advance Planning Unit develops and distributes a report
which highlights forecasted events or conditions likely to occur beyond
the forthcoming operational period; particularly those situations which
may influence the overall strategic objectives of the EOC.
(PLAN | ADVANCE PLAN)
Ensure that the Documentation Unit maintains files on all EOC activities
and provides reproduction and archiving services for the EOC, as
required.
Provide technical specialists to all EOC sections as required.
Ensure that fiscal and administrative requirements are coordinated
through the Finance/ Administration Section.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
EOP Part 2 EOC Management
120
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input and/or facilitate the after-action report.
(REPORT | LOCAL GOVERNMENT AFTER ACTION
REPORT)
EOP Part 2 EOC Management
121
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
122
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
123
JobAid: Action Planning Unit
POSITION
OVERVIEW Responsible for driving the EOC Action Planning process and supporting the
development of the EOC Action Plan.
REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | DRIVE, DEVELOP, REVIEW OR PUT TOGETHER
ADVANCE PLANS | DEVELOP OR PUT TOGETHER
FORMS
• POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
124
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Responsible for driving the EOC Action Planning process and supporting
the development of the EOC Action Plan.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Establish an EOC Action Planning process & meeting schedule for the
operational period with the Planning & Intelligence Section Chief.
Coordinate the calling of EOC Action Planning meetings and remind
Section Chiefs to bring summaries of their issues and needs, along with
updates on the existing Action Plan
Ensure EOC Action Plan is developed for each operational period, based
on objectives developed by each section
o (FORM | EOC-202 or PLAN | EOC ACTION PLAN)
Ensure the Planning and Intelligence Section Chief has everything that will
be needed to facilitate the Action Planning meetings
EOP Part 2 EOC Management
125
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Ensure that each section provides an update on their objectives at
least 30 minutes prior to each Action Planning meeting. This includes
those completed, and the status of those not completed, as well as
new objectives to be added to the Action Plan
• In preparation for the Action Planning meeting, ensure that all EOC
objectives are posted on chart paper and the meeting room is set up
with appropriate equipment and materials
Prepare a draft EOC Action Plan and submit to the Planning & Intelligence
Section Chief/EOC Director for approval.
Print and distribute the approved EOC Action Plan, coordinate with the
Documentation Unit for reproduction and distribution as necessary
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
126
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
127
JobAid: Situation Analysis Unit
POSITION
OVERVIEW
Responsible for the collection, evaluation, organization, analysis, and display
of incident status and situation information; and for compiling Department
Status Reports
REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT AND DISTRIBUTION
OPERATION SECTION REPORTS | SUPPORTS COMPLITATION &
DISTRIBUTION
FORMS &
GUIDES
FORM
• POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-209 INCIDENT STATUS SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDE
• PLANNING “P” GUIDE
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
128
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the collection, organization, and analysis of situation information
related to the emergency.
Ensure that information collected from all sources is validated prior to
posting on status boards.
Ensure that situation analysis reports are developed for dissemination to
EOC staff and to other EOCs as required.
Ensure that an EOC Action Plan is developed for each operational period.
Ensure that all maps, status boards and other displays contain current and
accurate information.
Supervise Situation Analysis Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
Contact local government EOCs in the operational area and establish a
schedule for obtaining situation reports.
• Ensure there are adequate staff available to collect and analyze
incoming information.
• Maintain the Situation Analysis Report and facilitate the Action
Planning process.
o (FORM | EOC-209 REPORT | SITUATION STATUS)
o (GUIDE | PLANNING “P” GUIDE)
EOP Part 2 EOC Management
129
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Prepare Situation Analysis Unit objectives for the initial Action Planning
meeting.
(FORM | EOC-202)
RESPONSE
Establish and maintain a position log and other necessary files.
Oversee the collection and analysis of all emergency related information.
• Oversee the preparation and distribution of the Situation Report.
• Coordinate with the Documentation Unit for manual distribution and
reproduction as required.
o (FORM | EOC-209 REPORT | SITUATION STATUS)
Ensure that each EOC Section provides the Situation Analysis Unit with
Status Reports on a regular basis.
(REPORT |OPS ________STATUS REPORT)
Meet with the Public Information Officer to determine the best method
for ensuring access to current information.
Prepare a situation summary for the EOC Action Planning meeting.
(FORM | EOC-209 REPORT | SITUATION STATUS)
Ensure each section provides their objectives at least 30 minutes prior to
each Action Planning meeting
• In preparation for the Action Planning meeting, ensure that all EOC
objectives are posted on chart paper.
• Ensure the meeting room is set up with appropriate equipment and
materials (easels, markers, situation analysis reports, etc.).
Following the meeting, ensure that the Documentation Unit publishes and
distributes the EOC Action Plan prior to the beginning of the next
operational period. (See attachment).
Ensure that adequate staff are assigned to maintain all maps, status
boards and other displays.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
EOP Part 2 EOC Management
130
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
131
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
132
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
133
JobAid: Documentation Unit
POSITION
OVERVIEW
Responsible for maintaining complete documentation of the emergency.
This includes damage assessment reports, EOC action reports, after action
and corrective action reports.
REPORT TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS &
REPORTS
EOC ACTION PLAN | SUPPORT DEVELOPMENT AND DISTRIBUTION
OPERATION SECTION REPORTS | SUPPORTS COMPLITATION &
DISTRIBUTION
FORMS &
REPORT
• POSITION JOBAID
• EOC-201 INCIDENT BRIEFING
• EOC-202 INCIDENT
OBJECTIVES
• EOC-205A
COMMUNICATION LIST
• EOC-207 ORGANIZATION
CHART
• EOC-209 INCIDENT STATUS
SUMMARY
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE
PLANNING WORKSHEET
• EOC-215A SAFETY ANALYSIS
• EOC-225 FOR PD
CREDENTIALING
• EOC-230 DAILY MEETING
SCHEDULE
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
134
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Collect, organize and file all completed emergency related forms, to
include: all EOC position logs, situation analysis reports, EOC Action Plans
and any other related information, just prior to the end of each
operational period.
Provide document reproduction services to EOC staff.
Distribute the EOC situation analysis reports, EOC Action Plan, and other
documents, as required.
Maintain a permanent electronic archive of all situation reports and
Action Plans associated with the emergency.
Assist the EOC Coordinator in the preparation and distribution of the
After-Action Report.
Supervise the Documentation Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Meet with the Planning/Intelligence Section Coordinator to determine
what EOC materials should be maintained as official records.
EOP Part 2 EOC Management
135
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Meet with the Recovery Unit Leader to determine 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 are accounted for and submitted to this position at the end
of each shift.
(FORM | EOC-207, FORM | EOC-205A)
Reproduce and distribute the Situation Reports and Action Plans. Ensure
distribution is made to the Operational Area EOC.
(FORM | EOC-209 REPORT | SITUATION STATUS)
(REPORT |OPS ________ STATUS REPORT)
(FORMS | EOC-201, EOC-202, EOC-205A, EOC-207,
EOC-208, EOC-211, EOC-213. EOC-215, EOC-215A,
EOC-230 PLAN | EOC ACTION PLAN)
Keep extra copies of reports and plans available for special distribution as
required.
Set up and maintain document reproduction services for the EOC.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
EOP Part 2 EOC Management
136
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
137
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
138
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EOP Part 2 EOC Management
139
JobAid: Advance Planning Unit
POSITION
OVERVIEW
Responsible for developing reports and recommendations for future time
periods and for preparing reports, development of the EOC Action Plan, and
briefings for use in strategy and/or planning meetings
REPORT
TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | DEVELOP, REVIEW OR PUT TOGETHER
ADVANCE PLANS | DEVELOP OR PUT TOGETHER
FORMS
• POSITION JOBAID
• EOC-202 INCIDENT OBJECTIVES
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• BINDER
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
140
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
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.
