HomeMy WebLinkAbout05.I- Police RESOLUTION (ID # 4625) DOC ID: 4625 D
CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION
In Support/Opposition
From: Jarrod Burguan M/CC Meeting Date: 10/03/2016
Prepared by: Eric Fyvie,
Dept: Police Ward(s): All
Subject:
Resolution of the Mayor and Common Council of the City of San Bernardino Approving
and Adopting the City's Updated Emergency Operations Plan (EOP). (#4625)
Current Business Registration Certificate: No
Financial Impact:
None
Motion: Adopt the Resolution.
Synopsis of Previous Council Action:
February 2, 2004 Resolution approving the City's updated Emergency Operations
Plan (EOP) and authorizing submittal of the EOP to the State of
California Office of Emergency Services and the San Bernardino
County Office of Emergency Services Adopted.
`fir• Background:
This Emergency Operations Plan addresses the City of San Bernardino's planned
response to extraordinary emergency situations associated with natural disasters,
technological incidents, and national security emergencies. It provides an overview of
operational concepts, identifies components of the City's emergency management
organization within the Standardized Emergency Management System (SEMS) and the
National Incident Management System (NIMS).
It also describes the overall responsibilities of the federal, state, and county entities for
protecting life and property and assuring the overall well-being of the population. Each
organization identified in this Plan is responsible for, and expected to develop,
implement, and test policies, procedures, instructions, and checklists that reflect
cognizance of the emergency management concepts contained herein. Coordinated
response and support roles must be defined by these organizations to facilitate the
ability to respond to any given incident. This plan meets the requirements of NIMS for
the purposes of emergency management.
SEMS is the system required by Government Code Section 8607(a)for managing
response to multi-agency and multi-jurisdiction emergencies in California. SEMS
consists of five organizational levels that are activated as necessary: field response,
Ilocal government, operational area, region and state. The NIMS is required by
Homeland Security Presidential Directive-5 (HSPD-5) Management of Domestic
Incidents.
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Updated: 9/27/2016 by Georgeann "Gigi" Hanna D Packet Pg. 162
4625
SEMS and NIMS incorporate the use of the Incident Command System (ICS), the
Master Mutual Aid Agreement, existing mutual aid systems, the operational area
concept, and multi-agency or inter-agency coordination. SEMS/NIMS help unify all
elements of the City of San Bernardino's emergency management organization into a
single integrated system. Its use is mandatory in order to be eligible for state funding of
response-related personnel costs resulting from a disaster.
ICS is used to organize on-scene operations for a broad spectrum of emergencies from
small to complex incidents, both natural and manmade. The field response level is
where emergency management/response personnel, under the command of an
appropriate authority, carry out tactical decisions and activities in direct response to an
incident or threat (Attachment A).
This EOP was prepared in accordance with including FEMA and State of California
guidelines. While under contract with the City of San Bernardino, San Bernardino
County Fire, Office of Emergency Services revised and updated the EOP, (Resolution
NO. 2014-9).
The previous update to the EOP was completed on February 2, 2004, (Resolution NO.
2004-40).
City Attorney Review:
Supporting Documents:
L) EOP Reso (DOC)
Attachment A -SB City EOP 1-4 Final Draft150811 (PDF)
I
Updated: 9/27/2016 by Georgeann "Gigi" Hanna D Packet Pg. 163
51a
1 RESOLUTION NO.
2 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN
BERNARDINO APPROVING AND ADOPTING THE CITY'S UPDATED
3 EMERGENCY OPERATIONS PLAN (EOP)
4 WHEREAS,the preservation of life and property is an inherent responsibility of local, state and
5 federal government; and
6 WHEREAS, the City of San Bernardino has prepared an Emergency Operations Plan to ensure
the most effective and economical allocation of resources for the maximum benefit protection of
7 the civilian population in time of an emergency; and a
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g WHEREAS,this plan establishes the emergency organization, assigns tasks, specifies policies 2
and general procedures, and provides for coordination of planning efforts of the various
9 emergency staff and service elements using the Standardized Emergency Management System
(SEMS) and the National Incident Management System (NIMS); and
10
WHEREAS, the objective of this plan is to incorporate and coordinate all the facilities and
11 personnel of the city into an efficient organization capable of responding to any emergency; and E
12 WHEREAS,the City of San Bernardino's Emergency Operation Plan is an extension of the 0
California Emergency Plan and will be reviewed and exercised periodically and revised as a
13 necessary to meet changing conditions; and
14 WHEREAS, the Governor's Office of Emergency Services requires that the City Council 'o
15 approve and adopt its Emergency Operations Plan by resolution. a
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16 NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL N
OF THE CITY OF SAN BERNARDINO AS FOLLOWS: �
17 0
1. The Mayor and Common Council hereby approve and adopt the City's d
18 0.
updated Emergency Operations Plan, a copy which is attached as Exhibit"A" and incorporated w
19
herein by reference.
20 c
SECTION 2. That the Emergency Operations Plan, Revised in 2015, gives its full
21 Q
22 support to this plan and urges all officials, employees, and citizens, individually and collectively,
23 to do their share in the total emergency effort in the city and hereby approves and adopts the
24 emergency operations plan for the City of San Bernardino.
25
1
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1 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN
BERNARDINO TO APPROVE AND ADOPT THE CITY'S UPDATED EMERGENCY
2 OPERATIONS PLAN (EOP)
3 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and
4 Common Council of the City of San Bernardino at a meeting thereof,
5
held on the day of , 2016, by the following vote, to wit:
6
COUNCILMEMBERS: AYES NAYS ABSTAIN ABSENT
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8 BARRIOS
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9 VALDIVIA o
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NICKEL
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14 Georgeann Hanna, City Clerk o
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The foregoing Resolution is hereby approved this of , 2016. ..
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17 R. Carey Davis, Mayor o
City of San Bernardino
18 Approved as to form: a
Gary D. Saenz, City Attorney w
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CITY OF
SAN BERNARDINO 0
Emergency Operations
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Plan (EOP)
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Part I — Basic Plan
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PREPARED BY: LO
SAN BERNARDINO COUNTY FIRE CD
OFFICE OF EMERGENCY SERVICES
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In Partnership With LO
CITY OF SAN BERNARDINO POLICE DEPARTMENT
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CITY OF SAN BERNARDINO FIRE DEPARTMENT
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FINAL DRAFT
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"This document was prepared under federal financial assistance provided by FEMA's Grant
Programs Directorate, U.S. Department of Homeland Security and sub-granted through the
California Governor's Office of Emergency Services.Points of view or opinions expressed in this
document are those of the authors and do not necessarily represent the official position or
policies of FEMA's Grant Programs Directorate of the U.S.Department of Homeland Security or
the California Governor's Office of Emergency Services"
Packet Pg. 166
CITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
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CITY OF SAN BERNARDINO
Emergency Operations Plan Resolution
Part I — Basic Plan
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RESOLUTION
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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN ;a..
BERNARDINO, CALIFORNIA, APPROVING AND ADOPTING THE M
EMERGENCY OPERATIONS PLAN (REVISED 2015) AND RESCINDING d
ALL PREVIOUS PLANS FOR THE CITY OF SAN BERNARDINO (REPLACING
RESOLUTION —) 0
WHEREAS, the preservation of life and property is an inherent responsibility of local,state and
federal government; and y
WHEREAS, the City of San Bernardino has prepared an Emergency Operations Plan to ensure L
the most effective and economical allocation of resources for the maximum benefit protection of— �
the civilian population in time of emergency,ark:... LL
WHEREAS, this plan establishes the emergency organization,assigns tasks, specifies policies
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and general procedures, and provides for coordination of planning efforts of the various O
emergency staff and service elements uSWQ the Standardized Emergency Management System
(SEMS)and the National Incident Management System(NIMS); and Q
WHEREAS, the objective of this plan is to incorporate and coordinate all the facilities and
personnel of the City into an efficient organization capabe of responding to any emergency, and
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WHEREAS, San Bernardino's Emergency Operations Plat is an extension of the California >
Emergency Plan and will be reviewed and exercised periodically and revised as necessary to Q
meet changing conditions,and
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WHEREAS, the Governor's Office of Emergency Services requires that the City Council Q
approve and adopt its Emergency Operations Ran by resolution-
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NOW, THEREFORE, BE R RESOLVED SHAT—THF, CITY COUNCIL OF THE CITY OF `p
SAN BERNARDINO-CALIFORNIA, hereby rescinds any and all previous emergency operations,
pUgn,and _
BE IT FURTHER RESOLVED by the City council of the City of San Bernardino, that the V—
Emergency Operations..Plan, Revised 2015, gives its full support to this plan and urges all C�
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officials,employees. and wizens, individually and collectively, to do their share in the total U*)
emergency effort in the City and hereby approves and adopts the Emergency Operations Plan
Tor the City of San Bemardino tC
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_ APPROVED AND ADOPTED THIS
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City Clerk of the City of San Bernardino; do hereby certify that the
fore oin Resolution was duly adopted by the City Council at a regular meeting held on the _
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NOES: COUNCIL MEMBERS None
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ABSENT: COUNCIL MEMBERS None
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Packet Pg. 168
CITY OF SAN BERNARDINO
Emergency Operations Plan Letter of Promulgation
Part I — Basic Plan
1LETTER OF Say Berr mo
PROMULGATION
LETTER OF PROMULGATION °;
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, 2015
TO: OFFICIALS, EMPLOYEES, AND CITIZENS OF THE CITY OF SAN BERNARDINO
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The preservation of life and property is an inherent responsibility of local, state, and federal
government. The City of San Bernardino has prepared this Emergency Operations Plan to E
ensure the most effective and economic allocation of resources for the maximum benefit and w
protection of the civilian population in time of emergency. a
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Good plans carried out by knowledgeable and well-trained personnel can and will minimize
loss of life and property. This Plan describes the Emergency Organization, assigns tasks,
specifies policies and general procedures, and provides for coordination of the planning efforts o
of various emergency staff and service elements. This updated plan supersedes all previous a
Emergency Operations Plans.
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The objective of this Plan is to incorporate and coordinate all the facilities and personnel of the
City into an efficient organization as defined under the California Standardized Emergency
Management System (SEMS), as defined in Government Code Section 8607 (a), and the o
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National Incident Management System (NIMS), as defined by Presidential Executive Orders,
for managing response to multi-agency and multi-jurisdictional emergencies.
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This Emergency Operations Plan (EOP) is an extension of the California Emergency Plan and =
the San Bernardino County Operational Area Plan. It will be reviewed and tested periodically U_
and updated as needed to meet changing conditions. Minor modifications to this Plan can be
made by the City's Administrative Services Manager without the signature of Council. w
The San Bernardino City Council gives its full support to this Plan and the use of the Incident
Command System (ICS) and urges all officials, employees, and citizens - individually and N
collectively - to participate in the overall emergency effort of the City of San Bernardino. a
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CITY OF SAN BERNARDINO
Emergency Operations Plan Plan Concurrence
Part I — Basic Plan
PLAN Sae�@ mo
CONCURRENCE
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The following list of signatures documents the San Bernardino Disaster Council's concurrence °;
with this Emergency Operations Plan (EOP). As needed, revisions will be submitted to the o
Disaster Management Coordinator (DMC)/Police Department. m
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Having reviewed the foregoing City of San Bernardino Emergency Operations Plan and
approved same, I hereto set my signature:
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
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CITY OF SAN BERNARDINO Part I - Section 1 :
Emergency Operations Plan Forward
Part I – Basic Plan
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PART I - SECTION FORWARD
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This Emergency Operations Plan (EOP) addresses the City of San Bernardino's (hereafter, °;
may be referred to as, the City) planned response to extraordinary emergency situations o
associated with natural disasters, technological incidents, and national security emergencies. 2-
The plan does not address normal day-to-day emergencies, or the well-established and routine o
procedures used in coping with such emergencies. Instead, the operational concepts reflected
in this plan focus on potential large-scale disasters which can generate unique situations,
requiring unusual emergency responses. This plan is flexible enough to use in all emergencies 0
and will facilitate the City of San Bernardino's response and short-term recovery activities. E
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This plan is a preparedness document—designed to be read, understood, and exercised prior 0
to an emergency. It is consistent with the requirements of the California Standardized a
Emergency Management System (SEMS) as defined in Government Code Section 8607 (a)
and the National Incident Management System (NIMS) as defined by Presidential Executive
Orders for managing response to multi-agency and multi-jurisdictional emergencies. o
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Each element of the emergency management organization is responsible for assuring the a
preparation and maintenance of appropriate and current Standard Operating Procedures N
(SOPs)/Emergency Operating Procedures (EOPs), policies, instructions, resource lists and
checklists that detail how assigned responsibilities are performed to support SEMS/NIMS r
implementation and to ensure successful response during a major disaster Such SOPs/EOPs o
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should include the specific emergency authorities that designated officials and their successors
can assume during emergency situations. This plan meets the requirements of NIMS for the
purposes of emergency management. °
1.1 Recent Trends In Emergency Management U_
Since 1996, a variety of emerging trends have influenced emergency management, including o
an increasing diversity of California's population, greater vulnerability to floods and wildland
fires as development expands, and the need for more emphasis on disaster recovery and
hazard mitigation efforts to reduce disaster impact. N
According to a 2011 report issued by FEMA's Strategic Foresight Initiative (SFI); the
emergency management community faces a future with challenges likely to be far different W
from those we confront today with increasing complexity and decreasing predictability in C
its operating environment. Complexity will take the form of more incidents, new and w
unfamiliar threats, more information to analyze (possibly with less time to process it), new a
players and participants, sophisticated technologies, and exceedingly high public expectations.
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Emergency services in the City of San Bernardino are provided without regard to race, gender,
color, national origin, socioeconomic status, age, disability, marital status, religion, sexual a
orientation, or political affiliation.
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Packet,Pg.172
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
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CITY OF SAN BERNARDINO Part I - Section 2:
Emergency Operations Plan
San�e mo
Part I — Basic Plan Table of Contents
SECTION OF •
RESOLUTION i a
LETTEROF PROMULGATION .................................................................................................ii o
PLANCONCURRENCE............................................................................................................iii
PART I - SECTION 1: FORWARD
1.1 Recent Trends In Emergency Management.................................................................. 1
PART I - SECTION 2: TABLE OF CONTENTS d
PART I - SECTION 3: INTRODUCTION
3.1 Purpose....................................................................................................................... 15 w
3.2 Scope.......................................................................................................................... 15 0
3.3 Plan Organization........................................................................................................ 16 a
3.3.1 Part I Basic Plan .................................................................................................. 16
3.3.2 Part II - Emergency Function Annexes ................................................................ 16 0
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3.3.3 Part III - Support Annexes.................................................................................... 16 a
3.3.4 Part IV - Hazard Specific Annexes....................................................................... 17 LO
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3.3.5 Appendices.......................................................................................................... 17 7t.
3.4 Relationship to other Plans ......................................................................................... 17
3.4.1 Emergency Operations Plan (EOP) ..................................................................... 17
3.4.2 Local Hazard Mitigation Plan (LHMP/HMP)......................................................... 17 L
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3.4.3 General Plan........................................................................................................ 17 E
PART I - SECTION 4: SITUATION AND ASSUMPTIONS ......................................................19 iz
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4.1 Community Profile....................................................................................................... 19
Figure 4.1.1: City of San Bernardino Jurisdiction Map .............................................. 19 w
4.2 Climate
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4.3 Demographics............................................................................................................. 21 Im
Figure 4.3.1: City of San Bernardino Demographics ................................................. 21 Q
4.2 Housing
4.3 Natural Hazards
..........................................................................................................