• Review all available status reports, Action Plans, and other significant
documents.
• Determine potential future impacts of the emergency; particularly
issues which might modify the overall strategic EOC objectives.
Provide periodic briefings for the EOC Director and General Staff
addressing Advance Planning issues.
Supervise the Advance Planning Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Monitor the current situation report to include recent updates.
Meet individually with the general staff and determine best estimates of
the future direction & outcomes of the emergency.
EOP Part 2 EOC Management
141
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
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.
(PLAN | ADVANCE PLAN)
Submit the Advance Plan to the Planning/Intelligence Coordinator for
review and approval prior to conducting briefings for the General Staff
and EOC Director.
• Review Action Planning objectives submitted by each section for the
next operational period.
• In conjunction with the general staff, recommend a transition
strategy to the EOC Director when EOC activity shifts predominately
to recovery operations.
o (FORM | EOC-202 or PLAN | EOC ACTION PLAN)
(PLAN | ADVANCE PLAN)
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
EOP Part 2 EOC Management
142
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
143
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
144
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
145
JobAid: Resource Status/Tracking Unit
POSITION
OVERVIEW Responsible for tracking and documenting all resources.
REPORT
TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-207 ORGANIZATION CHART
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE REQUEST
• EOC-214 ACTIVITY LOG
• EOC-215 RESOURCE PLANNING WORKSHEET
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
146
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Responsible for tracking and documenting resources including personnel,
critical resources, transportation and support equipment.
(FORM | RESOURCE TRACKING)
Responsible for coordinating closely with all units in the Logistics Section,
particularly Supply/Procurement Unit, Personnel Unit, and Transportation
Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Attends the Tactics/Strategy meeting (led by the Operations Section
Chief) to complete the Operational Planning Worksheet
(FORM | EOC-215)
Complete resource request forms (ICS 213 form) for personnel, supplies,
services, and equipment-as determined from the Operational Planning
Worksheet (ICS 215 form/worksheet) developed during the
Tactics/Strategy meeting.
(FORM | EOC-213)
(FORM | EOC-215)
Verifies proper check-in and check-out of personnel in the EOC using a
Recorder.
(FORM | EOC-211)
EOP Part 2 EOC Management
147
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provides resource information to the Situation Analysis Unit,
Demobilization Unit, and Logistics Section.
(FORM | EOC-209)
Assists in preparation of Organization Chart and post in the EOC.
(FORM | EOC-207)
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
148
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
149
JobAid: Demobilization Unit
POSITION
OVERVIEW Responsible for preparing a Demobilization Plan to ensure an orderly, safe,
and cost-effective release of personnel and equipment
REPORT
TO PLANNING & INTELLIGNCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
DEMOBILIZATION PLAN | DEVELOP
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
150
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Develop a Demobilization Plan for the EOC based on a review of all
pertinent planning documents, and status reports.
Supervise the Demobilization Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Review EOC personnel roster to determine size and scope of any
demobilization efforts.
Meet individually with the general staff to determine their need for
assistance in any Demobilization Planning.
Advise Planning/Intelligence Section Coordinator on the need for a formal
written Demobilization Plan.
If a Demobilization Plan is required, develop the plan using detailed
specific responsibilities, release priorities and procedures.
(PLAN | DEMOBILIZATION PLAN)
Establish with each Section Coordinator which units/personnel should be
demobilized first.
Determine if any special needs exist for personnel demobilization (e.g.,
transportation).
EOP Part 2 EOC Management
151
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Develop a checkout procedure if necessary, to ensure all deactivated
personnel have cleared their operating position.
Submit any formalized Demobilization Plan to the Planning/Intelligence
Section Coordinator for approval.
Meet with each assigned Agency Representative and Technical Specialist
to determine what assistance may be required for their demobilization
from the EOC.
Monitor the implementation of the Demobilization Plan and be prepared
to handle any demobilization issues as they occur.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
152
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
153
JobAid: Technical Specialist Unit
POSITION
OVERVIEW
• Technical Specialists are advisors with special skills needed to support a
field or function not addressed elsewhere or by any other discipline.
• Technical Specialists (may or may not be employees of a public or private
agency) may report to the Planning/Intelligence Section
Coordinator/Chief.
REPORT
TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
TO ME • AFN Specialist
• GIS Specialist
• Social Media Specialist
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
154
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide technical observations and recommendations to EOC staff in
specialized areas as required.
Advise on legal limitations use of resources.
Work with inter-agency coordination groups as necessary providing
expertise.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over jobaid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Provide technical services as required to requesting EOC staff.
Contribute to EOC planning meetings and inter-agency coordination
groups as requested.
Ensure that all recommendations are appropriately documented.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
EOP Part 2 EOC Management
155
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Advise Planning/Intelligence Section when duties are completed.
Obtain release from Planning/Intelligence Section Coordinator prior to
leaving the EOC.
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
156
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
157
JobAid: Access and Functional Needs (AFN) Specialist
POSITION
OVERVIEW
Responsible for identifying and mitigating safety concerns for the AFN
populations and maintaining awareness of potential Town/Agency liability
during EOC response and recovery activities
REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
158
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine the scope of the incident and the impact on AFN populations.
Determine which AFN populations are impacted.
Provide advice and assistance with other Sections as they manage
resources and activities.
Monitor and assist with message development/translation, as needed,
including alert and warning messages to ensure all AFN populations are
reached.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Ensure staff members assigned to AFN support have adequate resources
to support their efforts.
Help develop ordinances and regulations for evacuations.
Monitor impacted AFN populations during evacuations to ensure
adequate support.
Provide guidance to Operations and Logistics in evacuation center and
shelter operation activities.
SHIFT CHANGE/TRANSFER OF DUTIES
EOP Part 2 EOC Management
159
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
160
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
161
EOP Part 2 EOC Management
162
JobAid: Geographic Information Systems (GIS) Specialist
POSITION
OVERVIEW
Collects analyses and displays critical information obtained from various
sources such as field reports, other departments and agencies, and EOC
Sections.
REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
163
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine and establish GIS production priorities.
Converts requests into GIS products quickly and effectively.
Anticipate requirements and needs and assemble or prepare supporting
referential data.
Locate and secure needed database information to support production
goal.
Operate specialized GIS production equipment
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Develops a system to post to the significant events log casualty
information, health concerns, property damage, fire status, size of risk
area, scope of the hazard to the public, number of evacuees, etc.
Develops sources of information and assist the Planning/Intelligence
Section Coordinator/Chief in collecting, organizing and analyzing data
from the other EOC sections.
Provides for an authentication process in case of conflicting status
reports.
EOP Part 2 EOC Management
164
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Meets with the Planning/Intelligence Section Coordinator/Chief and the
EOC Director (Director of Emergency Services) to determine needs for
planning meetings and briefings.
Determines if there are any special information needs.
Maps specific zones or areas that detail damage surveys in conjunction
with state and federal agencies.
Prepares, sets up, and maintains EOC displays.
Keeps data current concerning: Availability of personnel, equipment, and
supplies; Equipment or personnel out of service.
Continually obtains information from Logistics, other Planning/Intel
functions, the EOC Manager, Operations and the Finance/Admin Section.
Submits verbal and written reports to Planning/Intelligence Section
Coordinator/Chief as appropriate or as directed.
Participates in Planning/Intelligence Section Meetings and participates in
EOC Action Plan development.
Provides information to be included in the Situation Report (i.e.:
mapping).
Obtains data on all impacts to include:
• Utilities and infrastructure (i.e., roads, bridges, electric lines,
pipelines, buildings, etc.).
• Numbers of homes destroyed or damaged.
• Public facilities destroyed or damaged.
• Critical facilities damaged or destroyed and locations (hospital, power
stations, industry or manufacturers, water facilities, etc.).
• Financial impacts and costs expended by the County & coordinate
with Cost Unit Leader in Finance/Admin Section.
• Ensures that necessary maps and data pertinent to the operations are
obtained.
• Maps areas that may have to be rezoned, destroyed, reconstructed
and/or modified as a result of the disaster. (Consultation with the
Planning Section).
• Works with the Situation Analysis Unit to create maps, displays, and
reports.
EOP Part 2 EOC Management
165
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
166
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
167
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
168
JobAid: Social Media Specialist
POSITION
OVERVIEW
Support position to Public Information Officer. Can be assigned to various
work location and conduct a diverse group of tasks, including gathering
photos/videos, monitoring social media, conducting rumor control etc.
REPORT TO PLANNING & INTELLIGENCE | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
169
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Social media monitoring
Rumor identification and management
Intelligence gathering
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Monitor social media
Identify and manage rumors
Gather and share intelligence from media platforms
Take picture and video
If approved by Section Coordinator, assist PIO with information
dissemination
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
EOP Part 2 EOC Management
170
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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3.4 Logistics Section
Figure 8: EOC Logistics Section
This section contains functional section and position descriptions, responsibilities, and
jobaids for personnel assigned to the Logistics Section of the Town EOC. Jobaids
describe the minimum actions that should be accomplished by personnel assigned to
functional positions within the section.
Section Overview:
• The Logistics Section is responsible for providing resources to support the Town’s
disaster response, including, but not limited to, personnel, vehicles, and
equipment.
Section Responsibilities Include:
• Provide operational and logistical support for emergency response personnel
and optimize the use of resources
• Provide support to the other sections of the EOC and support as directed for field
emergency response activities
• Support the restoration of essential services and systems
Logistics Chief|Coordiantor
Communications|IT Unit Transportation Unit Personnel Unit
EMMA Coordinator
Supply|Procurement Unit Facilities Unit Food Unit Donations Management|Volunteer Coordination Unit
EOP Part 2 EOC Management
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Figure 8: EOC Logistics Section, above, shows all the positions that are part of the EOC
Logistics Section.
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JobAid: Logistics Chief/Coordinator
POSITION
OVERVIEW Responsible for managing and coordinating logistical response efforts and
the acquisition, transportation, and mobilization of resources
REPORT
TO MANAGEMENT | EOC DIRECTOR
REPORT TO ME STAFF
• Communications/IT Unit
• Transportation Unit
• Personnel Unit
• Supply/Procurement Unit
• Facilities Unit
• Food Unit
• Donations Management Unit
• Volunteer Coordination Unit
PLANS
EOC ACTION PLAN | SUPPORT DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-213 RESOURCE REQUEST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE REQUEST
• RESOURCE TRACKING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
• Ensure the Logistics function is carried out in support of the EOC.
• This function includes providing communication services, resource
tracking; acquiring equipment, supplies, personnel, facilities, and
transportation services; as well as arranging for food, lodging, and
other support services as required.
Establish the appropriate level of branch and/or unit staffing within the
Logistics Section, continuously monitoring the effectiveness of the
organization and modifying as required.
Ensure section objectives as stated in the EOC Action Plan are
accomplished within the operational period or within the estimated time
frame.
Coordinate closely with the Operations Section Coordinator to establish
priorities for resource allocation to activated Incident Commands within
the affected area.
Keep the EOC Director informed of all significant issues relating to the
Logistics Section.
Supervise the Logistics Section.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
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.
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Based on the situation, activate branches/units within section as needed
and designate Unit Leaders for each element:
Communications Branch
Transportation Unit
Supply/Procurement Unit
Personnel Unit
Facilities Unit
Resource Tracking Unit
Mobilize sufficient section staffing for 24-hour operations.
Establish communications with the Logistics Section at the Operational
Area EOC if activated.
Advise Branches and Units within the section to coordinate with
appropriate branches in the Operations Section to prioritize and validate
resource requests from DOCs or Incident Command Posts in the field.
This should be done prior to acting on the request.
Meet with the EOC Director and General Staff and identify immediate
resource needs.
Meet with the Finance/Administration Section Coordinator and determine
level of purchasing authority for the Logistics Section.
Assist branch and Unit Leaders in developing objectives for the section as
well as plans to accomplish their objectives within the first operational
period, or in accordance with the Action Plan.
Provide periodic Section Status Reports to the EOC Director.
Adopt a proactive attitude, thinking ahead and anticipating situations and
problems before they occur.
RESPONSE
Ensure that Logistic Section position logs and other necessary files are
maintained.
Meet regularly with section staff and work to reach consensus on section
objectives for forthcoming operational periods.
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide the Planning/Intelligence Section Coordinator with the Logistics
Section objectives at least 30 minutes prior to each Action Planning
meeting.
Attend and participate in EOC Action Planning meetings.
Ensure that the Supply/Procurement Unit coordinates closely with the
Purchasing Unit in the Finance/Administration Section, and that all
required documents and procedures are completed and followed.
Ensure that transportation requirements, in support of response
operations, are met.
Ensure that all requests for facilities and facility support are addressed.
Ensure that all resources are tracked and accounted for, as well as
resources ordered through Mutual Aid.
(FORM | EOC-213 FORM | RESOURCE REQUEST)
(FORM | RESOURCE TRACKING)
Provide section staff with information updates as required.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Communications & IT Unit
POSITION
OVERVIEW
Responsible for managing all computing needs including desktop/laptop
computers, network and communications (internet/wireless, telephones,
radios, etc.), printing, audio/visual, and other technology needs for the EOC
REPORT
TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
DEMOBILIZATION PLAN | SUPPORTS DEVELOPMENT
FORMS &
REPORT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
REPORT
• COMMUNICATION STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinates with all sections and branches/groups/units on operating
procedures for computing, network, and communications systems.
Provides support for all EOC Information Systems and ensures automated
information links with partner EOCs/DOCs are maintained including, if
applicable, audio, visual, and teleconferencing equipment.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Develops Communication Plan for all communication modes within the
EOC and field ICP’s when needed.
(FORM | EOC-205A)
Determines what communications equipment is necessary.
Provides technical information as required.
Manage data and telephone services for the EOC.
Receive any priorities or special requests.
Provide communications briefings and technology status reports as
requested at action planning meetings.
(REPORT | COMMUNICATION STATUS)
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Coordinates with Demobilization Unit to develop check out procedure on
Demobilization Plan.
(PLAN | DEMOBILIZATION)
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
183
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
EOP Part 2 EOC Management
184
Date: Time: ________________am / pm
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185
JobAid: Transportation Unit
POSITION
OVERVIEW
Responsible for coordinating the allocation of transportation resources
required to move people, equipment, and essential supplies during
emergency response and recovery operations.
REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
TRANSPORTATION PLAN | DEVELOPS (CAN USE TRANSPORTATION
STATUS REPORT AS BASIS FOR PLAN)
FORMS &
REPORT
FORM
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE TRACKING
REPORT
• TRANSPORTATION STATUS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
In coordination with the Construction/Engineering Branch Coordinator,
and the Situation Analysis Unit, develop a transportation plan to support
EOC operations.
Arrange for the acquisition or use of required transportation resources.
Supervise the Transportation Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Routinely coordinate with the Situation Analysis Unit to determine the
status of transportation routes in and around the affected area.
(REPORT | TRANSPORTATION STATUS)
Routinely coordinate with the Construction/Engineering Branch
Coordinator to determine progress of route recovery operations.
Develop a Transportation Plan which identifies routes of ingress and
egress; thus, facilitating the movement of response personnel, the
affected population, and shipment of resources and material.
EOP Part 2 EOC Management
187
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Establish contact with local transportation agencies and schools to
establish availability of equipment and transportation resources for use in
evacuations and other operations as needed.