4.4 Other Hazards............................................................................................................. 22 a
4.5 Situation
4.6 Planning Assumptions................................................................................................. 23 =
PART I - SECTION 5: EMERGENCY MANAGEMENT ORGANIZATION...............................25 a
5.1 Overview..................................................................................................................... 25
5.2 Disaster Ordinance — MC-1142, Chapter 2.46 ............................................................ 25
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CITY OF SAN BERNARDINO Part I - Section 2:
Emergency Operations Plan Table of Contents
»!o Part I — Basic Plan
5.2.1 Definition of Emergency— 2.46.020..................................................................... 25
5.2.2 Disaster Council Membership — 2.46.030 ............................................................ 26
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5.2.3 Powers and Duties — 2.46.040............................................................................. 26
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5.3 Executive Director of Emergency Services ................................................................. 27
5.3.1 Powers and Duties —2.46.060............................................................................. 27 C
5.4 Director and Assistant Director of Emergency Services.............................................. 28
5.4.1 Powers and Duties — 2.46.060............................................................................. 28 ,
5.5 Disaster Management Coordinator ............................................................................. 28 w
5.5.1 Powers and Duties — 2.46.060............................................................................. 28 C
5.6 Emergency Organization............................................................................................. 29 Q
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5.7 Responsibilities of All Departments............................................................................. 29
5.7.1 City Clerk's Office ................................................................................................ 30 0
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5.7.2 Community Development..................................................................................... 30 a
5.7.3 Parks, Recreation and Community Services........................................................ 31 LO
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5.7.4 Finance................................................................................................................ 31 W
5.7.5 Human Resources ............................................................................................... 32
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5.7.6 Police Department ............................................................................................... 32 LO
5.7.7 Public Works........................................................................................................ 32
5.7.8 Fire Department................................................................................................... 33
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5.7.9 Information Technology ....................................................................................... 33 U_
Figure 5.7.10: City of San Bernardino Emergency Organization............................... 34
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5.8 Emergency Management Partners.............................................................................. 35 w
5.8.1 Operational Area (OA) ......................................................................................... 35
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5.8.2 State Government................................................................................................ 35 m
5.8.3 Federal Government............................................................................................ 36 Q
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5.8.4 Private Sector ...................................................................................................... 36
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5.8.5 Non-Governmental Organizations........................................................................ 36
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5.8.6 Individuals and Households ................................................................................. 36 a
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5.9 Standardized Emergency Management System ......................................................... 37
Figure 5.9.1: Standard ICS Structure (SEMS) Functions .......................................... 37
5.9.2 Command .2
5.9.3 Management........................................................................................................ 37
5.9.4 Operations ........................................................................................................... 38
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 2:
} T_
Emergency Operations Plan Table Of Contents
Part I — Basic Plan
San Bernardino
5.9.5 Planning/Intelligence............................................................................................ 38
5.9.6 Logistics............................................................................................................... 38 2
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5.9.7 finance/Administration.......................................................................................... 38
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5.10 National Incident Management System NI MS) 38
5.11 Emergency Functions ............................................................................................... 39 0
Figure 5.11.1: California Emergency Functions (EF's).............................................. 40
Matrix 5.11.2: California Emergency Functions/City Functions ................................. 42 a
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5.12 Emergency Function Annex Development................................................................ 43 w
5.13 Emergency Functions During EOC Activation........................................................... 43 c
Figure 5.13.1: Emergency Functions/EOC Positions ................................................ 43 a
PART I - SECTION 6: CONCEPT OF OPERATIONS
6.1 Overview..................................................................................................................... 45
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6.2 Four Phases Of Emergency Management.................................................................. 45 a
6.3 Situational Awareness................................................................................................. 46 a
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6.4 Emergency Declarations............................................................................................. 46
6.4.1 Local Emergency Proclamation ........................................................................... 46 T
Figure 6.4.2: Sample Proclamation ........................................................................... 48
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6.4.3 State of Emergency ............................................................................................. 49
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6.4.4 State of War Emergency...................................................................................... 50 a
6.4.5 Presidential Declaration ....................................................................................... 50 LL
6.5 Levels of Disaster Assistance ..................................................................................... 50
6.5.1 Director's Concurrence..................................................................................... 50 0
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6.5.2 Governor's Proclamation of State of Emergency.............................................. 50
6.5.3 Presidential Declaration of an Emergency ....................................................... 51 m
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6.5.4 Presidential Declaration of a Major Disaster..................................................... 51 a
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Figure 6.5.5: Proclamation/Declaration Sequence............................................... 52
6.6 Notification and Mobilization ....................................................................................... 52
6.6.1 Alerting/Notification/Warning System................................................................... 53 a
6.7 SEMS Coordination Levels ......................................................................................... 53
6.7.1 Multi-Agency or Inter-Agency Coordination ......................................................... 54 E
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6.7.2 Coordination with Field Response ....................................................................... 55 r
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6.7.3 Coordination with The County Operational Area (OA) ......................................... 55
s 6.7.4 Coordination with Special Districts....................................................................... 55
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CITY OF SAN BERNARDINO Part I - Section 2:
Emergency Operations Plan
Part I — Basic Plan Table of Contents
6.7.5 Coordination with Private And Non-Profit Agencies............................................. 55
6.8 Incident Command System (ICS)................................................................................ 55 M
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6.8.1 Command ............................................................................................................ 56 =
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6.8.2 Operations 56
6.8.3 Planning/Intelligence
6.8.4 Logistics............................................................................................................... 56
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6.8.5 Finance/Administration ........................................................................................ 56
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6.8.6 Principles of ICS .................................................................................................. 56 w
6.8.7 Unified Command ................................................................................................ 57 a
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6.8.9 Action Planning Process...................................................................................... 57 a
Incident Action Plan (IAP) — Field Level .................................................................... 58
EOCAction Plan (EAP)............................................................................................. 59 0
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Figure 6.8.10: EOC Operational Period Planning Cycle — "Planning P" .................... 61 a
PART I - SECTION 7: EMERGENCY OPERATIONS CENTER (EOC)...................................63 LO
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7.1 Overview..................................................................................................................... 63
7.1.1 Management Section Activities and Responsibilities ........................................... 63 r
7.1.2 Operations Section Activities and Responsibilities............................................... 63 CD
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7.1.3 Planning/Intelligence Section Activities and Responsibilities ............................... 64
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7.1.4 Logistics Section Activities and Responsibilities .................................................. 64
7.1.5 Finance/Administration Activities and Responsibilities......................................... 64 LL
Figure 7.1.6: City of San Bernardino EOC Organization Chart ................................. 65
7.2 Special Districts, Private, And Non-Profit Agencies .................................................... 66 0
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7.3 Primary and Alternate EOC......................................................................................... 66
Figure 7.3.1: EOC Floor Plan Layout ........................................................................ 67 m
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7.4 EOC Activation Levels a
7.4.1 Monitoring ............................................................................................................ 68
7.4.2 Level I Activation.................................................................................................. 68
7.4.3 Level 11 Activation................................................................................................. 68 a
' 7.4.4 Level III Activation................................................................................................ 69
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Figure 7.4.5: EOC Activation Matrix .......................................................................... 69 E
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7.4.6 Activation Procedures.......................................................................................... 70 Y
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Figure 7.4.7: EOC Activation Event Examples .......................................................... 71
7.4.8 Notification of Activation to the San Bernardino County OA ................................ 71
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CITY OF SAN BERNARDINO part I - Section 2:
Emergency Operations Plan
y Part 1 — Basic Plan Table of Contents
SiteBe mo
7.5 EOC Deactivation........................................................................................................ 73
7.6 Field/EOC Communications and Coordination............................................................ 73
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7.7 Field/EOC Direction and Control Interface.................................................................. 73
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7.7.1 Field Coordination with Docs and EOCs.............................................................. 74
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PART I SECTION 8• MUTUAL AID 75 IOU.
8.1 Overview..................................................................................................................... 75
8.2 Mutual Aid Regions..................................................................................................... 75
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Map 8.2.1: California Mutual Aid (MA) Regions ........................................................ 75
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8.3 Mutual Aid Responsibilities ......................................................................................... 76
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8.4 Mutual Aid Policies and Procedures............................................................................ 76 a
8.5 Mutual Aid Coordination.............................................................................................. 77 =
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8.5.1 Interstate Mutual Aid ............................................................................................ 78
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8.5.2 Volunteer and Private Mutual Aid......................................................................... 78 -
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8.5.3 Mutual Aid Resource Management...................................................................... 79 a
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8.5.4 Resource Ordering............................................................................................... 79
PART I - SECTION 9: INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION .81
9.1 Overview..................................................................................................................... 81 0
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9.2. "The Big Picture" ........................................................................................................ 82
9.3 WebEOC..................................................................................................................... 82 0
PART I - SECTION 10: PUBLIC INFORMATION
10.1 Overview................................................................................................................... 83 U-
10.1.1 Purpose.............................................................................................................. 83 a.
10.1.2 Objectives .......................................................................................................... 83 w
10.1.3 Policies and Procedures .................................................................................... 84
10.2 Resources Available for Public Information............................................................... 84
10.2.1 Emergency Alert System (EAS)......................................................................... 85 a
10.2.2 Joint Information Center(JIC)............................................................................ 85 E
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10.2.3 Public Awareness and Education....................................................................... 86
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R PART I SECTION 11 ACCESS AND FUNCTIONAL NEEDS 87 a
11.1 Overview................................................................................................................... 87
PART I - SECTION 12: CONTINUITY OF GOVERNMENT.....................................................91
12.1 Standby Officers........................................................................................................ 91 r
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12.2 Lines of Succession for Government Officials........................................................... 91
12.3 Lines of Succession for Elected Officials .................................................................. 92
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12.4 Alternate Government Facilities ................................................................................ 92
12.5 Vital Records Retention ............................................................................................ 92
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PART I - SECTION 13: RECOVERY........................................................................................95 N
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13.1 Overview................................................................................................................... 95 2
13.2 Concept of Operations .............................................................................................. 95 a
13.2.1 Short Term Recovery......................................................................................... 95
13.2.2 Long Term Recovery ......................................................................................... 95 W
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13.3 Recovery Organization.............................................................................................. 96 E
13.3.1 Management...................................................................................................... 96 a
13.3.2 Operations ......................................................................................................... 96 a
13.3.3 Planning/Intelligence.......................................................................................... 97 =
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13.3.4 Logistics............................................................................................................. 97 ;
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13.3.5 Finance/Administration ...................................................................................... 97 a
Figure 13.3.6: Recovery Organization Chart............................................................. 98 a
13.4 Damage Assessment................................................................................................ 99
13.5 Recovery Documentation............. . . .. .................................................. 100
Figure 13.5.1: Initial Damage Estimate (IDE) Form................................................. 101 CD
13.6 Recovery Reporting/After Action Reports ............................................................... 102
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Figure 13.6.1: After-Action/Corrective Action Report Template............................... 103
13.7 Recovery Disaster Assistance................................................................................. 107
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13.7.1 Local Assistance Center (LAC)........................................................................ 107
13.7.2 Individual Assistance (IA) Program .................................................................. 107 d
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13.7.3 Public Assistance (PA) Program ...................................................................... 108
13.7.5 Hazard HMGP Program Mitigation Grant U
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PART I - SECTION 14: ADMINISTRATION AND LOGISTICS..............................................111 a
14.1 Administration ......................................................................................................... 111
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14.2 Logistics
.................................................................................................................. 111 �
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PART I - SECTION 15: PLAN MAINTENANCE AND DISTRIBUTION .................................113 w
15.1 Record of Changes ................................................................................................. 113 a
15.2 Record of Distribution.............................................................................................. 114
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PART I - SECTION 16: STANDARD OPERATING PROCEDURE (SOP) DEVELOPMENT 115
PART I - SECTION 17: TRAINING AND EXERCISES
17.1 Training................................................................................................................... 117
17.2 Exercises ................................................................................................................ 117
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17.2.1 Seminars/Workshops....................................................................................... 117
17.2.2 Tabletop........................................................................................................... 117
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17.2.3 Functional Exercise.......................................................................................... 118
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17.2.4 Full Scale Exercise .......................................................................................... 118
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PART I - SECTION 18: APPENDICES
.................................................
...............119 0
18.1 Authorities and References..................................................................................... 119
18.1.1 City of San Bernardino Local Municipal Codes/Resolutions ............................ 119
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18.1.2 State Authorities............................................................................................... 119
18.1.3 Federal Authorities........................................................................................... 119 a
18.1.4 References....................................................................................................... 119 a
18.2 Glossary of Terms................................................................................................... 121 =
18.3 Acronym List ........................................................................................................... 134 ;
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18.4 Critical Contact Lists (TBD)..................................................................................... 137 a
18.4.1 City Contacts.................................................................................................... 137 a
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18.4.2 County Contacts .............................................................................................. 137 N
18.4.3 Utility Contacts................................................................................................. 138 r
18.4.4 Federal and State Contacts ............................................................................. 138 0
18.4.5 Transportation and Infrastructure Contacts...................................................... 139
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18.4.6 NGO Contacts.................................................................................................. 139
18.5 SEMS EOC Position Checklists .............................................................................. 140
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18.5.1 Generic Checklist (All Positions)...................................................................... 141
18.6 Management Section .............................................................................................. 142 a
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18.6.1 EOC Director................................................................................................ 142
18.6.2 EOC Coordinator (ESC)............................................................................... 144
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18.6.3 Public Information Branch Coordinator......................................................... 145 a
18.6.4 Rumor Control Unit Leader........................................................................... 147
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18.6.5 Liaison Officer .............................................................................................. 148
18.6.6 Agency Representatives............................................................................... 149 a
18.6.7 Safety Officer................................................................................................ 150 d
18.6.8 Security Officer............................................................................................. 151 E
18.7 Operations Section.................................................................................................. 152 w
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18.7.1 Operations Section Chief.............................................................................. 152
18.7.2 Fire & Rescue Branch Coordinator............................................................... 154
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18.7.3 Fire Operations Unit Leader......................................................................... 155
18.7.4 Disaster Medical Unit Leader ....................................................................... 156
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18.7.5 Search & Rescue Unit Leader...................................................................... 157 =
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18.7.6 Hazmat Unit Leader ..................................................................................... 158
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18.7.7 Law Enforcement Branch Coordinator ......................................................... 159 0
18.7.8 Law Enforcement Operations Unit Leader ................................................... 160
18.7.9 Coroner Unit................................................................................................. 161 ,
18.7.10 Construction/Engineering Branch Coordinator........................................... 162 w
18.7.11 Utilities Unit Leader.................................................................................... 163 c
18.7.12 Damage/Safety Assessment Unit Leader................................................... 164 a
18.7.13 Public Works Unit Leader........................................................................... 165
18.7.14 Health & Welfare Branch Coordinator ........................................................ 166 0
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18.7.15 Care & Shelter Unit Leader ........................................................................ 167 a
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18.7.16 Public Health Unit Leader........................................................................... 168
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18.8 Planning and Intelligence Section ........................................................................... 169
18.8.1 Planning/Intelligence Section Chief.............................................................. 169 r
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18.8.2 Situation Analysis Unit Leader...................................................................... 171 LO
18.8.3 Documentation Unit Leader.......................................................................... 172
18.8.4 Advanced Planning Unit Leader................................................................... 173
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18.8.5 Technical Services Unit Leader.................................................................... 174
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18.8.6 Demobilization Unit Leader .......................................................................... 175
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18.9 Logistics Section ..................................................................................................... 176 w
18.9.1 Logistics Section Chief................................................................................. 176
18.9.2 Communications Branch Coordinator........................................................... 178 m
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18.9.3 Communications Unit Leader....................................................................... 179 Q
18.9.4 Information Systems Unit Leader................................................................. 180
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18.9.5 Transportation Unit Leader........................................................................... 181
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18.9.6 Personnel Unit Leader.................................................................................. 182 a
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18.9.7 Supply/Procurement Unit Leader ................................................................. 183
18.9.8 Facilities Unit Leader.....................................................:.............................. 184
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18.9.9 Resource Status Unit Leader ....................................................................... 185
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18.10 Finance/Administration Section............................................................................. 186
18.10.1 Finance/Administration Section Chief......................................................... 186
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Apft,L 18.10.2 Time Keeping Unit Leader.......................................................................... 188
18.10.3 Purchasing Unit Leader.............................................................................. 189
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18.10.4 Recovery Unit Leader................................................................................. 190
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18.10.5 Compensation & Claims Unit Leader ......................................................... 191
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PART II — ESF ANNEX PLACEHOLDER
PART III — SUPPORT ANNEX PLACEHOLDER........................................................................i
PART IV SECTION 1 HAZARD SPECIFIC ANNEX 1
1.1 Overview....................................................................................................................... 1 LO)
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1.2 Background and Demographics.................................................................................... 1 w
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Figure 1.2.1: City Limit Map......................................................................................... 1 0
1.3 Community Profile......................................................................................................... 2 4
1.4 Purpose of the Plan...................................................................................................... 4 M
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1.5 Situation and Assumptions............................................................................................ 4 0
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1.5.1 Situation................................................................................................................. 4 a
1.5.2 Assumptions .......................................................................................................... 5 N
1.6 LHMP Hazard Analysis Summary................................................................................. 6
Figure 1.6.1: Risk Assessment Matrix......................................................................... 7
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Figure 1.6.2: Probability and Impact Matrix................................................................. 8 Ln
1.7 Set Goals ...................................................................................................................... 8 2
1.8 Review and Propose Mitigation Measures.................................................................... 8
1.9 Draft the Local Hazard Mitigation Plan (LHMP)........................................................... 10 U-
1.10 Adopt the Plan........................................................................................................... 10 a
PART IV— SECTION 2: RISK ASSESSMENT W
2.1 Hazard Identification ................................................................................................... 13
2.1.1 Hazard Screening Criteria.................................................................................... 13 N
2.1.2 Hazard Assessment Matrix.................................................................................. 14 a
Figure 2.1.3: 2013 FEMA Flood Hazard Areas.......................................................... 15 E
Figure 2.1.4: 2010 Potential Alluvial Fan Areas ........................................................ 16
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Figure 2.1.5: 2013 California Area 30-Year Earthquake Probabilities ....................... 17 a
Figure 2.1.6: Seven Oaks Dam Inundation ............................................................... 17
Figure 2.1.7: 2005 - 2014 Lightening Flash Density Ma
Figure 2.1.8: 1955 - 2014 Hail Threat Map................................................................ 20 a
Figure 2.1.9: 1953 - 2004 Average Annual Tornadoes by State ............................... 21
Figure 2.1.10: 1991 - 2010 Average Annual Number of EF3 Tornadoes .................. 21
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x lflo CITY O F SAN BERNARDINO Part I - Section 2:
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Part I — Basic Plan Table of Contents
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Figure 2.1.11: Hazard Assessment Matrix ................................................................ 22
2.2 Hazard Prioritization.................................................................................................... 22
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Figure 2.2.1: Prioritized Hazard Matrix...................................................................... 23
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PART IV— SECTION 3: HAZARD PROFILE 25
...........................................................................
3.1 Flood........................................................................................................................... 25 a
Figure 3.1.1: Flood Risk Areas..........................................