(FORM | RESOURCE TRACKING)
Keep the Logistics Section Coordinator informed of significant issues
affecting the Transportation Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
188
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
189
JobAid: Personnel Unit
POSITION
OVERVIEW
Responsible for obtaining, coordinating, and allocating all non-fire and non-
law-enforcement mutual aid personnel support requests; registering and
coordinating volunteers as Disaster Services Workers (DSWs); feeding and
caring for all emergency workers; and the overall coordination and care of all
Town/Agency staff, both paid and volunteer.
REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-207 ORGANIZATION CHART
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE REQUEST
• RESOURCE TRACKING
• DSWV REGISTRATION
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
190
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide personnel resources as requested in support of the EOC and Field
Operations.
Identify, recruit and register volunteers as required.
Develop an EOC organization chart.
(FORM | EOC-207)
Supervise the Personnel Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
• Manage check-in
o (FORM | EOC-211, FORM | EOC-205A)
• In conjunction with the Documentation Unit, develop a large poster
size EOC organization chart depicting each activated position.
• Upon check in, indicate the name of the person occupying each
position on the chart.
• The chart should be posted in a conspicuous place, accessible to all
EOC personnel.
o (FORM | EOC-207)
EOP Part 2 EOC Management
191
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Liaison Officer and Safety Officer to ensure that all
EOC staff to include volunteers, receive a current situation and safety
briefing upon check-in.
(FORM | EOC-208)
Establish communications with volunteer agencies and other
organizations that can provide personnel resources.
Coordinate with the Operational Area EOC to activate the Emergency
Management Mutual Aid System (EMMA), if required.
• Process all incoming requests for personnel support.
• 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.
o (FORM | RESOURCE REQUEST)
o (FORM | RESOURCE TRACKING)
Maintain a status board or other reference to keep track of incoming
personnel resources.
Update EOC organization chart for each operational period.
Coordinate with the Liaison Officer and Security Officer to ensure access,
badging or identification, and proper direction for responding personnel
upon arrival at the EOC.
Assist the Fire Rescue Branch and Law Enforcement Branch with ordering
of mutual aid resources as required.
To minimize redundancy, coordinate all requests for personnel resources
from the field level through the EOC Operations Section prior to acting on
the request.
In coordination with the Safety Officer, determine the need for crisis
counseling for emergency workers; acquire mental health specialists as
needed.
Arrange for childcare services for EOC personnel as required.
Establish registration locations with sufficient staff to register volunteers
and issue them disaster service worker identification cards.
(FORM | DSWV REGISTRATION)
EOP Part 2 EOC Management
192
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Keep the Logistics Section Coordinator informed of significant issues
affecting the Personnel Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
193
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
194
EOP Part 2 EOC Management
195
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
196
JobAid: EMMA Coordinator
POSITION
OVERVIEW Responsible for obtaining, coordinating, and allocating all EMMA support
requests.
REPORT TO LOGISTICS | PERSONNEL UNIT
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-207 ORGANIZATION CHART
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• RESOURCE REQUEST
• RESOURCE TRACKING
• EMMA SPECIFIC REQUEST FORMS
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
197
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Provide, support and keep track of EMMA personnel resources as
requested in support of the EOC(s).
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
• Alongside Personnel Unit Leader, identify needed EOC position that
are vacant and can be requested via EMMA.
Coordinate with the Operational Area EOC to activate the Emergency
Management Mutual Aid System (EMMA), if required.
• Process all incoming EMMA 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.
o (FORM | RESOURCE REQUEST)
o (FORM | RESOURCE TRACKING)
Maintain a status board or other reference to keep track of incoming and
outgoing EMMA personnel resources.
Update EOC organization chart for each operational period.
EOP Part 2 EOC Management
198
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Liaison Officer and Security Officer to ensure access,
badging or identification, and proper direction for responding EMMA
personnel upon arrival at the EOC.
Keep the Personnel Unit Leader informed of significant issues affecting
the EMMA requests.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
199
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
200
JobAid: Supply & Procurement Unit
POSITION
OVERVIEW
Responsible for obtaining and delivering all non-fire and non-law-
enforcement mutual aid materials, equipment and supplies to support
emergency operations
REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
201
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the procurement and allocation of supplies and materiel not
normally provided through mutual aid channels.
Coordinate procurement actions with the Finance/Administration Section.
Coordinate delivery of supplies and materiel as required.
Supervise the Supply/Procurement Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Determine if requested types and quantities of supplies and material are
available in inventory.
Determine procurement spending limits with the Purchasing Unit in
Finance/Administration. Obtain a list of pre-designated emergency
purchase orders as required.
Whenever possible, meet personally with the requesting party to clarify
types and number of supplies and materiel, and verify that the request
has not been previously filled through another source.
EOP Part 2 EOC Management
202
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
In conjunction with the Resource Tracking Unit, maintain a status board
or other reference depicting procurement actions in progress and their
status.
Determine if the procurement item can be provided without cost from
another jurisdiction or through the Operational Area.
Determine unit costs of supplies and materiel, 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 pickup and delivery
through the Transportation Unit.
• In coordination with the Personnel Unit, provide food and lodging for
EOC staff and volunteers as required.
• Assist field level with food services at camp locations as requested.
• Coordinate donated goods and services from community groups and
private organizations.
• Set up procedures for collecting, inventorying, and distributing usable
donations.
Keep the Logistics Section Coordinator informed of significant issues
affecting the Supply/ Procurement Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
EOP Part 2 EOC Management
203
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
204
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
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EOP Part 2 EOC Management
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JobAid: Facilities Unit
POSITION
OVERVIEW
Responsible for ensuring 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.
REPORT TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
207
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
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.
Ensure acquired buildings, building floors, and or workspaces are
returned to their original state when no longer needed.
Supervise the Facilities Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a position log and other necessary files.
Work closely with the EOC Coordinator and other sections in determining
facilities and furnishings required for effective operation of the EOC.
Coordinate with branches and units in the Operations Section to
determine if assistance with facility acquisition and support is needed at
the field level.
Arrange for continuous maintenance of acquired facilities, to include
ensuring that utilities and restrooms are operating properly.
If facilities are acquired away from the EOC, coordinate with assigned
personnel and designate a Facility Manager.
EOP Part 2 EOC Management
208
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Develop and maintain a status board or other reference which 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.
Ensure all structures are safe for occupancy and that they comply with
ADA requirements.
As facilities are vacated, coordinate with the facility manager to return
the location to its original state. This includes removing and returning
furnishings and equipment, arranging for janitorial services, and locking or
otherwise securing the facility.
Keep the Logistics Section Coordinator informed of significant issues
affecting the facilities unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
EOP Part 2 EOC Management
209
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
210
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
211
PAGE IS INTENTIONALLY BLANK
EOP Part 2 EOC Management
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JobAid: Food Unit
POSITION
OVERVIEW Responsible for coordinating all feeding operations for the EOC, support, and
field personnel
REPORT
TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Establishes and disseminates a feeding plan that identifies cost limits,
authorized vendors, catering companies, types of food, etc. Be aware of
special diets.
Sets meal schedules.
Sets up and manages eating areas for EOC, staff, and field personnel.
Establishes a personnel-feeding account for EOC, support, and field
personnel at local restaurants.
Briefs all EOC personnel on the location, cost limitations, and incident
number used for each restaurant or caterer.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Obtains necessary equipment, supplies, and facilities to establish food
service (including hot/cold storage and/or handling).
Ensures food service areas meet appropriate health and safety measures
and are maintained in a clean condition.
Orders sufficient food and water from or through the Supply Unit.
Maintains an inventory of food, water, condiments, and supplies.
EOP Part 2 EOC Management
214
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinates with Procurement Unit to ensure all purchases are pre-
approved and paid.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
215
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
216
EOP Part 2 EOC Management
217
JobAid: Donations Management Unit
POSITION
OVERVIEW
Responsible for coordination of donations management. This includes
internal organizational elements and resources as well as external partner
agencies.
REPORT
TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
218
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Works with the Planning Section Staff to identify donation needs of life-
safety supplies and services (e.g., heat, food, water, ice) and develops a
plan to receive and quickly distribute these resources to affected
community members.
Coordinates with the Resources Unit to track all donation resources.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Communicates and coordinates with external partners and NGOs to
support effective donations management.
Serves as point of contact with private sector that want to donate goods
and services.
Coordinates with Public Information function, including the JIC (if
activated) to maintain consistent public messaging about donations.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
EOP Part 2 EOC Management
219
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
220
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
221
JobAid: Volunteer Coordination Unit
POSITION
OVERVIEW
Responsible for coordination of donations management. This includes
internal organizational elements and resources as well as external partner
agencies.
REPORT
TO LOGISTICS | CHIEF/COORDINATOR
PLANS
EOC ACTION PLAN | SUPPORTS DEVELOPMENT
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• DSWV REGISTRATION
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
222
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Works with the Planning Section Staff to identify volunteer needs
develops a plan to distribute these volunteers to necessary places.
Coordinates with the Resources Unit to track all volunteer resources.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Staffs Volunteer Team in the EOC and supports the Planning Section
Resource Unit and the Logistics Section Supply Unit.
Establishes one or more assembly and staging sites for volunteers to
report for credential screening and potential assignment (Volunteer
Reception Centers).
Manages the Volunteer DSWV process including document management.
(FORM | DSWV REGISTRATION)
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
EOP Part 2 EOC Management
223
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by EOC Director and follow
Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
224
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
225
3.5 Finance/Administration Section
Fi
Figure 9: EOC Finance & Administration Section
This section contains functional section and position descriptions, responsibilities, and
jobaids for personnel assigned to the Finance & Administration Section of the Town
EOC. Jobaids describe the minimum actions that should be accomplished by personnel
assigned to functional positions within the section.
Section Overview:
• The Finance & Administration Section is responsible for providing financial support
and coordination.
Section Responsibilities Include:
• Protect Life, Property, and the Environment
• Provide Continuity of Financial Support to the Town and Community
• Document and Manage Town costs and recovery of those costs as allowable
• Maintain a positive image for the Town in its dealings with the community
Figure 9: EOC Finance & Administration Section, above, shows all the positions that are
part of the EOC Finance & Administration Section.
Finance & Administration Chief|Coordinator
Timekeeping Unit Cost Accounting Unit Compensation &
Claims Unit Purchasing Unit Recovery Unit
EOP Part 2 EOC Management
226
JobAid: Finance & Administration Chief/Coordinator
POSITION
OVERVIEW Responsible for the financial support, response, and recovery for the
incident
REPORT TO MANAGEMENT | EOC DIRECTOR
PLANS
& REPORTS
ASSESS, TRACKS, AND ORGANIZE COST OF IMPLIMENTATION PER
STATE AND FEDERAL COST RECOVERY GUIDELINES
FORMS,
GUIDES
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
227
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Ensure that all financial records are maintained throughout the
emergency.
Ensure that all on-duty time is recorded for all emergency response
personnel.
Ensure that all on-duty time sheets are collected from EOC staff;
Departments are collecting these from DOC staff, and Field Supervisors
/Incident Commanders are for their staff.
Ensure there is a continuum of the payroll process for all employees
responding to the emergency.
Determine/remind individuals of purchase order limits for the
procurement function in Logistics.
Ensure that workers’ compensation claims, resulting from the response
are processed within a reasonable time.
Ensure that all travel and expense claims are processed within a
reasonable time.
Provide administrative support to all EOC Sections as required, in
coordination with the Personnel Unit.
• Activate units within the Finance/Administration Section as required.
• Monitor section activities continuously and modify the organization
as needed.
Ensure that all recovery documentation is accurately maintained and
submitted on the appropriate forms to the Federal Emergency
Management Agency (FEMA) and/or the Governor’s Office of Emergency
Services.
Supervise the Finance/Administration Section.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
EOP Part 2 EOC Management
228
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
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 section as needed and
designate Unit Coordinators for each element:
Time Keeping Unit
Cost Accounting Unit
Compensation & Claims Unit
Purchasing Unit
Recovery Unit
Ensure that sufficient staff are available for a 24-hour schedule, or as
required.
• Meet with the Logistics Section Coordinator and review financial and
administrative support requirements and procedures.
• Determine the level of purchasing authority to be delegated to
Logistics Section.
Meet with all Unit Leaders and ensure that responsibilities are clearly
understood.
In conjunction with Unit Leaders, determine the initial Action Planning
objectives for the first operational period.
Notify the EOC Director when the Finance/Administration Section is
operational.
Adopt a proactive attitude, thinking ahead and anticipating situations and
problems before they occur.
RESPONSE
Ensure that Finance/Administration Section position logs and other
necessary files are maintained.
EOP Part 2 EOC Management
229
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Ensure that displays associated with the Finance/Administrative Section
are current, and that information is posted in a legible and concise
manner.
Participate in all Action Planning meetings.
Brief all Unit Leaders and ensure they are aware of the EOC objectives as
defined in the Action Plan.
Keep the EOC Director, General Staff, and elected/other officials aware of
the current fiscal situation and other related matters, on an on-going
basis.
Ensure that the Recovery Unit maintains all financial records throughout
the emergency.
Ensure that the Time Keeping Unit tracks and records all agency staff
time.
In coordination with the Logistics Section, ensure that the Purchasing Unit
processes purchase orders and develops contracts in a timely manner.
Ensure that the Compensation & Claims Unit processes all workers’
compensation claims, resulting from the emergency, in a reasonable
timeframe, given the nature of the situation.
Ensure that the Time-Keeping Unit processes all timesheets and travel
expense claims promptly.
Ensure that the Finance/Administration Section provides administrative
support to other EOC Sections as required.
Ensure that all recovery documentation is accurately maintained by the
Recovery Unit during the response and submitted on the appropriate
forms to Federal Emergency Management Agency (FEMA) and/or the
Governor’s Office of Emergency Services.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
EOP Part 2 EOC Management
230
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate appropriate Section Positions when authorized by EOC
Director and follow Demobilization Unit Leader directions/plan.
• Identify staff to support on-going Recovery Operations and Recovery
Plan.
• Advise identified staff on their continual support role.
Complete all required forms, reports, and other documentation. Provide
all completed documentation to the Documentation Unit, prior to
departure.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
TERMINATION
Transition over to Recovery Operations and support Recovery Manager in
tracking per project costs as directed by FEMA cost recovery and public
assistance guidelines.
EOP Part 2 EOC Management
231
EOP Part 2 EOC Management
232
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
233
JobAid: Time Keeping Unit
POSITION
OVERVIEW
Responsible for working with all Department Liaisons and Sections to ensure
field units track hours worked by personnel and volunteers & preparing daily
personnel time recording documents.
REPORT
TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS
& REPORTS
SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE
COST OF IMPLEMENTATION PER STATE AND FEDERAL COST
RECOVERY GUIDELINES
FORMS,
GUIDES
FORMS
• POSITION JOBAID
• RESOURCE TRACKING
• EOC-205A COMMUNICATION LIST
• EOC-210 RESOURCE STATUS CHANGE
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
234
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Track, record, and report all on-duty time for personnel working during
the emergency.
Ensure that personnel time records, travel expense claims and other
related forms are prepared and submitted to budget and payroll office.
Supervise the Time Keeping Unit.
ACTIVATION
Check in at the EOC
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up)
Check workstation to ensure readiness
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities
(FORM | EOC-214)
RESPONSE
Establish and maintain a time keeping system.
(FORM | EOC-211)
(FORM | RESOURCE TRACKING)
(FORM | EOC-210)
• Initiate, gather, or update time reports from all personnel, to include
volunteers assigned to each shift.
• Ensure that time records are accurate and prepared in compliance
with policy.