Table 3.1.2: 2005 — Present Severe Weather Events ............................................... 27 0
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3.2 Wildfire........................................................................................................................ 28 N
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Figure 3.2.1: Fire Hazard Severity Zones.................................................................. 28 a
3.2.2 Wildfire Occurrences............................................................................................ 29 a
Figure 3.2.3: 2000 — 2011 Wildfire History................................................................ 29
Table 3.2.4: 2005 — 2010 Wildfire Occurrences ........................................................ 29
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3.3 Earthquake/Geological Hazards.................................................................................. 30 Q
Figure 3.3.1: Major California Faults ......................................................................... 31 a
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Table 3.3.2: 2005 — 2013 Earthquakes City of San Bernardino ................................ 32
Figure 3.3.3: California Faults - Probability of>_M6.7 Earthquake ............................. 33
Figure 3.3.4: California Area Earthquake Probabilities.............................................. 34 0
Figure 3.3.5: USGS Liquefaction Susceptibility Zones.............................................. 35
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3.4 Other Hazards............................................................................................................. 35
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PART IV— SECTION 4: INVENTORY ASSETS ......................................................................37 _
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4.1 Buildings ..................................................................................................................... 37
Table 4.1.1: Building/Contents Replacement Value .................................................. 37 0
4.2 Critical Facility List ...................................................................................................... 38 W,
Table 4.2.1: Critical Facilities List L)
4.3 Utility Agencies............................................................................................................ 38 N
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PART IV SECTION 5• VULNERABILITY ASSESSMENT 41
5.1 Results for Wildfire
Table 5.1.1: Critical Facilities within Wildfire Hazard Area ........................................ 41
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5.2 Results for Earthquake................................................................................................ 41 a
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Figure 5.2.1: Earthquake Scenario 1 — San Andreas Fault (M 7.8)........................... 42
Figure 5.2.2: Earthquake Scenario 2 — San Jacinto Fault (M 6.7)............................. 43 U
Figure 5.2.3: Earthquake Scenario 3 — Chino Hills Fault (M 6.7) .............................. 44
LO Table 5.2.4: Direct Economic Loss/Casualties/Building Damage by General Building
Type for the City
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CITY OF SAN BERNARDINO Part I - Section 2:
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Part I — Basic Plan
Table 5.2.5: Direct Economic Loss/Casualties/Building Damage by General Building
Type for the Unincorporated Areas of the City .......................................................... 48
5.3 Results for Dam Inundation......................................................................................... 49 a
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Figure 5.3.1: Dam Inundation Zones......................................................................... 49 2
5.4 Results for Flood......................................................................................................... 49 a
Figure 5.4.1: San Bernardino County and City FEMA National Flood Hazard Layer. 50
Figure 5.4.2: FEMA Flood Hazard Area — City of San Bernardino ............................ 50
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Table 5.4.3: HAZUS Estimated Flood Losses........................................................... 51 M
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Table 5.4.4: City Buildings in FEMA Flood Hazard Zones......................................... 52 a
PART IV— SECTION 6: MITIGATION PROGRAMS
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6.1 Wildfire Programs........................................................................................................ 53
6.1.1 Mountain Area Safety Taskforce (MAST) ............................................................ 53
6.1.2 Mountain Mutual Aid ............................................................................................ 54 a
6.2 Community Based Fuels Reduction Programs ........................................................... 54 a
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6.3 Public Education Programs......................................................................................... 55
6.4 Earthquake/Geological Hazards Programs................................................................. 56
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6.5 Flood Programs........................................................................................................... 56 0
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Table 6.5.1: Land Use Compatibility Chart for 100 Yr. Flood Plains.......................... 58
6.6 Extreme Heat, Extreme Cold, and Drought Programs ................................................ 63 0
PART IV— SECTION 7: MITIGATION STRATEGIES S
7.1 Mitigation Overview..................................................................................................... 65 r
7.2 Wildfire........................................................................................................................ 65 a
7.2.1 Mountain Area Safety Taskforce (MAST) — Complete ......................................... 65 w
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7.2.2 Cal Fire — Complete............................................................................................. 66 0
7.2.3 Wood Shake Roof Replacement — On Going....................................................... 66 (n
7.2.4 Foothill Fire Zones Hazard Abatement— On Going ............................................. 66
7.2.5 Inland Empire Fire Safe alliance (IEFSA) — Complete ......................................... 66 E
7.2.6 Public Education Programs — On Going .............................................................. 66 r
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7.2.7 Telephone Emergency Notification System (TENS) Implementation - Complete 67 a
7.2.8 Emergency Communication Services (ECS) — On Going .................................... 67
7.3 Earthquake/Geologic Hazards
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7.3.1 Geologic Hazard Mitigation Goal — Complete...................................................... 67 a
7.4 Flood........................................................................................................................... 67
7.4.1 Flood Hazard Mitigation Goal - Complete............................................................ 67
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Part I — Basic Plan
Sae le ,19
PART IV—SECTION 8: MITIGATION GOALS, OBJECTIVES, AND PROJECTS.................69
8.1 Wildfire........................................................................................................................ 69
8.2 Earthquake/Geologic Hazards .................................................................................... 69 °'
8.3 Flood........................................................................................................................... 70 2
PART IV— SECTION 9: MITIGATION PRIORITIES L
9.1 Prioritization Process .................................................................................................. 73 0
9.2 Wildfire........................................................................................................................ 73
9.2.1 Mountain Area Safety Taskforce MAST
9.3 Flood........................................................................................................................... 73 w
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9.3.1 Project Prioritization............................................................................................. 73 -°a
PART IV— SECTION 10: IMPLEMENTATION STRATEGY....................................................75 a
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10.1 Wildfire...................................................................................................................... 75
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10.2 Earthquake/Geological Hazards................................................................................ 75 0
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10.3 Flood......................................................................................................................... 75 a
Table 10.4: Implementation Strategy Summary ........................................................ 75 N
PART IV—SECTION 11: PLAN MAINTENANCE S
11.1 Monitoring, Evaluating, and Updating the Plan ......................................................... 77 r
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CITY OF SAN BERNARDINO Part I - Section 3:
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Sa>f Be mo
Part I — Basic Plan Introduction
SECTION • •
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3.1 Purpose °;
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This Emergency Operations Plan addresses the City of San Bernardino's planned response to L
extraordinary emergency situations associated with natural disasters, technological incidents, o
and national security emergencies. It provides an overview of operational concepts, identifies a
components of the City's emergency management organization within the Standardized
Emergency Management System (SEMS) and the National Incident Management System
(NIMS). E
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It also describes the overall responsibilities of the federal, state, and county entities for o
protecting life and property and assuring the overall well-being of the population. Each a
organization identified in this Plan is responsible for, and expected to develop, implement, and
test policies, procedures, instructions, and checklists that reflect cognizance of the emergency
management concepts contained herein. Coordinated response and support roles must be o
defined by these organizations to facilitate the ability to respond to any given incident. This a
plan meets the requirements of NIMS for the purposes of emergency management. a
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3.2 Scope
SEMS is the system required by Government Code Section 8607(a) for managing response to 0
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multi-agency and multi-jurisdiction emergencies in California. SEMS consists of five
organizational levels that are activated as necessary: field response, local government,
operational area, region and state. The National Incident Management System (NIMS) NIMS is
required by Homeland Security Presidential Directive-5 (HSPD-5) Management of Domestic
Incidents.
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SEMS and NIMS incorporate the use of the Incident Command System (ICS), the Master 0
Mutual Aid Agreement, existing mutual aid systems, the operational area concept, and multi- ;,
agency or inter-agency coordination. SEMS/NIMS help unify all elements of the City of San
Bernardino's emergency management organization into a single integrated system. Its use is N
mandatory in order to be eligible for state funding of response-related personnel costs resulting Q
from a disaster.
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ICS is used to organize on-scene operations for a broad spectrum of emergencies from small
to complex incidents, both natural and manmade. The field response level is where emergency a
management/response personnel, under the command of an appropriate authority, carry out w
tactical decisions and activities in direct response to an incident or threat.
Additional information may be found in California Code of Regulations (CCR), Title 19, Section
2400, and the SEMS Approved Course of Instruction. NIMS information is available through a
FEMA at www.FEMA.gov.
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CITY OF SAN BERNARDINO Part I - Section 3:
Emergency Operations Plan Introduction
Sane p Part I — Basic Plan
3.3 Plan Organization
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There are five parts to a comprehensive Emergency Operations Plan: The Basic Plan, °-
Emergency Function Annexes, Support Annexes, Hazard-specific Annexes and Appendices. o
3.3./ Part/Basic Plan a
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The basic plan describes the fundamental systems, strategies, policies, assumptions,
responsibilities and operational priorities that the City will utilize to guide and support
emergency management efforts. Essential elements of the basic plan include: ;
5.I.b
a CITY OF SAN BERNARDINO Part I - Section 3:
# Emergency Operations Plan
Introduction
MUOUNWWWW Part I — Basic Plan
San Bernar no
3.3.4 Part IV- Hazard Specific Annexes
The hazard, threat, or incident-specific annexes describe the policies, situation, concept of n.
operations, and responsibilities for particular hazards, threats, or incidents. Additionally, these o
annexes may be referenced as plans or standard operating guides (SOGs) that have already
been developed, plans/SOGs that are under development, or plans/SOGs that are scheduled Q
for future development. O
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3.3.5 Appendices
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Subsequent plans and procedures that are developed in support of the Emergency Plan, such w
as mutual aid plans, hazard-specific plans, catastrophic plans and related procedures will be a
incorporated by reference and maintained separate from the basic plan. a
3.4 Relationship to other Plans
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3.4.1 Emergency Operations Plan (EOP) °
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The intent of the City's EOP is to provide the concept of operations and strategic activities for a
responding to any type of emergency incident impacting the City. C4
3.4.2 Local Hazard Mitigation Plan (LHMP/HMP)
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The City of San Bernardino and the surrounding jurisdictions have developed their Local
Hazard Mitigation Plans (LHMP/HMP) and the City is expecting FEMA approval in 2015. The o
plan identifies hazards, assesses the losses associated with the hazards, and investigates the E
vulnerability of the community towards different hazards. The plan also identifies alternatives =_
for the future of the community to better prepare, minimize loss and educate the public of the U_
hazards identified.
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3.4.3 Genera/Plan
The City of San Bernardino's General Plan incorporates elements of both the Emergency N
Operations Plan and the Local Hazard Mitigation Plan. All plans reflect the local hazards and a
address the City's response to dealing with these hazards. C
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CITY OF SAN BERNARDINO
Emergency Operations Plan
` Part I — Basic Plan
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CITY OF SAN BERNARDINO Part I - Section 4:
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Part I — Basic Plan Assumptions
u San Bernar ioo
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4.1 Community Profile
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The City of San Bernardino covers 59.7 square miles and is geographically the largest City in
the County of San Bernardino. The City lies in the San Bernardino foothills and the eastern Q
portion of the San Bernardino Valley, roughly 60 miles (97 km) east of Los Angeles. Some o
major geographical features of the City include the San Bernardino Mountains and the San =
Bernardino National Forest, in which the City's northernmost neighborhood, Arrowhead M
Springs, is located and the Cajon Pass adjacent to the northwest border. City Creek, Lytle
Creek, San Timoteo Creek, Twin Creek, Warm Creek (as modified through flood control W
channels) feed the Santa Ana River, which forms part of the City's southern border south of 0
San Bernardino International Airport. a
The City is bounded by the City of Highland on the east, the San Manuel Indian Reservation
and the San Bernardino National Forest on the north, the Cities of Rialto and Fontana on the o
west, and the cities of Redlands, Loma Linda, and Colton on the south. a
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Figure 4.1.1: City of San Bernardino Jurisdiction Map N
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CITY OF SAN BERNARDINO Part I - Section 4:
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Part I — Basic Plan Assumptions
�� SacBe yea
San Bernardino is unique among Southern Californian cities because of its wealth of water,
which is mostly contained in underground aquifers. A large part of the City is over the Bunker
Hill Groundwater Basin, including downtown. This fact accounts for a historically high water a
table in portions of the City, including at the former Urbita Springs, a lake that no longer exists o
and is now the site of the Inland Center Mall. Seccombe Lake, named after a former mayor, is
a manmade lake at Sierra Way and 5th Street. The San Bernardino Valley Municipal Water a
District ("Muni") has plans to build two more large, multi-acre lakes north and south of historic o
downtown in order to reduce groundwater, mitigate the risks of liquefaction in a future
earthquake, and sell the valuable water to neighboring agencies.[citation needed]
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The City has several notable hills and mountains; among them are: Perris Hill (named after w
Fred Perris, an early engineer, and the namesake of Perris, California); Kendall Hill (which is o
near California State University); and Little Mountain, which rises among Shandin Hills a
(generally bounded by Sierra Way, 30th Street, Kendall Drive, and Interstate 215).
Freeways act as significant geographical dividers for the City of San Bernardino. Interstate 215 0
is the major east-west divider, while State Route 210 is the major north-south divider. a
Interstate 10 is in the southern part of the City. Other major highways include State Route 206 a
(Kendall Drive and E Street); State Route 66 (which includes the former U.S. 66); State Route N
18 (from State Route 210 north on Waterman Avenue to the northern City limits into the
mountain communities), and State Route 259, the freeway connector between State Route
210 and 1-215. The Santa Ana River originates in the San Bernardino Mountains and flows o
southwest to the ocean. The Santa Ana Watershed includes streams flowing south from the
San Gabriel Mountains and streams flowing north and west from the San Jacinto Mountains in
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Riverside County.
The City of San Bernardino may be exposed to many hazards, all of which have the potential LL
to disrupt the community, causing damage, and creating casualties. Possible natural hazards
include earthquakes, floods, wildfires, and winter storms. The threat of a war-related incident o
such as a nuclear, biochemical, or conventional attack is present as well. Other man-made w
disaster situations could develop from hazardous material (HazMat) accidents, public health-
related incidents, major transportation accidents, or acts of terrorism.
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4.2 Climate -�
San Bernardino features a somewhat cooler version of a Mediterranean climate with cool to
chilly winters (frost is common during this time of the year) and hot, dry summers. Relative to
other areas in Southern California, winters are colder, with frost and with chilly to cold morning a
temperatures common. The particularly and climate during the summer prevents tropospheric
clouds from forming, meaning temperatures rise to what is considered by NOAA scientists as E
Class Orange. Y
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Summer is also a lot warmer with the highest recorded summer temperature at 117 °F (47.2
°C) in 1971. In the winter, snow flurries occur upon occasion. San Bernardino gets an average
of 16 inches (406 mm) of rain, hail, or light snow showers each year. Arrowhead Springs, San
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FCITY OF SAN BERNARDINO Part I - Section 4:
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Part I - Basic Plan Assumptions
Bernardino's northernmost neighborhood, gets snow, heavily at times due to its elevation of
about 3,000 feet (910 m) above sea level.
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The seasonal Santa Ana winds are felt particularly strongly in the San Bernardino area as o
warm and dry air is channeled through nearby Cajon Pass at times during the autumn months.
This phenomenon markedly increases the wildfire danger in the foothills, canyon, and a
mountain areas of the City that the cycle of cold, wet winters and dry summers helps create. 0
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4.3 Demographics
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The 2010 United States Census reported that San Bernardino had a population of 209,924. w
The population density was 3,519.6 people per square mile (1,358.9/kM2). The racial makeup o
of San Bernardino was 95,734 (45.6%)White, 31,582 (15.0%) African American, 2,822 (1.3%) a
Native American, 8,454 (4.0%)Asian, 839 (0.4%) Pacific Islander, 59,827 (28.5%)from other
races, and 10,666 (5.1%) from two or more races. Hispanic or Latino of any race were 125,994
persons (59.0%). Non-Hispanic Whites were 20.0% of the population in 2010, compared to 0
65.6% in 1970. a
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(Figure 4.3.1) below shows the demographic shifts from 2000 to 2015. (Source: U.S. Bureau U)
of the Census, 2000 Census of Population and Housing. Esri forecasts for 2010 and 2015).
Figure 4.3.1: City of San Bernardino Demographics
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2000 2010 2015
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Race and Ethnicity Number Percent Number Percent Number Percent o
White Alone 88,488 46.1% 86,098 40.1% 82,859 37.8%
Black Alone 30,576 15.9% 30,875 14.4% 29,538 13.5% LL
American Indian Alone 2,706 1.4% 2,897 1.4% 2,855 1.3%
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Asian Alone 7,824 4.1% 10,386 4.8% 11,326 5.2%
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Pacific Islander Alone 709 0.4% 780 0.4% 776 0.4% +=
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Some Other Race Alone 51,424 26.8% 71,365 33.2% 79,086 36.1% N
Two or More Races 10,121 5.3% 12,270 5.7% 12,848 5.9% Q
Hispanic Origin(Any Race) 90,536 47.2% 123,828 57.7% 136,272 62.1% 0
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4.2 Housing a
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The Census reported that 202,599 people (96.5% of the population) lived in households, 3,078
(1.5%) lived in non-institutionalized group quarters, and 4,247 (2.0%) were institutionalized. s
There were 65,401 housing units at an average density of 1,096.5 per square mile (423.4/km2), v
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of which 29,838 (50.3%) were owner-occupied, and 29,445 (49.7%) were occupied by renters. a
The homeowner vacancy rate was 3.2%; the rental vacancy rate was 9.5%. 102,650 people
(48.9% of the population) lived in owner-occupied housing units and 99,949 people (47.6°/x)
lived in rental housing units.