• Obtain complete personnel rosters from the Personnel Unit.
• Rosters must include all EOC personnel as well as personnel assigned
to the field level.
Provide instructions for all supervisors to ensure that time sheets and
travel expense claims are completed properly and signed by each
employee prior to submitting them.
EOP Part 2 EOC Management
235
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
• 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.
Keep the Finance/Administration Section Coordinator informed of
significant issues affecting the Time-Keeping Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
Deactivate position when authorized by Finance/Administration Section
Coordinator and follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
EOP Part 2 EOC Management
236
SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
EOP Part 2 EOC Management
237
JobAid: Compensation & Claims Unit
POSITION
OVERVIEW Responsible for investigating and processing physical-injury and property-
damage claims arising from emergency/disaster incident
REPORT
TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS
SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE
COST OF IMPLEMENTATION PER STATE AND FEDERAL COST
RECOVERY GUIDELINES
FORMS,
GUIDES
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-208 SAFETY MESSAGE
• EOC-211 CHECK-IN LIST
• EOC-215A SAFETY ANALYSIS
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• EOC-227 CLAIMS LOG
GUIDES
• PA DAMAGE CATEGORIES
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
EOP Part 2 EOC Management
238
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the investigation of injuries and property/equipment damage
claims arising out of the emergency.
Complete all forms required by worker's compensation program.
Maintain a file of injuries and illnesses associated with the emergency
which includes results of investigations.
Supervise the Compensation and Claims Unit.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a compensation and claims system.
Maintain a chronological log of injuries and illnesses, and property
damage reported during the emergency.
(FORM | EOC-227)
Investigate all injury and damage claims as soon as possible.
Prepare appropriate forms for all verifiable injury claims and forward
them to Workmen's Compensations within the required time frame
consistent with jurisdiction’s policy & procedures.
EOP Part 2 EOC Management
239
TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Safety Officer regarding the mitigation of hazards.
(FORM | EOC-208)
(FORM | EOC-215A)
Keep the Finance/Administration Coordinator informed of significant
issues affecting the Compensation and Claims Unit.
Forward all equipment or property damage claims to the Recovery Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
• Deactivate position when authorized by EOC Director and directed by
Section Coordinator.
• Follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Be prepared to provide input to the after-action report.
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Purchasing Unit
POSITION
OVERVIEW Responsible for financial matters involving vendor contracts
REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS
SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE
COST OF IMPLEMENTATION PER STATE AND FEDERAL COST
RECOVERY GUIDELINES
FORMS,
GUIDES
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate vendor contracts not previously addressed by existing
approved vendor lists.
Coordinate with Supply/Procurement Unit on all matters involving the
need to exceed established purchase order limits.
Supervise the Purchasing Unit.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a purchasing system.
Review the emergency purchasing procedures.
Prepare and sign contracts as needed, be sure to obtain concurrence
from the Finance/ Administration Section Coordinator.
Ensure that all contracts identify the scope of work and specific site
locations.
Negotiate rental rates not already established, or purchase price with
vendors as required.
Admonish vendors as necessary, regarding unethical business practices,
such as inflating prices or rental rates for their merchandise or equipment
during emergencies.
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Finalize all agreements and contracts, as required.
Complete final processing and send documents to Budget and Payroll for
payment.
Verify costs data in the pre-established vendor contracts and/or
agreements.
In coordination with the Logistics Section, ensure that the Purchasing Unit
processes purchase orders and develops contracts in a timely manner.
Keep the Finance/Administration Section Coordinator informed of all
significant issues involving the Purchasing Unit.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
• Deactivate position when authorized by EOC Director and directed by
Section Coordinator.
• Follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report.
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Recovery Unit
POSITION
OVERVIEW Responsible for executing procedures to capture and document costs
relating to a disaster/emergency
REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS &
REPORTS
SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE
COST OF IMPLEMENTATION PER STATE AND FEDERAL COST
RECOVERY GUIDELINES
AFTER ACTION REPORT
FORMS,
GUIDES
FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES
TECHNOLOGY
• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST
PROFESSIONAL
CREDENTIAL
To receive professional credit for Emergency Management EOC/Career
Credentialing, complete and turn in:
(EOC-225) to CALOES | credentialcoord@caloes.ca.gov
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine impacts of the emergency requiring recovery planning.
Initiate recovery-planning meetings with appropriate individuals and
agencies.
Develop the initial recovery plan and strategy for the jurisdiction.
Ensure that all appropriate agencies are kept informed and have the
opportunity to participate in the recovery planning process.
Develop the strategy to transition from recovery planning in the EOC to a
wider post-emergency recovery effort.
Supervise the Recovery Unit.
ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).
Check workstation to ensure readiness.
Wear identification vest and read over job aid.
Receive situation, section and position briefing from available and
appropriate personnel.
Ensure readiness to maintain concise records of position activities.
(FORM | EOC-214)
RESPONSE
Establish and maintain a recovery system.
Monitor the current situation report to include recent updates and
determine overall impacts of the emergency.
Based on available information, prepare an initial estimate of likely
recovery issues that must be addressed. Document these in a preliminary
report.
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Advance Planning Unit to determine major mid-to-
long range social, economic, environmental and political impacts.
Assist the Operational Area as necessary in determining appropriate sites
for Disaster Application Centers.
Facilitate recovery planning meetings involving appropriate Management
and General Staff personnel and other agencies as needed.
Develop a recovery plan and strategy for the jurisdiction or agency.
Coordinate with Finance/Administration to ensure that FEMA, OES and
other public reimbursement source documents and applications are
consistent with the recovery strategy.
In conjunction with Finance/Administration, ensure that specific project
timelines are developed to meet the goals and objectives of the recovery
plan.
SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.
Provide details regarding ongoing activities and planned activities to be
accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit.
Follow EOC check out procedures, including signing out, workstation
clean-up and forwarding phone number where you can be reached.
(FORM | EOC-211, FORM | EOC-205A)
DEMOBILIZATION
• Deactivate position when authorized by EOC Director and directed by
Section Coordinator.
• Follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation.
• Provide all completed documentation to the Documentation Unit,
prior to your departure.
• Turn over financial information to Finance/Administration Section
Coordinator.
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TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.
Provide a forwarding phone number where you can be reached.
Assists the EOC Coordinator and Planning & Intelligence Section with
preparing the After-Action Report.
(REPORT | AFTER ACTION)
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SHIFT/STAFF CHANGE
TASKS (PENDING)
NOTES
Name:
Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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4 EOC Forms & Tools
4.1 EOC Action Planning
EOC Action Planning is a process that allows for the coordination of EOC activities and
the development of the EOC Action Plan.
The EOC Action Plan (EAP) is a printed document which outlines the priorities and
planned response of the organization for a defined operational period (time period).
During the initial stages of incident management, EOC staff must develop a simple plan
that can be communicated through concise verbal briefings. Frequently, this plan must
be developed very quickly and with incomplete information. As the incident
management effort evolves over time with additional lead time, staff, information, more
detailed and concise EOC Action Plans are created.
Overall – planning involves the following 5 phases:
1. Understanding the situation
2. Establishing incident objectives
3. Developing the Plan
4. Preparing and Disseminating the Plan
5. Executing, Evaluating and Revising the Plan
The basis for an efficient and effective EOC Action Planning process begin with the
development and maintenance of a common operating picture.
4.1.1 Common Operating Picture Guidance
In order to develop a common operating picture an emergency management
organization member must exercise effective situational awareness.
Situational Awareness is the ability to identify, process, and comprehend the critical
information about an incident – knowing what is going on around you [requiring]
continuous monitoring of relevant sources of information regarding actual incidents
and developing hazards (National Response Framework).