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CITY OF SAN BERNARDINO Part I - Section 4:
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Part I — Basic Plan Assumptions
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Currently, 44.6 percent of the 71,509 housing units in the market area are owner occupied;
42.2 percent, renter occupied; and 13.2 percent are vacant. In 2000, there were 65,668
housing units - 47.0 percent owner occupied, 41.6 percent renter occupied and 11.3 percent a
vacant. The rate of change in housing units since 2000 is 0.83 percent. Median home value in o
the market area is $137,979, compared to a median home value of$157,913 for the U.S. In
five years, median home value is projected to change by 3.72 percent annually to $165,604. Q
From 2000 to the current year, median home value changed by 3.72 percent annually. o
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4.3 Natural Hazards CD,
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Starting with the 2005 LHMP and updated in 2015 as necessary, the Local Planning Team W
identified thirteen (13) natural hazards that have potential to affect the City: For detailed hazard o
information, see Part IV- Hazard Specific Annexes a
❑ Wildfires ❑ Lightning
❑ Flood ❑ Extreme Heat o
❑ Earthquake/Geologic Hazards ❑ Extreme Cold a
❑ Dam Inundation ❑ Hail a
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Li Infestation 11 Tornado to
❑ Drought ❑ Winter Storm (Heavy Snowfall)
❑ High Winds/Straight Line Winds o
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Additional details, a summary for each of the natural hazards listed above, and/or references to 2
hazard specific plans/standard operating guides (SOGs) are located in Part IV— Hazard
Specific Annexes of this plan.
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4.4 Other Hazards
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❑ Hazardous Materials Incident ❑ Terrorism w
❑ Civil Unrest L)
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These other hazards were not included in the Risk Assessment or ranked for the LHMP 2015 a
update, however, the City recognizes the potential impact and threat from these other hazards.
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4.5 Situation
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• The citizens of the City will be expected to provide for their immediate needs to the
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extent possible for at least 72 hours following a catastrophic event, or for at least 24
hours following a location-specific event. This may include public as well as private
resources in the form of lifeline services.
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• A catastrophic earthquake would adversely impact local, County, and state government
response capabilities. Consequently, a number of local emergencies may be declared.
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CITY OF SAN BERNARDINO Part I - Section 4:
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• Communications, electrical power, water and natural gas lines, sewer lines and fuel
stations will be seriously impaired during the first 24 hours following a major earthquake _�
and may not be fully restored for 30 days or more. FL
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• Transportation corridors may be affected so only equipment, foodstuffs, supplies, and C
materials on hand will be available for use during the first 72 hours of emergency
operations. o
• It is possible only emergency response personnel on duty at the time of a significant
earthquake will be available during the first 6 hours. Mission capability may be available
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within 24 hours.
• In event of a catastrophic earthquake, a clear picture regarding the extent of damage, 1 CL
loss of life, and injuries may not be known for at least 36 hours. 0
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• The City's Emergency Operations Center (EOC) capability may be limited for at least 8 =
hours if communications links to other agencies and City Departments are degraded.
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4.6 Planning Assumptions C.
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Below are assumptions reflecting the situations that must be considered in order to achieve N
effective emergency management in the City of San Bernardino:
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• All incidents are local.
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• Emergencies may occur at any time with little or no warning and may exceed y
capabilities of local, state, federal, tribal governments and the private sector in the o
affected areas.
• Emergencies may result in casualties, fatalities and displace people from their homes. U_
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• An emergency will require prompt and effective response and recovery operations by a
City emergency services, disaster relief, volunteer organizations, and the private sector. w
• All emergency response staff are trained and experienced in operating under the
NIMS/SEMS protocol. m
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• Environmental, technological, and civil emergencies may be of a magnitude and a
severity that State and Federal assistance is required.
• An emergency can result in property loss, interruption of essential public services, and
damage to basic infrastructure and significant harm to the environment. w
• The greater the complexity, impact and geographic scope of an emergency, the more a
multiagency coordination will be required. E
• The City will mobilize to deliver emergency and essential services under all threats and
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emergencies. a
• Individuals, community-based organizations, faith-based organizations, and businesses
will offer services and support in time of disaster.
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CITY OF SAN BERNARDINO Part I - Section 4:
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• The City will utilize mutual aid and other forms of assistance when the City exhausts or
anticipates exhausting its resources. M
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• Once local resources have been exhausted, or nearly exhausted, the City will request
resources from the San Bernardino County Fire Office of Emergency Services, 0
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according to the Standardized Emergency Management System (SEMS).
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• The City will be responsible for establishing and maintaining contact with the San O
Bernardino County Office of Emergency Services throughout the duration of the
emergency in order to assist them in sustaining county-wide situational awareness. 0)
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• The emergency management function for the City of San Bernardino is coordinated w
through the Police Department. a
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• The City's planning strategies will make every effort to consider the needs of the a
general population, children of all ages, people with disabilities and others with access
and functional needs, immigrants, individuals with limited English proficiency, and other
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diverse racial and ethnic populations. o
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CITY OF SAN BERNARDINO Part I - Section 5:
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Part I — Basic Plan Organization
;PART
ORGANIZATION CL
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5.1 Overview
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Local and City agencies and response partners may have various roles and responsibilities o
throughout an emergency's duration. Therefore, it is particularly important that the local
command structure be established to support response and recovery efforts and maintain a
significant amount of flexibility to expand and contract as the situation changes.
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Typical duties and roles may also vary depending on the severity of impacts, size of the a
incident(s), and availability of local resources. Thus, it is imperative to develop and maintain -°a
depth within the command structure and response community. a
The City of San Bernardino conducts all emergency management functions in accordance with
the guidelines set by the Standardized Emergency Management System (SEMS) and the a
National Incident Management System (NIMS). The function of Emergency Management is a
carried out by the Disaster Management Coordinator(DMC)/Police Department.
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The DMC assists with training and preparing essential response staff and supporting
personnel to incorporate SEMS/NIMS concepts in all facets of an emergency. Each City
Department is responsible for ensuring that critical staff are identified and trained at a level 40
enabling effective execution of existing response plans, procedures, and policies.
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During a City-declared disaster, control is not relinquished to County or State authority but
remains at the local level for the duration of the event. Some responsibilities may be shared U_
under mutual consent. Most City Departments have emergency functions in addition to their �*
normal duties. Each department is responsible for developing and maintaining its own a
emergency management procedures.
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5.2 Disaster Ordinance — MC-1142, Chapter 2.46 L)
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In accordance with City of San Bernardino Municipal Code, Chapter 2.46 (Certain Sections a
Amended:April 21, 2003) - Disaster Council Section 2.46.010 -, Purposes:
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• The City provides for the preparation and carrying out of plans for the protection of
persons and property within this City in the event of an emergency; a
• The direction of the emergency organization; and
• The coordination of the emergency functions of this City with all other public agencies,
corporations, organizations and affected private persons. Y
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5.2.1 Definition of Emergency— 2.46.020
- Per City of San Bernardino Municipal Code Section 2.46.020— "Emergency"means:
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CITY OF SAN BERNARDINO Part I - Section 5:
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• Actual or threatened existence of conditions of disaster or of extreme peril to the safety
of persons and property within this City;
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• Caused by air pollution, fire, flood, storm, epidemic, riot, or earthquake, or other =
conditions; .0,
• Including terrorist activities or imminent threat of terrorist activities; a
• War or imminent threat of war; but other than conditions resulting from a labor
controversy or;
• Other conditions are or are likely to be beyond the control of the services, personnel,
equipment, and facilities of this City, requiring the combined forces of other political w
subdivisions to combat. a
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5.2.2 Disaster Council Membership —2.46.030
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The San Bernardino Disaster Council consists of the following members: o
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A. The Mayor who shall be chairman; Q
B. The Mayor Pro-Tempore who shall be vice-chairman; N
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C. The City Attorney;
D. The Chief of Police; o
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E. The Director of Emergency Services;
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F. The Assistant Director of Emergency Services; o
G. The Disaster Management Coordinator; _
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H. Such chiefs of emergency services as are provided for in a current emergency plan of
the City; a
I. Such representatives of civic, business, labor, veterans, professional, or other
organizations having an official emergency responsibility, as may be appointed by the
Mayor with the advice and consent of the Common Council. co
5.2.3 Powers and Duties —2.46.040 a
The San Bernardino Disaster Council has the duty and is empowered to:
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Develop and recommend for adoption by the Common Council, emergency and mutual a
aid plans and agreements; ordinances, resolutions and rules and regulations as
necessary to implement such plans and agreements; E
• Shall be advisory to, and make recommendations to, the Mayor, who shall have the sole a
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decision making authority; a
o In the absence of the Mayor, the Mayor's decision making authority shall be with the
Mayor Pro-Tempore for the duration of such absence;
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• If the Mayor Pro Tempore as determined is likewise absent or otherwise unavailable
to serve, the next Council member by order of rotation shall serve as Mayor Pro F
Tempore for that period of absence; o.
• The disaster council shall meet upon call of the chairman or, in his/her absence from o
the City or inability to call such meeting, upon call of the vice-chairman.
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5.3 Executive Director of Emergency Services o
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Per City of San Bernardino Municipal Code, Section 2.46.050:
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• The office of Executive Director of Emergency Services is created; The Mayor shall be w
the Executive Director of Emergency Services. o
5.3.1 Powers and Duties —2.46.060 a
The Mayor as Chairman of the San Bernardino Disaster Council and Executive Director of
Emergency Services is empowered to: a
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1. Request the Common Council to proclaim the existence or threatened existence of a local a
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emergency, or to issue such proclamation if the Common Council is not in session; the
Common Council shall take action to ratify the proclamation within seven days thereafter or
the proclamation shall have no further force or effect;
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2. Request the Governor to proclaim a state of emergency when, in the opinion of the Mayor, Ln
the locally available resources are inadequate to cope with the emergency;
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3. Control and direct the effort of the emergency organization of this City; °
4. Direct cooperation between and coordination of services and staff of the emergency U_
organization of this City; and resolve questions of authority and responsibility that may arise 1
between them; o
5. Represent this City in all dealings with public or private agencies on matters pertaining to
emergencies as defined in Section 2.46.020; L)
6. In the event of the proclamation of a local emergency, the proclamation of a state of n
emergency by the Governor or the Director of the State Office of Emergency Services, or a
the existence of a state of war emergency, the Mayor is empowered to:
• Make and issue rules and regulations on matters reasonably related to the protection of
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life and property as affected by such emergency; provided, however, such rules and .2
regulations must be confirmed at the earliest practicable time by the Common Council; a
• Obtain vital supplies, equipment, and such other properties found lacking and needed
for the protection of life and property and bind the City for the fair value thereof and, if
required immediately, commandeer the same for public use; a
• Require emergency services of any City officer or employee and, in the event of the
proclamation of a state emergency in the county in which this City is located or the
existence of a state of war emergency, command the aid of as many citizens of this
community as he/she deems necessary in the execution of his/her duties; such persons
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CITY OF SAN BERNARDINO Part I - Section 5:
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shall be entitled to all privileges, benefits, and immunities as are provided by state law
for registered disaster service workers;
• Requisition necessary personnel or material of any City Department or agency; and c
• Execute all of his/her ordinary power as Mayor, all of the special powers conferred upon
him/her by this Chapter or by resolution or emergency plan, all powers conferred upon
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him/her by any statute, by an agreement approved by the Common Council, and by any o
other lawful authority.
5.4 Director and Assistant Director of Emergency Services Q
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Per City of San Bernardino Municipal Code, Section 2.46.050: o
• The office of Director of Emergency Services is created; the City Administrator shall
be the Director of Emergency Services. o
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• The office of Assistant Director of Emergency Services is created, the Fire Chief shall o
be the Assistant Director of Emergency Services. a
5.4.1 Powers and Duties — 2.46.060 N
The Director and Assistant Director of Emergency Services, under the general supervision T
of the Mayor and with the assistance of the various chiefs of emergency services: o
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1. Develop emergency plans and manage the emergency programs of the City; and shall L
have other powers and duties as may be assigned by the Mayor; o
2. The Director of Emergency Services shall recommend to the Mayor the order of succession =
to this office, to take effect in the event the Director is unavailable to attend meetings and
otherwise perform duties during an emergency;
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3. Upon approval by the Mayor, such order of succession for the Director shall be approved w
by the Common Council;
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4. The Assistant Director of Emergency Services shall have such powers and duties as may N
be assigned by the Mayor. a
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5.5 Disaster Management Coordinator E
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Per City of San Bernardino Municipal Code, Section 2.46.050: y
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• The office of Disaster Management Coordinator is created, the Disaster Management
Coordinator, who is approved by the Common Council, shall be the head of this office. s
5.5.1 Powers and Duties —2.46.060 a
The Disaster Management Coordinator, under the direct supervision of the Assistant
Director of Emergency Services, and the general supervision of the Mayor, is responsible for:
1. Routine disaster preparedness activities
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CITY OF SAN BERNARDINO Part I - Section 5:
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2. Emergency management training for City personnel
3. Coordination of emergency planning
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4. Maintenance of emergency management equipment and facilities o
5. Public education in the area of disaster preparedness
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5.6 Emergency Organization °
Per City of San Bernardino Municipal Code, Section 2.46.070— "Emergency Organization" F
includes: d
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• All officers and employees of the City o
• Volunteer forces a
• All groups, organizations, and persons who may by agreement or operation of law, be
charged with duties incident to the protection of life and property during an emergency c
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Per City of San Bernardino Municipal Code, Section 2.46.080: a
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• The structure, duties and functions of the City emergency organization and the order of W
succession to the position of Mayor and Chairman of the San Bernardino Disaster
Council shall be adopted by resolution of the Common Council co
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5.7 Responsibilities of All Departments
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Individual departments are an integral part of the emergency organization. While some
departments' staff are first responders, the majority focus on supporting these first responders 'u.
and/or on the continuity of services they provide to the public. Organizationally, they are a
component that provides support and communication for responders. All City departments o
have the following common responsibilities: w
• Support EOC operations to ensure the City is providing for the public safety and
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protection of the citizens it serves
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• Establish, in writing, an ongoing line of succession of authority for each department; this =
document must be made known to department employees, and a copy must be filed E
with the Common Council and Disaster Management Coordinator
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• Develop alert and notification procedures for department personnel a
• Develop operating guidelines to implement assigned duties specified by this plan
• Track incident-related costs incurred by the department
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• Ensure that vehicles and other equipment are equipped and ready a
• Identify critical functions and develop procedures for maintaining and/or reestablishing
services provided to the public and other City departments
• Assign personnel to the EOC, as charged by this plan
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CITY OF SAN BERNARDINO Part I - Section 5:
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• Develop and implement procedures for protecting vital records, materials, and facilities
• Promote family preparedness among employees
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• Ensure that staff complete any NIMS required training o
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• Ensure that department plans and SOPs incorporate NIMS components, principles, and 2-
policies �-
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• Allow staff time for preparedness training and participation in exercises U
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In addition to the responsibilities outlined above, each City Department plays its own unique
role in the Emergency Management Organization, outlined below by City Department and/or W
Division. a
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5.7.1 City Clerk's Office
The City Clerk's Office consists of five divisions: Administration, Passports, Business ;
Registration, Elections, and Records Management. °
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Emergency Management Organization Role/Responsibilities: a
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• Keep all books, papers, records and other documents and provide for a secure and safe :S
place for all vital records
• Attend all meetings of the Mayor and Common Council; and keep minutes of all Council LO
meetings
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• Process ordinances, Local Emergency Proclamations and Resolutions °
• Serve as liaison to the Council, City Attorney, and outside agencies LL
5.7.2 Community Development o
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The Community Development Department is comprised of six program areas including:
Administration, Planning, Land Development, Building and Safety, and Stormwater
Management/National Pollution Discharge Elimination System (NPDES).
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Emergency Management Organization Role/Responsibilities: d
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• Inspect and post as necessary all damaged buildings, both public and private, and
determine if they are safe or if they should be evacuated a
• Estimate the extent of damage/cost of repair of structures
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• Assist in the Preliminary Damage Assessment (PDA) with local, state, and federal
organizations to determine losses and recovery needs
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• Coordinate damage assessment teams for City facilities, possible shelter sites, and
structures throughout the community
• Assist with the review and permit process of the repair or replacement of damaged
structures, both public and private
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CITY OF SAN BERNARDINO Part I - Section 5:
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5.7.3 Parks, Recreation and Community Services
The Parks, Recreation and Community Services Department maintains City open space or a.
retreats known as parks, manage a variety of programs and activities for the youth, adult and o
senior populations, and develop cultural offerings.
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Emergency Management Organization Role/Responsibilities: o
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• Take the lead role in shelter operations for residents and employees requiring shelter a
during an emergency
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• Assist in providing resources to support the event (personnel, equipment, w
transportation, etc.) o
• Provide child care for employees who have no alternative child care as a result of the
emergency o
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• Provide counseling and other human services to first responders, City employees, o
and community members a
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• Assist in donations and volunteer management LO
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5.7.4 Finance
Finance is responsible for the City's financial planning (budgeting); accounting of the City's o
resources; fair and accurate reporting of the City's financial position; and management and y
control of all of the City's financial activities. Additionally, the Finance Department provides o
data and analysis to assist the City Manager, Mayor, and Common Council in formulating
policies. u
Finance provides the following support services to City departments: accounting, accounts a
payable, payroll, purchasing, budgeting, and cash management. Finance also provides w
backup staff support for the elected City Treasurer. _
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Emergency Management Organization Role/Responsibilities: 00
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• Financial support, response, and recovery for the emergency/disaster
• Support the response effort and the acquisition, transportation and mobilization of
resources
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• Oversee the procurement and allocation of supplies and materials not normally r
provided through mutual aid channels
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• Ensure the payroll, accounts payables, and revenue collection process continues
• Assist in the tracking and distribution of donations a
• Assist with managing a message center to direct the public to needed resources
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CITY OF SAN BERNARDINO Part I - Section 5:
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5.7.5 Human Resources
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The Human Resources Department consists of the Personnel Services, Workers' n.