Elements of situational awareness include:
• Perception (Gather information)
• Comprehension (Interpret information)
• Projection (Anticipate future status and needs)
Situational awareness can be obtained through the following sources:
• Responders and government agencies
• 911 centers
• Citizens
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• Media
• Social media
• Non-governmental organizations (NGOs)
Situational awareness information compiled together is used to develop a common
operating picture.
A common operating picture is a continuously updated overview of an incident
compiled throughout an incident’s life cycle from data shared between integrated
systems for communication, information management, and intelligence and
information sharing (NRF Resource Center).
Having a common operating picture enables:
• Effective and timely decision-making
• Increase collaboration among all responders and disseminates pertinent
information
• Improve incident safety
• Inform predictions and proactive response
• Help ensure consistency of messages
A common operating picture contains the following elements:
• Data: Collect bits from various sources
• Information: Bits are put together
• Intelligence: Analyze the information
• Make recommendations for decisions
Situational awareness influences the
development of a common operating
picture and follows the following
input/output process.
Situational Awareness shared at every SEMS level through a
common operating picture helps others achieve overall
incident situational awareness as shown in the diagram on the
right.
If an event is not continuously monitored and the common
operating picture updated and shared, situational awareness
will decrease and in inaccurate operating picture will result.
Situational awareness and common operating picture
information can be shared through:
• Senior leadership briefs
• Formal reports
• Information gathered from Incident/EOC Action Plans
(I/EAPs), Situation Reports (SITREPs), etc.
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4.1.2 Planning P
The Planning “P” is a guide to the action planning process. The Planning “P” can be
used for both smaller, short-term incidents or events, and for longer, more complex
incident planning.
The Planning “P” depicts the stages in the action planning process.
The leg of the “P” includes initial steps to gain awareness of the situation and establish
the organization for incident management. Steps in Phase 1 are done only one time.
Once they are accomplished, incident management shifts into a cycle of planning and
operations, that continues and is repeated each operational period. In this way, the
Planning “P” becomes the Planning “O” after the first operation period.
Figure: Planning P
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Figure: Ongoing O
4.1.3 Planning P Meeting Agendas
The following are example Planning P meeting details and agendas:
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Initial Briefing Meeting
(Planning P Step 3):
Meeting Called By: EOC Director
Attended By: All EOC personnel deemed necessary by the EOC Director.
Led By: EOC Director or Designee (ex: P&I Section Chief/Coordinator)
Purpose: Provide information on current on-scene operations, agency and jurisdictional
concerns and establish working EOC organization.
Outcome: Organizational Structure and Common Operating Picture!
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda/Flow
• EOC Director brings meeting to order, conducts roll call, covers ground rules and
reviews the agenda
• Introduce EOC Management and General Staff
• Provide situation update to include:
1. What has happened
2. Affected areas and individuals
3. Incident Command Post Objectives and Priorities if known (ICS-201 for Field)
4. Activated emergency response facilities
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5. Jurisdictions and agencies involved
6. Any actions we have taken
7. Safety Concerns
8. Agency or jurisdiction restrictions
• Verify that Incident commander(s), Area Command(s), supporting EOCs, DOCs, and
coordinating agencies have been informed that the EOC is staffed and operational.
• Establish the following:
o Event name
o Operational period duration and work shift hours
o Initial goals and objectives
o EOC staffing organization, structure, pattern
o Meeting schedule
• All resource requests will be facilitated through the EOC.
• Agree on unified logistics approach to resource ordering procedures to follow.
• Agree on resource authorization procedures.
• Agree on Information/Intelligence matters and the flow of information into the EOC
and vetted information out of the EOC.
• Next meeting EOC Objectives meeting.
• Prepare for the Objectives Meeting.
Objectives Updates & Policy Confirmation Meeting
(Planning P Step 4):
Meeting Called By: EOC Director
Attended By: Management & General Staff
Led By: Planning & Intelligence Chief/Coordinator or Designee
Purpose: Develop EOC objectives to support on-scene and EOC operations and
confirm policies.
Outcome: EOC objectives updated and policies confirmed.
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• P&I Section Chief/Coordinator (PSC) brings meeting to order, conducts roll call,
covers ground rules and reviews the agenda
• Review and /or update key current actions
• Review current and projected situation
• Set prioritized SMART objectives in support of field Incident Commander(s)
considering on-scene incident objectives/resource priorities, limitations, and
constraints
• Discuss the incidents potential for the next operational period
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• Review and confirm policies by EOC Management with input from General Staff
which may include:
• Managing sensitive information/intelligence
• Information flow into and out of the EOC
• Resource ordering process
• Cost sharing and cost accounting (Finance/Admin.)
• Operational security issues
• Establishment of a JIC
• Review, document, and/or resolve status of any open actions.
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Resource Meeting
(Planning P Step 5):
Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate)
Led By: Planning & Intelligence Chief/Coordinator or Designee
Purpose: Develop a unified EOC strategy to support emergency management and on-
scene operation resource needs.
Outcome: Resources identified to support emergency management and field needs.
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• P&I Section Chief/Coordinator brings meeting to order, conducts roll call, covers
ground rules and reviews the agenda
• Review current and projected incident situation
• Review and /or update key current actions
• Review coordination and support objectives and ensures accountability for each
• Resources on-scene, en-route, and ordered are identified (Plans Section and
Operations Section)
• Resource priorities are discussed P&I Section Chief/Coordinator and Operations
Section Chief/Coordinator
• PSC and OSC develop strategic and resource needs
• Logs Section Chief/Coordinator verify support requirements and contributes logistics
info as necessary
• Logs Section Chief/Coordinator reviews resource ordering process
• F&A Section Chief/Coordinator evaluates funding /fiscal implications
• Quick recap of the meeting and assignments
• End meeting and prepare for Planning Meeting
• Sections/Staff conduct break out meetings to fill in the information gaps that may
exist
• Prepare for Planning Meeting
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Planning Meeting
(Planning P Step 6):
Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate)
Led By: Planning & Intelligence Chief/Coordinator or Designee
Purpose: Validate EOC Action Plan components: objectives, policies, authorities,
resources etc.
Outcome: Validation of EOC Action Plan.
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• Planning & Intelligence Chief/Coordinator brings meeting to order, conducts roll
call, covers ground rules and reviews the agenda
• EOC Director provides opening remarks
• Situation Unit provides briefing on current situation, resources at risk, weather
forecast, and incident projections.
• Planning & Intelligence Chief/Coordinator reviews coordination and support
priorities, objectives, and decisions
• Operations Section Chief/Coordinator provides briefing on current operations
followed with an overview on the proposed plan including strategy work
assignments, resource commitment, contingencies, Operations Section
organizational structure, and needed support facilities
• Planning & Intelligence Chief/Coordinator reviews Operations Section
Chief/Coordinator proposed plan to ensure that the EOC Management Priorities
and operational objectives are met.
• Planning & Intelligence Chief/Coordinator reviews and validates responsibility for
any open actions/tasks and management objectives.
• Planning & Intelligence Chief/Coordinator conducts round robin of EOC
Management Group and Management Staff members to solicit their final input
and commitment to the proposed plan.
• Logistics Section Chief/Coordinator covers transport, communications and
supply updates and issues,
• Finance Section Chief/Coordinator covers fiscal issues,
• Public Information Officer covers public affairs and public information issues,
• Liaison Officer covers interagency issues, and
• Safety Officer covers any safety concerns or considerations
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• Planning & Intelligence Chief/Coordinator requests EOC Management Group’s
approval of the plan as presented. EOC Management Group may provide final
comments
• Planning & Intelligence Chief/Coordinator issues assignments to appropriate EOC
members for developing Coordination Plan support documentation along with
deadlines.
• Planning Section prepares the EOC Action Plan using the forms and /or format as
described in the EOP or determined during the Planning meeting preparation
phase.
• Sections conduct break out meetings to fill in the information gaps that may exist.
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EOC Briefing Meeting
(Planning P Step 9):
Meeting Called By: EOC Director
Attended By: All EOC personnel
Led By: Planning & Intelligence Chief/Coordinator or Designee
Purpose: To brief the oncoming shift on the EOC Action Plan and status of on-scene
operations
Outcome: Oncoming shift understands EOC Action Plan and situation to execute
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• Planning & Intelligence Chief/Coordinator brings meeting to order, conducts roll call
for personnel required to attend both incoming and out-going shift, covers ground
rules and reviews the agenda
• EOC Director provides opening remarks
• Planning & Intelligence Chief/Coordinator reviews objectives and any changes to
the EOC Action Plan
• Situation Unit conducts Situation Briefing.
• Operations Section Chief/Coordinator discusses current response actions and
accomplishments.
• Logistics Section Chief/Coordinator covers transport, communications, and supply
updates
• Finance Section Chief/Coordinator covers fiscal issues.
• Public Information Officer covers public affairs and public information issues
• Safety Officer covers any safety concerns or considerations
• Liaison Officer covers interagency issues and Intel covers intelligence issues
• Planning & Intelligence Chief/Coordinator solicits final comments and adjourns
briefing.
• Out-going Sections Chiefs/Coordinators conduct individual break out meetings with
the on-coming Section Chiefs/Coordinators to complete process
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4.1.4 EOC Action Plan
4.1.4.1 EOC ACTION PLAN TEMPLATE
OVERVIEW:
Event Name:
Operational Period:
Jurisdiction:
Date Prepared:
Time Prepared:
MAP SKETCH:
Prepared By:
Approved By:
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SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities
Management Section Objectives
Operations Section Objectives
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Planning Section Objectives
Logistics Section Objectives
Finance/ Administration Section Objectives
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Organizational Chart:
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Weather Impacts on Operations:
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Weather Forecast 5-Day
Weather Maps:
Additional Attachments
Click here to enter text.
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4.1.4.1 EOC Action Plan [Example]
OVERVIEW:
Event Name: Earthquake
Operational Period: 1
Jurisdiction: Galt
Date Prepared: mm/dd/yyyy
Time Prepared: 9:00am
MAP SKETCH:
Prepared By: First Last, Planning Section Chief
Approved By: First Last, EOC Director
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SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities
1. Life safety
2. Incident stabilization
3. Preservation of the Environment/Property
4. Damage Assessments
Management Section Objectives
1. In the next hour proclaim a Local Emergency
2. In the next hour issue a mass notification message with basic direction to affected residents
reminding them of jurisdictional earthquake protocol
4. In the next 2 hours brief jurisdictional leadership on status of situation
5. In the next 6 hours set-up a call center and form a joint information center with larger
jurisdiction
Operations Section Objectives
6. In the next 6 hours access main roads in jurisdiction to determine if they are safe and passable
for first responder vehicles
8. In the next 24 hours identify at least safe locations for displaced residents and set-up 1 shelter
locations
9. In the next 24 hours assess and tag priority 1 pre-identified buildings in jurisdiction
11. In the next 24 hours, assess debris conditions and develop a removal plan
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Planning Section Objectives
7. In the next 12 hours complete 1 planning cycle and distribute EOC action plan
Logistics Section Objectives
10. In the next 24 hours, identify needs and work on requesting/procuring and providing
preliminary life sustaining commodities for citizens
Finance/ Administration Section Objectives
3. In the next hour set-up incident project code to begin tracking cost associated with incident
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Organizational Chart:
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Weather Impacts on Operations:
None are forecasted.
Weather Forecast 5-Day
Weather Maps:
Additional Attachments
None.
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4.1.5 EOC Forms
The table below list all available EOC forms.
Note that these forms can be accessed in two ways: through hard copies in the EOC
and Alternate EOC; and by clicking on the file names in the electronic version of this
plan.
# Name Form
1. FORM_EOC 201_Incident Briefing
2. FORM_EOC 202_Incident Objectives
3. FORM_EOC 205A_Communication List FORM_EOC 205A_Communicatio
4. FORM_EOC 207_Organization Chart
5. FORM_EOC 208_Safety Message FORM_EOC 208_Safety Message.
6. FORM_EOC 209_Incident Status Summary FORM_EOC 209_Incident Status
7. FORM_EOC 210_Resource Status Change FORM_EOC 210_Resource Status
8. FORM_EOC 211_Check-In FORM_EOC 211_Check-In.docx
9. FORM_EOC 213_Resource Request FORM_EOC 213_Resource Reque
10. FORM_EOC 214_Activity Log FORM_EOC 214_Activity Log.doc
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# Name Form
11. FORM_EOC 215_Resource Planning Worksheet FORM_EOC 215_Resource Planni
12. FORM_EOC 215A_Safety Analysis FORM_EOC 215A_Safety Analysis
13. FORM_EOC 226_Individual Performance Rating
14. FORM_EOC 227_Claims Log FORM_EOC 227_Claims Log.docx
15. FORM_EOC 230_Daily Meeting Schedule FORM_EOC 230_Daily Meeting S
16. FORM_F&A_Cost Worksheet
17. FORM_F&A_Initial Damage Estimate
18. CalEOC IDE CalEOC IDE.pdf
19. FORM_LOGS_DSWV Registration 2013 FORM_LOGS_DSWV Registration 2013.do
20. FORM_LOGS_Resource Request
21. FORM_LOGS_Resource Tracking
22. FORM_MGT Media Briefing Schedule
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# Name Form
23. FORM_MGT_Disaster Assistance Directory
24. FORM_MGT_Media Call
25. FORM_MGT_Press Release
26. FORM_MGT_Proclamation Resolutions
27. FORM_MGT_Public Call
28. FORM_OPS_Fire Deployed Resources
29. FORM_OPS_Windshield Survey
4.1.6 EOC Reports
The table below list all available EOC Report Templates.
Note that these Report Templates can be accessed in two ways: through hard copies in
the EOC and Alternate EOC; and by clicking on the file names in the electronic version
of this plan.
# Name Report Template
1. REPORT_OPS_Agricultural Status
2. REPORT_OPS_Communication Status
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# Name Report Template
3. REPORT_OPS_Energy Status
4. REPORT_OPS_Firefighting Status
5. REPORT_OPS_Hazmat Status
6. REPORT_OPS_Mass Care Status
7. REPORT_OPS_Public Safety Status
8. REPORT_OPS_Public Works Status
9. REPORT_OPS_Search&Rescue
10. REPORT_OPS_Transportation Status
11. REPORT_OPS_Utility Status
12. REPORT_P&I_Local Government After Action REPORT_P&I_Local Government After Ac
13. REPORT_P&I_Situation Status
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4.1.7 EOC Plans
The table below list all available EOC Plan Templates.
Note that these Plan Templates can be accessed in two ways: through hard copies in
the EOC and Alternate EOC; and by clicking on the file names in the electronic version
of this plan.
# Name Plan Template
1. PLAN_P&I_Advance
2. PLAN_P&I_Demobilization
3. PLAN_P&I_EOC Action
4.1.8 EOC Guides
The table below list all available EOC Guides.
Note that these Guides can be accessed in two ways: through hard copies in the EOC
and Alternate EOC; and by clicking on the file names in the electronic version of this
plan.
# Name Guides
1. GUIDE_F&A_PA Damage Categories
2. GUIDE_MGT_77 Most Asked Questions in an
Emergency
3. GUIDE_MGT_Emergency Alert System (EAS)
4. GUIDE_MGT_EPI-JIC SOP
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5. GUIDE_MGT_Legal Authorities
6. GUIDE_MGT_Recovery Plan_Project Management
7. GUIDE_P&I_EOC Org Chart
8. GUIDE_P&I_Planning P
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5 Appendix A - Resources
Category Kind Function Specifications Quantity Owner Location
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6 Appendix B - Contact List
Person or
Location Name
Title or
Function Phone Number Email Other