Compensation and Risk Management Divisions. o
Emergency Management Organization Role/Responsibilities: Q
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• Maintain current addresses and telephone numbers of all city employees
• Process claims for injuries to employees and volunteers
• Provide Information Technology support to all city facilities w
• Provide cross-training as needed to fill vacant positions $
• Administer acceptance and settlement of general liability claimed losses
• Notify insurance carriers to obtain assistance with policy coverage
• Continue to hire new employees as needed o
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5.7.6 Police Department ,f;
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The primary endeavor of the San Bernardino Police Department is to provide the most efficient :
and effective use of available resources, in order to afford its residents the most desirable of
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municipal police services.
Emergency Management Organization Role/Responsibilities:
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• Protect lives, property, and the environment
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• Coordinate emergency response with all departments and agencies involved with the
event a
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• Activate and support all activities in the Emergency Operations Center (EOC)
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• Access and perimeter control m
• Evacuation of threatened populations to safe areas a
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• Dissemination of accurate and timely emergency public information and warning to the
public
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• Serve as the primary liaison between the City and the County's Office of Emergency a
Services, providing ongoing information on the City's response
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• Identify the need for and request law enforcement mutual aid s
5.7.7 Public Works a
The City of San Bernardino Public Works Department has five divisions: Administration,
Engineering, Fleet Management, Integrated Waste Management and Operations &
Maintenance.
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CITY OF SAN BERNARDINO Part I - Section 5:
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Emergency Management Organization Role/Responsibilities:
• Provide assistance with barricades, sandbags, road closures, debris removal, a
emergency road repair, traffic control, and damage surveys and assessments of o
roadways and facilities
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• Eliminate an immediate threat to lives or public health and safety o
• Take protective measures to minimize damage to private and public facilities
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• Demolition and removal of public and private buildings and structures that pose an
immediate threat to the safety of the general public w
• Track and documentation of all emergency activities o
5.7.8 Fire Department
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The City of San Bernardino Fire Department consists of twelve (12) fire stations, Fire ;
Administration Division, and Fire Prevention/Community Risk Reduction Division.
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Emergency Management Organization Role/Responsibilities: a
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• Respond to all types of fires, including structure, vegetation, and those involving
vehicles or aircraft
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• Assist with medical aids from injuries or medical conditions
• Respond to all types of hazardous materials spills, exposures, and releases o
• Assist with rescues such as swift water, vehicle collisions, confined spaces, and
structural collapses U_
5.7.9 Information Technology o
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Information Technology (IT) is an internal service department that serves the information
technology needs of the City's departments, including the Water Department. IT is responsible
for enterprise-wide communication and information technology services.
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Emergency Management Organization Role/Responsibilities:
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Business Systems: technology services for enterprise/departmental applications, the
public and internal websites, and non-public safety City departments a
• Geographic Information Systems (GIS): technology that combines geographic data and
other types of information to generate visual maps, reports, and interactive maps for the E
City w
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• Network Services: Develops and maintains network infrastructure for the City a
• Client Services: maintains and repairs all City desktop equipment and software
• Public Safety Systems: technology support to Police and Fire Departments including
Computer Aided Dispatch (CAD), Records Management Systems (RMS), radios, Mobile
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CITY OF SAN BERNARDINO Part I - Section 5:
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San Beroar ino
Data Computers (MDCs), desktop computers, laptops and other related public safety
gear.
• Telephone Support- services for telephones and wireless devices to City departments
and facilities g
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Figure 5.7. 10: City of San Bernardino Emergency Organization o
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34
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 5:
Emergency Operations Plan Emergency Management
Part I — Basic Plan Organization
Sin Sere »o
5.8 Emergency Management Partners
M
In the Nation's system of emergency management, the local government must act first to o.
address the public's emergency needs. Depending on the nature and size of the emergency, o
Federal, state, regional, and Operational Area (OA) assistance may be provided to the local
jurisdiction. The focus of local is on the emergency measures that are essential for protecting a
the public. At the minimum, these measures include warning, emergency public information, 0
evacuation, and shelter.
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States, regional, and the OA play three roles: assisting local jurisdictions whose capabilities E
must be augmented or are overwhelmed by an emergency; responding first to certain W
emergencies; and working with the Federal Government when Federal assistance is a
necessary. The state EOP is the framework within which local EOPs are created and through a
which the Federal Government becomes involved. -�
_
As such, the state EOP ensures that all levels of government are able to mobilize in a unified o
way to safeguard the well-being of their citizens. The state, regional, and OA EOPs should a
synchronize and integrate with local and regional plans. The information below describes the a
relationship between the City and these emergency management partners, including volunteer ,j;
organizations.
5.8.1 Operational Area (OA)
co
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Section 8605 of the California Emergency Services Act designates each county area as an
Operational Area. Each Operational Area (OA) is made up of the county government, local
governments, and special districts located within the county. During a State of Emergency, a
State of War Emergency, or a Local Emergency the Operational Area is required to coordinate S_
resources, priorities, and information and serve as a coordination/communication link to the
State Mutual Aid system. a
0
W
Per SB 1841 dated December 1, 1996, utilization of the Operational Area during emergencies
is now mandatory for local governments wishing to receive financial reimbursement for U
personnel-related response costs. The City of San Bernardino signed the agreement N
(Resolution No. 95-129) on May 1, 1995 confirming that the City is a signatory to the San a
Bernardino County Operational Area Agreement. The San Bernardino County Operational
Area Emergency Operations Plan was updated in 2012. The San Bernardino County EOC E
serves as the OA EOC. It is physically located at 1743 Miro Way, Rialto, California.
w
a
5.8.2 State Government w
d
During a state of war emergency, a state of emergency, or a local emergency, the Cal OES
Secretary coordinates the emergency activities of all state agencies in connection with such r
emergency and has the authority to use any state government resource to fulfill mutual aid a
requests or to support emergency operations. Cal OES operates the California State Warning
Center(CSWC) 24-hours a day to receive and disseminate emergency alerts and warnings.
35
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5.Lb
wCITY OF SAN BERNARDINO Part I - Section 5:
Emergency Operations Plan Emergency Management
k ,10 Part I — Basic Plan Organization
When needed the State Operations Center (SOC) and Regional Emergency Operations
Centers (REOCs) are activated to coordinate emergency management information and o
resources. Cal OES also coordinates the delivery of federal grant programs under Presidential o.
declarations of emergency and major disaster. c
M
5.8.3 Federal Government a
0
The federal government supports emergency management throughout the nation and in
California by providing tools, resources, and guidance to support California's emergency
management system. When an emergency occurs that exceeds, or is anticipated to exceed Q
resources located within the state, or when federal departments or agencies acting under their W
own authorities are partners in the unified command for an emergency, the federal government c
will implement the National Response Framework (NRF) to access federal department and a
agency capabilities, organize the federal response and ensure coordination with all response -�
partners. M
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5.8.4 Private Sector o
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Q
Private sector organizations play a key role before, during, and after an emergency. First, they Ln
must provide for the welfare and protection of their employees in the workplace. In addition, N
the City must work seamlessly with businesses that provide water, power, communication
networks, transportation, medical care, security, and numerous other services upon which both
response and recovery are particularly dependent. C)
5.8.5 Non-Governmental Organizations o
Non-governmental Organizations (NGOs) play extremely important roles before, during, and
after an emergency. For the City, NGOs such as the American Red Cross (ARC) provide
sheltering, emergency food supplies, counseling services, and other vital services to support a
response and promote the recovery of disaster victims. NGOs collaborate with responders, 0
w
governments at all levels, and other agencies and organizations. _
U
5.8.6 individuals and Households v0°i
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Although not formally a part of the City's emergency operations, individuals and households
play an important role in the overall emergency management strategy. Community members =
can contribute by:
r
• Reducing hazards in their homes, a
c
• Preparing emergency supply kits and household emergency plans, E
• Monitoring emergency communications carefully, Y
• Y
Volunteering with established organizations, and a
• Enrolling in emergency response training courses.
36
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 5:
Emergency Operations Plan Emergency Management
Part I — Basic Plan Organization
5.9 Standardized Emergency Management System
SEMS requires that every emergency response involving multiple jurisdictions or multiple a.
agencies include the five SEMS functions identified below (Figure 5.9.1). These functions o
must be applied at each level of the SEMS organization.
L
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Figure 5.9.1: Standard/CS Structure (SEMS) Functions o
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Management C
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5.9.2 Command
Command is responsible for the directing, ordering, and/or controlling of resources at the field
response level. A key concept in all emergency planning is to establish command and tactical o
control at the lowest level that can perform that role effectively in the organization. In the
Incident Command System (ICS), the Incident Commander(IC), with appropriate policy o
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.
U-
1
The IC must respond to higher authority. Depending upon the incident's size and scope, the a
higher authority could be the next ranking level in the organization up to the agency or w
department executive. This relationship provides an operational link with policy executives who
customarily reside in the Department Operations Center(DOC) or EOC, when activated.
m
m
5.9.3 Management a
Management is responsible for overall emergency policy and coordination at the SEMS EOC E
levels. The EOC serves as a central location from which multiple agencies or organizations
coordinate information collection and evaluation, priority setting and resource management.
Within the EOC, the primary Management functions are: a
c
a�
• Facilitate multiagency coordination and executive decision making in support of the
incident response.
r
• Implement the policies established by the governing bodies. a
• Facilitate the activities of the Multiagency Coordination (MAC) Group.
37
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 5:
Emergency Operations Plan Emergency Management
Sawn mu Part I — Basic Plan Organization
5.9.4 Operations
Operations is responsible for coordinating and supporting all jurisdictional operations in a
support of the response to the emergency through implementation of the organizational level's o
Action Plans (AP). y
L
• At the Field Level, the Operations Section is responsible for the coordinated tactical o
response directly applicable to, or in support of the objectives in accordance with the
Incident Action Plan (IAP). a
L
• In the EOC, the Operations Section Coordinator manages functional coordinators who E
share information and decisions about discipline-specific operations. w
w
a
0
5.9.5 Planning/intelligence a
Planning and Intelligence is responsible for the collection, evaluation and dissemination of
operational information related to the incident for the preparation and documentation of the o
Incident Action Plan (IAP) at the Field Level or the Action Plan (AP) at an EOC. a
a
Planning/Intelligence also maintains information for the EOC. As needed, Unit Coordinators LO
are appointed to collect and analyze data, prepare situation reports, develop action plans, set
Geographic Information Systems (GIS) priorities, compile and maintain documentation,
conduct advance planning, manage technical specialists and coordinate demobilization.
co
0
5.9.6 Logistics
L
Logistics is responsible for providing facilities, services, personnel, equipment and materials in
support of the emergency. Unified ordering takes place through the Logistics Section Ordering S
Managers to ensure controls and accountability over resource requests. As needed, Unit
Coordinators are appointed to address the needs for communications, food, medical, supplies, a
facilities and ground support. w
a
5.9.7 finance/Administration
m
Finance and Administration is responsible for all financial and cost analysis aspects of the a
emergency and for any administrative aspects not handled by the other functions. As needed,
Unit Leaders are appointed to record time for incident or EOC personnel and hired equipment, E
coordinate procurement activities, process claims and track costs.
r
5.10 National Incident Management System (NIMS) a
d
The City of San Bernardino conducts all emergency management functions in accordance with
the National Incident Management System (NIMS). Homeland Security Presidential
Directive 5 (HSPD-5), "Management of Domestic Incidents," directed the Secretary of a
Homeland Security to develop and administer NIMS. It is a comprehensive, national approach
to incident management that is applicable at all jurisdictional levels and across functional
disciplines.
38
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 5:
Emergency Operations Plan Emergency Management
e ieo
Part I — Basic Plan Organization
NIMS enables jurisdictions to work together to prevent, protect against, respond to, recover
from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in F
order to reduce the loss of life and property and harm to the environment. NIMS focuses on a.
five key areas, or components, which are preparedness, communications and information o
management, resource management, command and management, and ongoing management
and maintenance.
a.
0
These components work together to form a comprehensive incident management system. The
City has incorporated NIMS into its emergency plans, policies, and procedures. In an effort to
prepare all essential staff and supporting personnel to incorporate NIMS concepts, a training
program has been established wherein all City employees are required to complete certain w
NIMS courses. C.
0
5.11 Emergency Functions
The California State Emergency Plan establishes the California Emergency Functions (CA- o
EFs), which consist of seventeen primary activities deemed essential to addressing the a
emergency management needs of communities in all phases of emergency management. The a
California Emergency Functions were designed to bring together discipline-specific N
stakeholders at all levels of government to collaborate and function within the four phases of
emergency management.
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The EFs consist of an alliance of agencies, departments and other stakeholders with similar LO
functional responsibilities. This grouping allows each EF to collaboratively mitigate, prepare
for, cohesively respond to and effectively recover from an emergency. o
(Figure 5.11.1) on the next two (2) pages show how the CA-EFs would fit into the City of San U_
Bernardino's SEMS-ICS functions. While each EF is a unique activity, it's assigned to a
particular ICS function with a Department serving as the lead agency. a
0
W
The City of San Bernardino has not developed specific protocols for each EF. Future EOPs
may include an annex of EFs that identify their specific concept of operations and m
stakeholders. N
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5.I.b
CITY OF SAN BERNARDINO Section 5:
F Emergency Operations Plan Emergency Management
Part I — Basic Plan Organization
fan Ber mo
5.12 Emergency Function Annex Development
a
Development of Emergency Function Annexes requires a coordinated approach between all o
stakeholders. A Lead Agency and supporting stakeholders will come together as a working
group to develop and maintain Emergency Function Annexes as part of the City's Emergency a
Operations Plan. Emergency Function working groups will be responsible for identifying o
capabilities and resources to create and maintain a resource directory.
Q
Once each EF annex has been developed, stakeholders should train on and exercise the a�
plans and procedures described in the annex. (Matrix 5.11.2) on the previous page identifies W
the Lead Agency and supporting stakeholders for each Emergency Function. o
5.13 Emergency Functions During EOC Activation
Utilizing EFs during EOC activation provides the greatest possible access to stakeholder o
resources and capabilities regardless of which organization has those resources. While the a
Lead Agency is responsible for coordinating the activities of the EF working group during the a
mitigation and preparedness phases, this responsibility will be shifted to the appropriate SEMS
function during the response and recovery phases.
The positions, branches, and units identified in (Figure 5.13.1) will be responsible for
co
activating EF annexes as they are needed. Although not solely responsible for carrying out the Ln
activities in each EF annex, they are the coordinating entity among all stakeholders that are
members of the EF working group. o
Figure 5.13.1: Emergency Functions/EOC Positions LL
�r
Emergency Function EOC Position, Branch, or Unit (SEMS a.
1 Transportation Public Works Branch (Operations) w
2 Communications Information Systems Branch (Logistics)
3 Construction & Engineering Public Works Branch (Operations)
4 Firefighting Fire Branch (Operations) N
5 Emergency Management EOC Coordinator(Management) Q
r
6 Care & Shelter Care and Shelter Branch (Operations)
7 Resources Procurement Unit(Logistics)
8 Public Health & Medical Medical/Health Branch (Operations)
9 Search and Rescue Fire Branch and Law Branch (Operations) Q
10 Hazardous Materials Fire Branch (Operations)
11 Food and Agriculture San Bernardino County Operational Area EOC E
12 Utilities Public Works Branch (Operations)
13 Law Enforcement Law Branch (Operations) a
14 Long —Term Recovery Recovery Planning Unit(Planning/Intelligence)
15 Public Information Public Information Officer(Management)
16 Evacuation Law Branch (Operations)
17 Volunteer& Donations Management Personnel Unit & Procurement Unit(Logistics)
43
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Sae6e fluo Part I — Basic Plan
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 6:
Emergency Operations Plan
Same _ �o
Part I — Basic Plan Concept of Operations
PART I - SECTION 6: CONCEPT OF OPERATIONS
c
6.1 Overview °;
0
Emergency operations focus on saving and protecting human lives, while managing and using ca
all available resources at the local level for effectively responding to all types of emergencies. a
This plan adheres to the emergency management principle of all-hazards planning, O
recognizing that most responsibilities and functions performed during an emergency are not C
hazard-specific. Primary roles involved during the initial emergency response will focus on first +
responders, such as police departments and fire agencies, sometimes also involves hospitals,
local health departments, and regional fire and HazMat teams. w
w
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Typically, as the emergency situation evolves and the immediate response subsides, a a
transition period will occur during which emergency responders will hand responsibility for
ca
active coordination of the response to agencies or organizations involved with recovery
operations. This EOP should be used when the City of San Bernardino or local emergency o
response agencies are reaching or have exceeded their abilities to respond to an emergency a
incident and not in response to day-today operations. Responsibilities include; management a
and coordination of large-scale events, Identifying and obtaining additional assistance and N
resources for emergency response agencies from the County, State, and/or Federal
government. �-
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LO
6.2 Four Phases Of Emergency Management
L
Prevention and Mitigation: Actions taken before/after an emergency: °
• To avoid an incident or stop an incident from occurring _
• To protect lives, property and closely tied to the `
Recovery phase
a.
Preparedness:Activities done in advance: * vent1go w
• To develop the City's response capabilities ' > +
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• Examples: emergency planning, training/exercises, and � � m
public awareness programs � ,rn
Response: Initial and extended response activities where the: ..
• Priority is to save lives and minimize the effects of the eco � d
emergency/disaster
• Most initial response activities occur at the field level r` w
tir
Extended response will necessitate the activation of the
EOC to support and coordinate response efforts in the field
Recovery: Begins at the time of the disaster and continues long after the response phase:
• Initial goal to restore vital services and provide for the basic needs of the public a
• Once stability is achieved this phase moves into the long-term goal of:
• Restoring the community to a normal or improved state of affairs
• Instituting mitigation measures, particularly those related to the recent emergency
• Re-evaluating procedures and functions of the EOP for deficiencies
45
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 6:
Emergency Operations Plan
Part I - Basic Plan
�e leo
Concept of Operations
S
6.3 Situational Awareness
Lastly, this plan is implemented within the context of a continuous stream of incidents, events, a.
and occurrences, any of which may develop into an emergency. Constant situational o
awareness is essential to maintaining a forward-leaning posture that facilitates rapid response. CU
Situational awareness refers to the ongoing process of collecting, analyzing, and disseminating
intelligence, information, and knowledge to allow organizations and individuals to anticipate o
requirements and to react quickly and effectively.
Situational awareness comprises an interactive process of sharing and evaluating information E
from multiple sources, integrating communications and reporting activities, and forecasting or w
predicting incidents to detect and monitor threats and hazards. These activities are the basis o
for advice, alert and warning, intelligence and information-sharing, technical assistance, a
consultations, notifications, and informed decision making at all interagency and
intergovernmental levels, as well as on the part of the private sector and the public. CU
0
When a situation develops into a major emergency, centralized emergency management is a
necessary and in most cases occurs within an Emergency Operations Center (EOC). This plan a
and the EOC are therefore very closely related. This EOP is activated in conjunction with EOC N
activations. CO
T
6.4 Emergency Declarations o
LO
As necessary, the Emergency Operations Center (EOC) may be activated and EOC staff will
convene to evaluate the situation and make recommendations for a possible Local o
Declaration. Emergency proclamations expand the emergency powers and authorities of the
State of California and its political subdivisions. They also provide a mechanism for unaffected U_
jurisdictions to provide resources and assistance to the affected jurisdictions. The following are
the four types of emergency declarations possible. a
0
w
6.4. 1 Local Emergency Proclamation
m
A Local Emergency is defined as:
Q
"[T]he duly proclaimed existence of conditions of disaster or of extreme peril to the safety of
persons and property within the territorial limits of a county, city and county, or city, caused by s
such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe w
energy shortage, plant or animal infestation or disease, the Governor's warning of an a
earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions
resulting from a labor controversy, which are or are likely to be beyond the control of the E
services, personnel, equipment, and facilities of that political subdivision and require the
combined forces of other political subdivisions to combat. . ."(California Government Code
(Govt. Code) section 8558 (c)). a
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Part I — Basic Plan
San Bernar ino
Issued by: (Govt. Code section 8630(a))
• Governing body of a city, county, or city and county, or a
N
• An official designated by an ordinance adopted by that governing body (e.g., police/fire o
chief, director of emergency services).
• The authority to proclaim a Local Emergency in the City of San Bernardino is o
vested in the Mayor and Common Council, or in their absence, the Director of
Emergency Services, or designated alternate.
L
Purpose: (Govt. Code sections 8625 and 8634) W
w
o.
• Authorizes the promulgation of orders and regulations necessary to protect life and a
property (e.g., special purchasing or emergency contracting).
• Describes the circumstances that exist that may support the need for issuance of a
State of Emergency Proclamation and/or Executive Order. o
a
• Supports request for a Director's Concurrence, Governor's Proclamation of a State of
Emergency, Executive Order, California Disaster Assistance Act (CDAA)funding, Ln
and/or a Presidential Declaration of an Emergency or Major Disaster. W
• (See Figure 6.4.2: Sample Proclamation) r
00
0
LO
Deadlines:
• Issuance:Within 10 days after the actual occurrence of a disaster if assistance will be o
requested through CDAA (Govt. Code section 8685.2).
U-
• Ratification: If issued by official designated by ordinance, must be ratified by governing
body within 7 days (Govt. Code section 8630(b)). a
0
• Renewal: Reviewed at least once every 30 days by the governing body until terminated w
(Govt. Code section 8630(c)).
• Termination: At the earliest possible date that conditions warrant (Govt. Code section N
8630(d)) or at the same time as the State terminates their proclamation. a
w
_
Notification Process: (consistent with SEMS (Govt. Code section 8607)) E
• Local governments should notify the Operational Area (OA) and provide a copy of the a
local emergency proclamation as soon as possible.
• OA shall notify Cal OES and provide a copy of the proclamation as soon as possible. E
• Cal OES Region will ensure notification to the Cal OES Director and Deputy Directors, w
and shall be the primary contact between the Cal OES Director, OA, and the local a
jurisdiction for updates on any requests for assistance.
• Cal OES Director will respond in writing to the local government concerning the status
of any requests for assistance included within the local proclamation or accompanying
letter.
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CITY OF SAN BERNARDINO Part I - Section 6:
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San Bernar no
Figure 6.4.2: Sample Proclamation
_M
WHEREAS,Ordinanoe No. of the City/County of empowers the Director of °-
Emergency Services*to proclaim the existence or threatened existence of a local emergency when said c
City/County is affected or likely to be affected by a public calamity and the City Council/County Board of 2
Supervisors is not in session, and; M
d
CL
WHEREAS, the Director of Emergency Services*of the City/County of does hereby find; that O
conditions of extreme peril to the safety of persons and property have arisen within said city/county, caused by
(fire, flood, storm, mudslides, torrential rain, wind, earthquake, drought, or other
causes); which began on the th day of 20 and; d
E
That these conditions are or are likely to be beyond the control of the services, personnel, equipment, and w
CL
facilities of said City/County, and; oa0
a
That the City Council/County Board of Supervisors of the City/County of is not in session c
and cannot immediately be called into session; is
m
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said
CL
City/County, and; Q
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency the N
powers,functions, and duties of the emergency organization of this City/County shall be those prescribed by
state law, by ordinances, and resolutions of this City/County; and that this emergency proclamation shall
expire 7 days after issuance unless confirmed and ratified by the governing body of the City/County of
o
0
LO
Dated: By:
Director of Emergency Services* o
Print Name =U.
Address
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O
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*Insert appropriate title and governing body _
U
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A local emergency proclamation and/or Governor's proclamation is not a prerequisite for "?
mutual aid assistance, Red Cross assistance, the federal Fire Management Assistance Grant a
Program (FMAG), or disaster loan programs designated by the U.S. Small Business
Administration or the U.S. Department of Agriculture. E
M
A proclamation of Local Emergency provides the governing body the authority to: a
r
Provide mutual aid consistent with the provisions of local ordinances, resolutions,
emergency plans, and agreements.
V
• Receive mutual aid from State agencies. a
• Seek recovery of the cost of extraordinary services incurred in executing mutual aid
agreements.
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CITY OF SAN BERNARDINO Part I - Section 6:
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• Promulgate orders and regulations necessary to provide for protection of life and
property. o
a
• Promulgate orders and regulations imposing curfew. _
0
• Require the emergency services of any local official or employee.
L
• Requisition necessary personnel and material of any department or agency and obtain o
vital supplies and equipment.
c
• Empowered to ask the governor to declare a State of Emergency.
L
• Allows local government to conduct emergency operations without facing liability for w
performing or failing to perform discretionary duties. a
0
• Additionally, certain immunities from liability are provided for in the Act. a
a
c
6.4.3 State of Emergency
A State of Emergency can be declared by the Governor when conditions warrant, and the CL
L
proclamation is requested by the Mayor or Chief Executive of a City, or the Chairman of a
the Board of Supervisors or County Administrative Officer. Alternately, the Governor may N
co
proclaim a State of Emergency in the absence of a request, if it is determined that: (1)
conditions warrant a proclamation and (2) local authority is inadequate to cope with the
co
emergency. CD
The proclamation must be in writing, be well publicized, and filed with Secretary of State as o
soon as possible following issuance. The proclamation is effective upon issuance. A State of
Emergency must be terminated as soon as conditions warrant. U_
It-
During a State of Emergency the following will apply: w
• Mutual aid shall be rendered as needed.
• The Governor shall have the right to exercise all police powers vested in the State by
the Constitution and the laws of the State of California within the designated area. a
• The Governor may suspend orders, rules, or regulations of any state agency and any
regulatory statue or statue prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any private property or personnel a
(other than media) in carrying out the responsibilities of his office.
0
• The Governor may promulgate issue and enforce orders and regulations deemed s
necessary.
a
Provided that the State of Emergency proclaimed by the Governor does not cause a
Presidential Declaration of a State of Emergency or State of War, a local OA has other options
for short-term recovery and include such programs as:
49
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CITY OF SAN BERNARDINO Part I - Section 6:
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San�e ma
• The California Natural Disaster Assistance Act, and
• The Corps of Engineers Emergency Authorities, including those for flood fighting, a
authorized under the provisions of Public Law 84-99, Flood and Coastal Storm
Emergencies (33 U.S.C. 701 n) (69 Stat. 186) as amended. 0
L
The Natural Disaster Assistance Act is the Act linked to SEMS, which authorizes o
reimbursement of personnel-related disaster expenses. It does not supplant federal assistance
otherwise available in the absence of state financial relief.
L
6.4.4 State of War Emergency E
w
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency o
whenever California or the nation is attacked by an enemy of the United States, or upon a
receipt by California of 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. o
a
a
6.4.5 Presidential Declaration a
Ln
If an emergency is beyond the ability of local and state government to manage effectively, the
Governor will request federal assistance. The Federal Emergency Management Agency
T
(FEMA) evaluates the request and recommends an action to the White House based on the
disaster, the local community, and the state's ability to recover. Ln
The President approves the request for federal disaster funding or FEMA informs the governor o
it has been denied. This decision process could take a few hours or several weeks depending
on the nature of the disaster. Following a Presidential Declaration, federal assistance is LL
Il available to supplement the efforts and resources of state and local governments to alleviate
public and private sector damage and loss. °-
0
w
6.5 Levels of Disaster Assistance
U
m
6.5.1 Director's Concurrence
a
Purpose: CDAA authorizes the Cal OES Director, at his or her discretion, to provide financial
assistance to repair and restore damaged public facilities and infrastructure. E
Deadline: Cal OES must receive a request from local government within 10 days after the a
actual occurrence of a disaster (Govt. Code section 8685.2).
Supporting Information: Local Emergency Proclamation, Initial Damage Estimate (IDE)
prepared in "Cal EOC," and a request from the City Mayor or Administrative Officer, or County .2
a
6.5.2 Governor's Proclamation of State of Emergency
Purpose: Provides the Governor with powers authorized by the Emergency Services Act; may
authorize the Cal OES Director to provide financial relief under the California Disaster
50
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> Part I — Basic Plan
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Concept of Operations
Assistance Act for emergency actions, restoration of public facilities and infrastructure, and
hazard mitigation; prerequisite when requesting federal declaration of a major disaster or R
emergency. a.
Deadline: Cal OES must receive a request from local government within 10 days after the
actual occurrence of a disaster (Govt. Code section 8685.2). a
0
Supporting Information: Local Emergency Proclamation, IDE prepared in "CalEOC," and a
request from the City Mayor or Administrative Officer, or County Board of Supervisors.
L
6.5.3 Presidential Declaration of an Emergency E
w
Purpose: Supports response activities of the federal, state and local government; authorizes 0
federal agencies to provide "essential" assistance including debris removal, temporary housing a
and the distribution of medicine, food, and other consumable supplies.
Deadline: Governor must request on behalf of local government within 5 days after the need o
for federal emergency assistance becomes apparent, but no longer than 30 days after the a
occurrence of the incident (Title 44 of the Code of Federal Regulations (44 CFR) section
206.35(a)). C4
7r
Supporting Information: All of the supporting information required above and a Governor's .-
Proclamation, certification by the Governor that the effective response is beyond the capability o
LO
of the state, confirmation that the Governor has executed the state's emergency plan,
information describing the state and local efforts, and identification of the specific type and
extent of federal emergency assistance. °
_
6.5.4 Presidential Declaration of a Major Disaster "-
�r
Purpose: Supports response and recovery activities of the federal, state, and local a.
government and disaster relief organizations; authorizes implementation of some or all federal w
recovery programs including public assistance, individual assistance and hazard mitigation.
U
m
Deadline: Governor must request federal declaration of a major disaster within 30 days of the
occurrence of the incident (44 CFR section 206.36(a)). a
_
W
Supporting Information: All of the supporting information required above, as well as a E
Governor's Proclamation; certification by the Governor that the effective response is beyond
the capability of the state; confirmation that the Governor has executed the state's emergency a
plan, and identification of the specific type and extent of federal aid required.
d
E
The diagram that follows (Figure 6.5.5) depicts the sequence of events in the proclamation
and declaration process. a
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CITY OF SAN BERNARDINO Part I - Section 6:
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Part I — Basic Plan Concept of Operations
San Bcenarino
Figure 6.5.5. Proclamation/Declaration Sequence
M
! a
Warning local Emergency C
InereaseReadin Praaanedcrtq,a O
Preposition co..m��eaY
Resources ' d
AlertM
and
Notificatian � Request for State 0
Activation and of Emergency
Rs s•r•r.cswcl Mobilization ++
nruaerpondc++ 8�"r
d
Field ICS E
k"k.watrebyArs Initial Damage W
avo+wHe Estimate
CL
tocrcpwtraeraK 0
O
Local EOC Q
Acelwt+td by 'tf
Appal Onto C
fD
Ana",of d
Local Assrstance OA EOC Request O
CentersJDisaster Ancv""bVoA talEWReybn Q.
ov Centers A.onRw Q.
Q
Emergency/Major 04
Disaster Declared fFO Rey. cr State of et
AdWsr`°a"+AM Emergency
w«tar»aercow.w �
soc
oo
Actwatedbl CaEW o
sacretwy axe U1
Analysis of Request Presidential Response Sequence R
Request Pre tmina Declaration
F@AA
Gaveroer Recovery
Damage �
Assessment Prociamahoni
lmDeclaration Sequence It
a
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6.6 Notification and Mobilization
m
As a part of the City of San Bernardino's Disaster Service Worker program (Resolution No. 82- N
258), all employees are assigned to one of four categories. The categories are: Q
a�
• Responder: Employees with direct life-saving or life-sustaining responsibilities t
U
• EOC: Employees whose primary responsibility following a disaster will be to report to a
the Emergency Operations Center
r
• COOP — Continuity of Operations: Employees whose primary function has been E
designated as an essential service of the City. In spite of the emergency, these services
need to continue in order for the City to maintain its continuity of operations.
a
• Support: Employees who are available for special assignments, different from their
normal primary functions. These employees may serve in a variety of capacities in the
City's response to the disaster.
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CITY OF SAN BERNARDINO Part I - Section 6:
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Part I - Basic Plan Concept of Operations
It is important that all employees regardless of rank or position within the organization are
aware of their assignment. While the emergency may dictate changes to these assignments F
for some individuals, the categories serve as a reliable starting point for all employees. All �-
employees are to report to an Employee Check-In area upon their arrival to the City. There o
they will be given more specific instructions and their particular assignment. ca
L
d
6.6. 1 Alerting/Notification/Warning System O
a
Alerting, notification and warning within the City is the responsibility of the San Bernardino
Police Department. The City of San Bernardino has no NAWAS, CFIRS, CLEMABE statewide
or other network that will provide emergency federal or state information. All of the networks w
are located at the San Bernardino County Communication Center. o
v
Upon receipt of a warning message or need for employee callouts:
�a
• The Police Department will notify the Mayor who will direct the notification and warning o
of the City staff, San Bernardino Unified School District and the population via a
telephone, radio or other methods. a
• The primary warning system for San Bernardino will be emergency vehicle sirens and
to
loudspeakers. Vehicles will be - dispatched to specific locations and assignments as v
directed by the on-scene Incident Commander or by the Police Department Watch
IV-
Commander if no EOC has been established. o
LO
• All such warnings will be approved by the Mayor and coordinated through the City
Public Information Officer. o
• Supporting warning systems include: the local broadcast media and Neighborhood =
Watch Captains, the City's Community Access TV Station KCSB-3, and radio channel U_
AM 1610.
a
• Confidential Rosters for alerting and recalling key City employees are kept in the w
Dispatch Center. Department heads are responsible for ensuring current rosters are
maintained within their departments for alerting and/or recalling all their personnel.
m
m
6.7 SEMS Coordination Levels a
w
C
0
The Standard Emergency Management System (SEMS) is the system required by the E
California Government Code Section 8607(a) for managing response to multi-agency and w
multi-jurisdiction emergencies in California. a
r
c
SEMS incorporates the use of the Incident Command System (ICS), the Master Mutual Aid
Agreement and existing mutual aid systems, the Operational Area concept, and multi-agency
or inter-agency coordination. SEMS is an integrated management system, with five a
coordination levels:
1. Field Level: 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.
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CITY OF SAN BERNARDINO Part I - Section 6:
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[Sm
2. Local Government Level: includes Cities/Towns, Counties and Special Districts. Local
governments manage and coordinate the overall emergency response and recovery
activities within their jurisdiction. Local governments are required to use SEMS when a.
their Emergency Operations Center (EOC) is activated or a local emergency is declared c
or proclaimed in order to be eligible for state reimbursement of response-related costs.
L
3. Operational Area (OA) Level: the intermediate level of the state's emergency o
management organization which encompasses a County's boundaries and all political
subdivisions located within that County, including Special Districts. The OA facilitates
and/or coordinates information, resources and decisions regarding priorities among
local governments within the OA. w
The OA serves as the coordination and communication link between the Local o
Government Level and Regional Level. State, federal and tribal jurisdictions in the OA a
may have statutory authorities for response similar to that at the local level.
4. Regional Level: manages and coordinates information and resources among OAs
within the mutual aid region and also between the OA and the state level. The Regional o
Level also coordinates overall state agency support for emergency response activities a
within the region. a
Ln
California is divided into three California Governor's Office of Emergency Services (Cal
OES) Administrative Regions — Inland, Coastal and Southern —which are further
divided into six mutual aid regions. The Regional Level operates out of the Regional co
Emergency Operations Center(REOC).
5. State Level: prioritizes tasks and coordinates state resources in response to the
requests 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 M
the coordination and communication link between the state and the federal emergency U.
response system.
a
The state level requests assistance from other state governments through the w
Emergency Management Assistance Compact (EMAC) and similar interstate
compacts/agreements and coordinates with the Federal Emergency Management L)
Agency (FEMA) when federal assistance is requested. The state level operates out of co
the State Operations Center (SOC). a
w
d
6.7.i Multi-Agency or Inter-Agency Coordination E
Multi-agency or inter-agency coordination is important for: a
1 • Establishing priorities for response
• Allocating critical resources
• Developing strategies for handling multi-agency response problems a
• Sharing information
• Facilitating communications
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6.7.2 Coordination with Field Response
Communication and coordination among SEMS levels is clearly necessary for effective a.
emergency response. In a major emergency, the City of San Bernardino's EOC may be o
activated to coordinate overall response. Incident Commanders (ICs), in the field, may
communicate directly with the EOC, or in some cases, may communicate instead with a a
Department Operations Center (DOC). The DOC would then be in direct communication with o
the EOC.
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6.7.3 Coordination with The County Operational Area (OA) 4)
W
Coordination and communication should be established early and often between the activated Q
local government's EOC and the Operational Area (OA). The San Bernardino County Office of a
Emergency Services is managed by the San Bernardino County Fire Department.
�a
6.7.4 Coordination with Special Districts o
L
a
Special districts often have unique resources, capabilities, and vulnerabilities. Coordination a
and communications with the EOC should be established among special districts who are LO
involved in emergency response. This may be accomplished in the field at the IC level, or
within the EOC, or both. If the special district has their own DOC, communication with the
City's EOC will need to be coordinated in order for all agencies to effectively respond.
co
0
LO
6.7.5 Coordination with Private And Non-Profit Agencies
L
City EOCs will generally be a focal point for coordination of response activities with many non-
governmental agencies. During an emergency, the City of San Bernardino will establish
communication with private and volunteer agencies that provide services in the City.
a.
Whenever possible, those agencies that are participating in the response should have a w
representative in the EOC. Those agencies with a County-wide response (i.e., American Red
Cross) should be represented at the Operational Area EOC. If agencies are unable to report to
an EOC, alternate means of communication will be established.
a
6.8 Incident Command System (ICS)
The Incident Command System (ICS) is a nationally recognized on-scene emergency
management system specifically designed to allow its user(s) to adopt an integrated a
organizational structure equal to the complexity and demands of single or multiple incidents
without being hindered by jurisdictional boundaries.
s
ICS uses a common organizational structure to effectively accomplish management of the r
incident by objectives. The five functions of the ICS organization are Command/Management, Q
Operations, Planning/Intelligence, Logistics, and Finance/Administration.
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6.8.1 Command
Responsible for directing, ordering, and/or controlling resources by virtue of explicit legal, a
agency, or delegated authority. It includes the incident commander(IC) who is responsible for o
the overall management of the incident. The command function also includes the Information
Officer, Liaison Officer, and Safety Officer. Q
0
6.8.2 Operations
CD
Responsible for the coordinated tactical response of all field operations directly applicable to or
in support of the mission(s) in accordance with the Incident Action Plan (IAP). Operations w
develop the operations portion of the IAP, requests resources to support tactical operations, a
maintain close communication with the Incident Commander, and ensure safer tactical 0
operations. The operations function includes branches, divisions, groups, and air operations a
personnel.
6.8.3 Planning/Intelligence a
a
Responsible for the collection, evaluation, documentation, and use of information about the a
LO
development of the incident. The planning function includes the resource unit, situation unit,
documentation unit, and demobilization unit.
6.8.4 Logistics o
Responsible for providing facilities, services, personnel, equipment, and tracking the status of
resources and materials in support of the incident. The logistics function includes the supply o
unit, facilities unit, ground support unit, communications unit, food unit, and medical unit.
iz
6.8.5 Finance/Administration
a
Responsible for all financial and cost analysis aspects of the incident, and/or any w
administrative aspects not handled by the other functions. The finance function includes the
time unit, procurement unit, compensation/claims unit, and the cost unit. m
in
6.8.6 Principles of ICS a
d
The system's organizational structure adapts to any emergency or incident to which t
emergency response agencies would expect to respond. Components of ICS are:
r
a
• Common terminology
a�
• Modular organization E
U
• Unified command structure r
a
• Consolidated action plans
® • Manageable span-of-control
• Pre-designed incident facilities
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CITY OF SAN BERNARDINO Part I - Section 6:
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S
• Comprehensive resource management
• Integrated communications a
N
Common titles for organizational functions, resources, and facilities within ICS are utilized. The o
organizational structure is developed based upon the type and size of an incident. Staff builds d
from the top down as the incident grows, with responsibility and performance placed initially o
with the Incident Commander (IC). Then, as the incident grows, each function may be
established as a section with several units under each section.
L
6.8.7 Unified Command E
w
w
Unified Command (UC) structure is a unified team effort that allows all agencies with o
responsibility for the incident to manage an incident by establishing a common set of incident a
objectives and strategies. UC allows the IC position to be shared among several agencies and =
organizations that maintain jurisdiction. UC members retain their original authority but work to
resolve issues in a cooperative fashion to enable a more efficient response and recovery. o
L
Q
In some incidents, several organizations may share response authority. ICS has the advantage a
of combining different local, County, regional, State, and Federal agencies into the same N
organizational system, maximizing coordination of response activities and avoiding duplication to
of efforts.
co
In a large incident involving multiple jurisdictions and/or regional, State, and Federal response LO
partners, a UC may replace a single organization IC. Each of the four primary ICS sections
may be further subdivided, as needed. In smaller situations, where additional persons are not o
required, the IC will directly manage all aspects of the incident organization.
LL
6.8.9 Action Planning Process
n.
Action plans are an essential part of SEMS at all levels of government. Action planning is an w
effective management tool involving:
U
• Evaluating the situation
• Developing incident objectives
a�
• Selecting a strategy E
U
• Deciding which resources should be used to achieve the objectives in the safest, most w
efficient and cost-effective manner a
• A process to identify objectives, priorities, and assignments related to emergency
response or recovery actions M
• Plans that document the priorities, objectives, tasks, and personnel assignments a
associated with meeting the objectives
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'�A lIl0
There are two kinds of action plans—Incident Action Plans (IAPs) and EOC Action Plans
(EAPs). EOC Action Plans should focus on jurisdictional related issues. The format and
content for action plans at the Incident (Field) level and at EOC levels will vary. a
°
Incident Action Plan (/AP) – Field Level °
L
d
At the field level, action plans developed for use at incidents are called Incident Action Plans o
(IAPs). IAPs are required for each operational period; the length of time scheduled for the
execution of a given set of operational actions as specified in the IAP. An IAP can either be
verbal or written. Written Incident Action Plans are recommended for: d
E
W
• Any multi-agency and multi-jurisdictional incident a
°
• Complex incidents a
a
• Long-term incidents when operational periods would span across shift changes
d
The ICS forms listed below can be used to record information for written IAPs. These forms c.
should be used whenever possible. The format for an IAP will generally include, but is not a
limited to the following elements/forms:
LO
N
CD
• ICS 200-Incident Action Plan Cover Page: Indicates the incident name, plan
operational period, date prepared, approvals, and attachments.
CD
• ICS 201-Incident Briefing: Provides the Incident Command/Unified Command and LO
General Staffs with basic information regarding the incident situation and the resources
allocated to the incident. This form also serves as a permanent record of the initial o
response to the incident. 70
• ICS 202-Incident Objectives: Describes the basic strategy and objectives for use U_
during each operational period. a
• ICS 203-Organization Assignment List: Provides information on the response W
organization and personnel staffing.
U
• ICS 205-Incident Communications Plan: Provides, in one location, information on the W
assignments for all communications equipment for each operational period. The plan is a
a summary of information.
• ICS 209-Incident Status Summary: Summarizes incident information for staff
members and external parties, and provides information to the Public Information w
Officer for preparation of media releases. a
r
• ICS 211-Check-In/Out List: Used to check in personnel and equipment arriving at or
departing from the incident. Check-in/out consists of reporting specific information that
is recorded on the form. y
a
• ICS 213-General Message: Used by:
o Incident dispatchers to record incoming messages that cannot be orally
transmitted to the intended recipients
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lowCITY OF SAN BERNARDINO Part I - Section 6:
Emergency Operations Plan
Part I — Basic Plan Concept of Operations
• EOC and other incident personnel to transmit messages via radio or telephone to
the addressee F
• Incident personnel to send any message or notification that requires hard-copy a
delivery to other incident personnel o
r
• ICS 214-Unit Log: Provides a record of unit activities. Unit Logs can provide a basic 2
reference from which to extract information for inclusion in any after-action report. o
• ICS 215-Operational Planning Worksheet: Documents decisions made concerning
resource needs for the next operational period. The Planning Section uses this
Worksheet to complete Assignment Lists, and the Logistics Section uses it for ordering
resources for the incident. w
w
CL
EOC Action Plan (EAP) a
M
If the organization is going to move forward in a unified manner, there must be clear
understanding of the objectives, the time frame used (operational period), and the way o
individual unit efforts are part of the overall organizational efforts. a
a
a
The action planning process is a key element to identify the organization objectives/priorities LO
and to ensure that the entire organization will be focused and acting as a unified coordinated
body.
Purpose of the EOC Action Plan (EAP): LO
• Streamlines establishment of objectives/priorities for each of the SEMS functions. o
• Ensures functions communicate with and support each other.
U_
• Establishes operational period.
• Objectives are communicated through assignments, procedures and protocols. o
w
• Objectives help define strategic objectives.
U
• Operational objectives are those action steps that each function will focus on, for a co
particular operational period to support the next SEMS level below that EOC. a
• Objectives are written and communicated between functions.
E
Responsibilities for Action Planning:
w
• The EOC Director is responsible for the overall accomplishment of the Action Plan.
• He/She is responsible for ensuring the Plan is consistent with agency policy and E
direction and supports the EOC's overall priorities set shortly after activation.
w
• The Planning/Intelligence Section is responsible for facilitating the Action Planning a
process. The P11 Chief facilitates the Action Planning meeting.
• Situation Analysis Unit Coordinator gathers objectives from each of the functions and
puts them together in one action plan.
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CITY OF SAN BERNARDINO Part I - Section 6:
Emergency Operations Plan Concept of Operations
Part I — Basic Plan
San Beraar ino
The Process — Initial Planning Meeting:
F
M
• Conduct an initial planning meeting at Activation. a.
• Collect and review information known about incident — details, stats. o
• Establish overall EOC priorities based on information known about incident. Q
• No more than 10 minutes for this meeting.
• Priorities used as basis for Section development of Section specific objectives.
L
• Meeting kept short because only big picture details will be known about the incident at E
this point. w
a
0
• Initial meeting outcomes:
a
o EOC Mission Identified — Initial Priorities r-
o Staff know focus w
o First formal Action Planning Meeting scheduled o
a
CL
The Process — Preparing for the Action Planning Meeting: a
Ln
N
Who attends the meeting? Section Chiefs
• Who facilitates? Planning/Intel Chief
0
Duration of meeting - 30 minutes max r
0
Purpose of meeting: o
o Review overall EOC mission
• Review objectives written by each Function (Mgmt, Ops, P/I, Logistics, Fin/Adm) U-
• Update progress of Function objectives
• Action Planning meetings occur at the least, prior to the end of a shift; otherwise o
as situation of field activity warrants or new needs emerge
U
The Process — Conducting the Meeting:
• The Planning/Intelligence Chief, as facilitator of the AP meeting:
aD
• Reviews the purpose E
• Reviews ground rules
• Highlight Situation Status Report a
• Presents overall EOC priorities
• Section Chiefs then present their objectives and/or resource needs in the following E
order; Management, Operations, Plans/Intel, Logistics, and Finance/Administration
w
r
• Following each Section's report on their specific objectives, the facilitator ensures all a
objectives are understood, announces the time of the next meeting, and adjourns the
meeting.
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 6:
Emergency Operations Plan
Sae Ber�ar Ina
Part I - Basic Plan Concept of Operations
The primary focus of the EOC Action Plan should be on jurisdictional issues. The plan sets
overall objectives for the jurisdiction and may establish the priorities as determined by the F
jurisdictional authority. It can also include mission assignments to departments; provide policy a
and cost constraints, inter-agency considerations, etc. o
Properly prepared, the EOC Action Plan becomes an essential input to developing a
departmental action plans. (Figure 6.8.10) illustrates the EOC Action Planning process that O
can be utilized for every operational period.
d
Figure 6.8. 10: EOC Operational Period Planning Cycle — "Planning P"
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EOC EOC APPROVAL a
CAP IAP &
PRODUCTION PRODUCTION DISTRIBUTION 0
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Regular ShReps are °-
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EOC w
RESOURCES "Heads Up"briefing EOC
TO SUPPORT updates are utilized for BRIEFING
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FIELD NEEDS rapid information Q
dissemination
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EOC OBJECTIVES ON GOING
UPDATED NEW OPS ca
& FIELD PERIOD U.
SUPPORT&
POLICIES ASSESSMENTS
BEGINS
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Sang Leo Part I — Basic Plan
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CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations
Sae le ino
Part I — Basic Plan Center (EOC)
- el=1 0[WK91:24 1101 -
7.1 Overview La
C
0
The City of San Bernardino's Emergency Operations Center (EOC) is a centralized location for
decision making regarding the jurisdiction's emergency response. The EOC is where the
emergency response actions can be managed and resource allocations and responses can be
traced and coordinated with the field, Operational Area (OA), and State. The City's Disaster =
Management Coordinator (DMC) is responsible for the operational readiness of the EOC.
d
E
When an emergency or disaster occurs, or has the potential to occur, the jurisdiction will w
activate the EOC. The EOC will organize according to the SEMS functions of Management, 0
Operations, Planning/Intelligence, Logistics and Finance/Administration and will activate those a
functions necessary for the emergency. (See Figure 7.1.6.) for the City's EOC organization
chart.
0
L
7. 1.1 Management Section Activities and Responsibilities a
a
• Overall EOC Management N
• Facilitation of Multiagency Coordination System (MACS) and MAC Groups
• Public Information Coordination and Joint Information Center (JIC) Management o
• Provision for Public Safety and Risk Communications and Policy
L
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7.1.2 Operations Section Activities and Responsibilities
C
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• Transportation
• Construction and Engineering a
0
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• Fire and Rescue
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• Care and Shelter m
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• Resources a
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• Public Health and Medical
• Hazardous Materials
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• Utilities a
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• Law Enforcement 0
E
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• Long-Term Recovery U
• Evacuation a
• Volunteer and Donations Management
• Others as Needed
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CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations
®u Part I — Basic Plan Center (EOC)
7,1.3 Planning/intelligence Section Activities and Responsibilities
F
M
• Situation Status o.
• Resource Status 4
• Situation Analysis
• Information Display
• Documentation CD
rn
• Advance Planning w
• Technical Services o
• Action Planning a
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• Demobilization
v
7.1.4 Logistics Section Activities and Responsibilities a
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• Field Incident Support LO
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• Communications Support
NNW, • Transportation Support
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LO
• Personnel
• Supply and Procurement o
• Resource Tracking
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• Sanitation Services
• Computer Support o
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7. 1.5 Finance/Administration Activities and Responsibilities
m
• Fiscal Management
Q
• Time-Keeping
• Purchasing
• Compensation and Claims a
• Cost Recovery
• Travel Request, Forms, and Claims
Q
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5.I.b
CITY OF SAN BERNARDINO Part I - Section
. Emergency Operations Plan Emergency Operations
San Beraar ino
Part I — Basic Plan Center (EOC)
Figure 7.1.6: City of San Bernardino EOC Organization Chart
c
DISASTER COUNCIL o.
MAYOR:Council Chairman MAYOR PRO-TEMPORE:Vice-Chainnan o
CITY CITY ATTORNEY'S Director ofEMergencyServices AssistntDreCHIofEmergencyServices COMMON L
...... O
OFFICE CITY ATTORNEY: DISASTER MANAGEMENT COORDINATOR:
COUNCIL
Legal Council EOC Director ----___ a�i
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OTHERS AS DESIRED BY MAYOR:DEPARTMENT HEADS E
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Safety/Se+writy Officer l a
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Branch Unit
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Supply/Procurement N
Public Works/ Unit Purchasing Unit Q
Engineering Branch =
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Facilities Unit s
Recovery Unit y
Health&Welfare Branch
Q
Transportation/Fleet
1 Unit
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1
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5.Lb
CITY OF SAN BERNARDINO Part I - Section
Emergency Operations Plan Emergency Operations Center
Part I — Basic Plan (EOC)
Sar Bernar mo
7.2 Special Districts, Private, And Non-Profit Agencies
Depending on the size and kind of incident, involvement from Special Districts, utilities, a.
volunteer organizations and/or private organizations may be necessary in the City's EOC.
During EOC activations, these agencies respond to City-focused emergencies and will °
coordinate and communicate directly with staff in the EOC. Ideally, the agency will provide a d
representative to the EOC and will serve in the Management Section to better facilitate o
coordination.
d
7.3 Primary and Alternate EOC
E
W
Emergency Operation Centers vary greatly from one organization to another in terms of the a
physical location, size, etc., but the functions are much less variable. The EOC is responsible
not only for assembling and directing local government response but also for communicating
with all other levels of government, with the private sector, and the public.
d
According to SEMS, the EOC is structured to fulfill the functions of Management, Operations, P
Planning/Intelligence, Logistics, and Finance/Administration. Although each of the SEMS a
functions is necessary, coordination, communications, and intelligence are critical.
Communications is viewed as central, with coordination running a close second.
Primary EOC Location: The City's primary EOC is located in the City's Police Department
Headquarters building, 710 N. "D" Street. The facility is divided into the five ICS areas/sections:
Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. A small
conference room is located adjacent to the EOC for Public Information. (See Figure 7.3.1: EOC o
Floor Plan Layout)
U_
Alternate EOC Locations: The City has two pre-designated alternate EOC's. The first
alternate EOC location is the CentralFire Station located at 200 E. Third Street. This facility is a
equipped with two VHF radios, two 800 MHz mobile radios, a cache of eight hand held 800 w
MHz radios, ten telephone lines, an emergency generator, kitchen, showers, bunkroom, and
several large conference rooms.
m
The second alternate EOC location is the Perris Hill Park Senior Center located at 780 E. 21 st a
Street. This facility is equipped with two telephone lines, an emergency generator, a large mass
feeding kitchen, and several rooms capable of accommodating the EOC sections. s
U
lQ
w
Additionally, the City maintains two (2) mobile command posts (1 - Fire Department and 1 — a
Police Department) that may function as an alternate EOC. An alternate EOC will be activated
only if the primary EOC is unusable or is thought to be in imminent danger. If conditions permit, E
an alternate EOC will be activated before the primary EOC is vacated.
r
a
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
Part I - Basic Plan (EOC)
SaflBe me
Figure 7.3.1: EOC Floor Plan Layout
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67
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CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
Part I — Basic Plan (EOC)
Saa Be Ino
7.4 EOC Activation Levels
7.4.1 Monitoring 0.
"Monitoring" refers to the staffing of an EOC facility to carry out duties related to a training
exercise, a pre-planned event, or minor incident that would not require the Operational Area, Q
State Region and State Emergency Operations Centers to activate in support. Examples: o
Parades, holiday activities, sports events, political events, concerts, minor fire/hazmat, and
winter storm incidents, etc. Other EOC responders may be brought into the EOC to assist in W
monitoring an event that has the potential to escalate to the point that activation is necessary.
L11
7.4.2 Level/Activation �-
0
A Level I activation may prompt the minimum staffing of the EOC with an Emergency
Manager, a Public Information Officer(PIO), and a few EOC Responders to specifically fill v
designated EOC Sections (Management, Operations, Planning/Intelligence, Logistics, and/or o
Finance/Administration). During Level I activation, duties include: a
a
a
• Communication, coordination, receiving, and distributing information pertaining to the LO
emergency or disaster.
• Responding to the needs of the incident including; initial notification and then continuing r
coordination with the County EOC. o
LO
The EOC may activate at Level I "remotely" or "virtually", and may not require physically L
staffing at the EOC facility, whether during or after normal business hours. This generally °
applies to an event in which one individual assigned as the EOC Director or Manager can S
conduct an EOC remotely.
a
Level I — Duty Officer Status: While this is not a separate activation level, it has become o
common terminology within the San Bernardino County Operational Area (SBCOA). "Duty W.
Officer Status" means that the City is choosing to remain activated at a Level One with one
EOC responder serving as the single point of contact. Duty Officer Status usually takes effect co
during nighttime hours. The City may return to a Level I Status during normal business hours. a
7.4.3 L e ve///Activation E
U
Moving to Level II means that Level I staffing has been deemed insufficient to meet the needs w
of the incident and additional positions need to be filled in the EOC. The EOC is staffed with a
the daily operating staff members who carry out duties in support of activation. Additional C
trained EOC responders are also called in to staff specific functions within the Management, E
Operations, Planning/Intelligence, Logistics and Finance/Administration Sections as per
w
SEMSMIMS protocols. a
This may involve staffing unfilled Section Chief positions and some Branch and Unit positions
as needed. The decision to call in additional trained EOC responders is based upon the
magnitude of the emergency or disaster as determined by the EOC Director. It may
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
Part I — Basic Plan (EOC)
necessitate a 24-hour A-shift/B-shift operation. After hours, Level II EOC activation may be
staffed by a reduced number of EOC. Department Operations Centers (DOCs) may also be
activated.
N
C
O
7.4.4 Leve////Activation
L
Level III requires staffing of most, if not all, of the positions within the Management, o
Operations, Planning/Intelligence, Logistics, and Finance/Administration SEMS Sections.
During a Level III Activation, the EOC operates on a 24-hour basis, rotating personnel into the
EOC on 12-hour shifts. Department Operations Centers (DOCs) may also be activated. iv
Example: a large-scale (regional) event such as an earthquake or terrorist event that affects w
multiple jurisdictions and agencies where widespread damage, injuries and fatalities have o
occurred.) a
Level III may also be appropriate any time an incident threatens to tax the City's resources
significantly even if the event is not regional. Level III would normally be the initial activation E
during any major emergency. a
a
The matrix below (Figure 7.4.5) was developed to assist City EOC responders in determining N
the appropriate level of activation based on the circumstances.
Figure 7.4.5. EOC Activation Matrix
co
0
LO
Monitoring Level Level 11 Level 11 =
L
Is this an event that will not require assistance/resources from outside the City of
San Bernardino or beyond the mutual aid agreements already in place? • X X X
Does the event merely require someone to monitor the situation in case it • 1
escalates? X X X
a
Can the event be managed remotely or "virtually' without the EOC facility being • • X X w
staffed?
Does the event require support beyond the everyday capabilities of the City? X • • • v
m
Can the support that is needed for the incident be managed by a few
individuals? (i.e., 3-5 personnel to assist with communication, coordination of X • X X Q
some resources, distribution of information, coordination with County EOC.)
E
Can the coordination of the event be handled by one person, remotely during the •
overnight hours? X X X :6
Q
Does the support of the incident exceed the abilities of 3-5 personnel? X X • •
Is at least one of the positions required to be staffed overnight(and cannot be • • E
done remotely)? X X
c�
Do all sections and most branches need to be filled in the EOC chart? X X X • Q
Will the event most likely last several days and perhaps weeks requiring support X X X •
14 hours a day, 7 days a week.
This level of activation requires contacting the San Bernardino County Office of • • • •
Emergency Services.
69
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
Part I — Basic Plan (EOC)
San Bern mo
7.4.6 Activation Procedures
The EOC may be activated on the order of the following individuals who will direct the a
emergency response and recovery operations for the City of San Bernardino: o
w
• Mayor or Designee a
• City Administrator or Designee o
U
• Department Head or Designee
L
• Police Chief or Designee E
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• Fire Chief or Designee a
0
• Disaster Management Coordinator a
The EOC will be staffed in accordance with SEMS and ICS guidelines, to the extent required to
manage the specific disaster event. Staff will work in two shifts if the duration of the incident is o
expected to exceed 12 hours. Staff will report one-half hour prior to the beginning of their shift. a
The EOC Coordinator will be responsible for posting staff schedules and shift assignments. a
LO
Emergency Period:
If a threatening situation develops, the Mayor, City Administrator and Disaster Preparedness
Coordinator will be notified immediately. As necessary, the Emergency Operating Center LO
(EOC) will be activated to the level warranted and the Emergency Management Organization
may be convened to evaluate the situation and make recommendations to the Mayor. o
The elements of the Emergency Operating Center will be activated as required at the direction U_
of the Mayor and the Standardized Emergency Management System will be used. Incident
management will be established to direct field units. Operations will be coordinated in a a
centralized or decentralized mode depending on the magnitude of the emergency situation. If w
the situation warrants, the Mayor may proclaim a LOCAL EMERGENCY.
U
m
If an emergency occurs without warning, the initial response will be managed in a
decentralized mode by on-duty personnel. Centralized management if required will be a
established as rapidly as conditions permit. Assistance will be requested through mutual aid
channels as needed.
0
r
The following events require activation of the EOC: a
w
c
• A significant earthquake causing damage in the City or neighboring jurisdictions.
• An emergency situation that has occurred or might occur of such a magnitude that it will w
require a large commitment of resources from two or more City Departments over an Q
extended period of time (i.e., hazardous materials incident, civil disturbance, aircraft
disaster, or severe weather).
Proclamation of a State of War Emergency as defined in California Emergency Services
Act, Chapter 7, Division 1, Title 2, California Government Code (automatic).
70
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CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
Part I — Basic Plan (EOC)
BQ 1H0
The EOC may be activated when:
F
2
• Proclamation (by the governor) of a State of Emergency in an area including the City of a.
San Bernardino. _
0
Y
• A Presidential Declaration of a National Emergency.
a
• The National Terrorism Advisory System issues an imminent threat alert. O
U
The chart below (Figure 7.47) identifies possible scenarios and the corresponding activation
and staffing levels.
W
Figure 7.4.7: EOC Activation Event Examples o
a
Event/Situation Activation Level Minimum Staffing -a
c
R
Severe weather advisory
Minor earthquake Emergency Services Coordinator o
• Flood watch Monitoring (remotely or EOC) a
• Planned event(such as parade, sports Department Staffing a
event, political events, concert) N
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Severe weather Emergency Services Coordinator
Small incidents involving two or (remotely or EOC)
more departments I Department Staffing
Ln
• Localized flooding DOC(maybe)
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•
EOC Director
Moderate earthquake p`
• Emergency Services Coordinator
• Wildfire affecting developed area Section Chiefs =
• Major wind or rain storm II Branch & Units as needed LL
• Two or more large incidents involving Liaison Representatives as appropriate
two or more departments/agencies DOC p
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• Major City or regional emergency, y
multiple departments with heavy III All EOC Positions v
resource involvement m
• Major earthquake
Q
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7.4.8 Notification of Activation to the San Bernardino County OA E
U
f6
When the City of San Bernardino's EOC is activated, the San Bernardino County Operational a
Area should be contacted. The San Bernardino County Operational Area (SBCOA) Office of
Emergency Services is the City's link to outside resources. E
.c
U
If the event occurring in our City exceeds our resources, our first stop for assistance is the 2
County. This is not only true for us, but for the other 23 cities and towns in San Bernardino Q
County. That is why notifying SBCOA of our EOC status is so vital. They need to know what is
happening in our jurisdiction so they can evaluate and manage resource distribution.
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MCITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
NnBeriho Part I — Basic Plan (EOC)
It is SBCOA's policy to activate their EOC when one (1) City/Town in the County activates its
EOC. When one (1) County activates its EOC, the State Regional EOC (REOC) activates as
well. Communicating the City's EOC status and keeping the SBCOA EOC updated is very important.
o
M
Once the EOC activation level has been determined the following information (if known) should a
be gathered to report to the SBCOA: 0
• Incident type (D,
M
• Incident location E
W
• EOC Activation level o
M
• Shelter information (if applicable) a
• Evacuation routes (if applicable)
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• Request for additional resources (outside Fire/Law) (if applicable) o
a
• EOC Points of Contact (phone numbers) a
• EOC Director
• Planning and Intelligence Section Coordinator "
r
r
• Operations Section Coordinator
This information can either be submitted through WebEOC or by submitting the Initial L
City/Town Status Report. °
_
Ways to contact SBCOA EOC: 4*
a
• During business hours call: (909) 356-3998 0
w
• Send a fax to (909) 356-3965; follow with a phone contact
L)
• E-mail SBCOA@oes.sbcounty.gov; follow with a phone contact m
• After Hours: Call the 24-hour County Comm. Center hotline number: (909) 356-3805 a
_
When you contact County Comm. Center, follow the steps below: E
1. Request to speak to the on-duty supervisor a
2. Request that the SBCOA Duty Officer be paged
d
3. Provide your name, City, type of incident, and a call-back number =
Upon notification, the SBCOA Duty Officer will return the call to the City to start the OA a
support/OA activation process. Anytime the EOC Activation Status changes, notify SBCOA
EOC (this includes a "Level I" status that changes to a "Level I — Duty Officer Status" during
night time hours).
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CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
Part I — Basic Plan (EOC)
. ea
7.5 EOC Deactivation
Deactivation (demobilization) of the EOC will occur upon order of the EOC Director based on a
incident status. Deactivation may occur through a gradual decrease in staffing or all at once. c
EOC Responders must follow the deactivation procedures.
L
d
Notification of deactivation, or any change in activation levels must be communicated to San o
Bernardino County Office of Emergency Services (OES). When de-activation occurs, staff is
responsible for:
L
d
• Ensuring that any open actions not yet completed will be taken care of after the de- W
activation. o
• Ensuring that all required forms or reports are completed and turned in prior to de- a
activation.
• Being prepared to submit and/or participate in developing an After Action Report. o
L
Q
7.6 Field/EOC Communications and Coordination a
Ln
Communication networks available for communicating with the various governmental and
community agencies and facilities include; land line and cellular telephones, radio systems,
pagers, computer data systems, and facsimile machines.
co
0
LO
The radio systems consist of several band widths to include an 800 MHz trunked radio system
with multiple talk groups used primarily by the City and County police and fire departments. o
In addition to the 800 MHz systems are several VHF and UHF systems used primarily by non-
public safety agencies. Other radio systems available during emergencies are the amateur U_
band systems to include two meter, high frequency, packet and amateur television bands. 1
a
7.7 Field/EOC Direction and Control Interface W
a
w
The EOC is dependent upon field personnel to provide accurate and timely information so that U
City-wide situational awareness can be achieved and prudent decisions can be made C?
regarding the deployment of resources. The Incident Commander (IC) has the responsibility of a
establishing and maintaining contact with the Operations Section of the EOC when no DOC
has been activated. This responsibility holds true whether the incident is police, fire, or public E
works related. o
a
The EOC has the responsibility of supporting and managing the deployment of resources to all
events occurring in the City during a disaster. The EOC also has the responsibility of carrying
out decisions made by Council as to how to prioritize the City's response to that disaster.
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Decisions made at the EOC level are not intended to direct tactical operations in the field. a
However, when decisions must be made as to where to deploy limited resources, the
operations at individual events may be impacted significantly.
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51b
CITY OF SAN BERNARDINO Part I - Section 7:
Emergency Operations Plan Emergency Operations Center
I>tu Part I — Basic Plan (EOC)
7.7.1 Field Coordination with Docs and EOCs
M
In the event that there are numerous incidents occurring throughout the City all of which are a
demanding the same departmental resources, it may be necessary to activate Department c
Operations Centers (DOCs). These DOCs would be responsible for supporting and
coordinating the command posts in the field.
CL
O
Incident commanders would report to the DOC rather than to the EOC with information such
as: on-going situation summaries, resource requests, personnel assignments, etc. The DOC
would then synthesize this information from all the incident sites and report it to the EOC. E
w
DOCs are an excellent way to help maintain situational awareness for both the department o
and for the EOC. A DOC may be activated even when an EOC is not, if there are multiple a
incidents in one department but external resources are not needed. The decision to activate a M
DOC is made by the Department Director (or his/her designee).
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 8:
Emergency Operations Plan
Part I — Basic Plan Mutual Aid
3ai ino
PART MUTUAL
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8.1 Overview N
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The Statewide mutual aid system is codified in the California Disaster and Civil Defense
Master Mutual Aid Agreement (MMAA). The Agreement developed in 1950 has been a
adopted by all counties and incorporated cities in the State of California, including the City of o
San Bernardino. The MMAA creates a formal structure wherein each local jurisdiction retains
control of its own facilities, personnel, and resources, but may also receive or render
assistance to other jurisdictions within the State. E
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8.2 Mutual Aid Regions o
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To facilitate the coordination and flow of mutual aid, the State is divided into six Mutual Aid =
Regions (Map 8.2.1). The City of San Bernardino is located in region VI, Southern Region.
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Map 8.2.1: California Mutual Aid (MA) Regions a
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State of California
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`5.Lb
CITY OF SAN BERNARDINO Part I - Section 8:
Emergency Operations Plan
Part I — Basic Plan Mutual Aid
San ee ma
8.3 Mutual Aid Responsibilities
M
Incorporated Cities: °-
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• Develop and maintain an Emergency Management Plan consistent with the State
Emergency Operations Plan and the Master Mutual Aid Agreement
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Maintain liaison with neighboring jurisdictions, the San Bernardino County Operational o
• Area, and State Office of Emergency Services (OES)
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• Designate staging areas for the purpose of providing rally points for incoming mutual aid
and a staging area for support and recovery operations E LU
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Operational Areas: Q
• Coordination of mutual aid within the Operational Area
• Maintain liaison with Cal OES personnel 'o
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• Request mutual aid from the Cal OES Region VI Manager C
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Cal OES - Region VI (REOC):
• Maintain liaison with State, Federal, and Local authorities
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• Provide planning guidance and assistance to Operational Area and Local jurisdictions LO
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• Respond to requests for mutual aid
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• Provide a clearinghouse for emergency operation information
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Cal OES - Headquarters (SOC):
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• Perform executive functions assigned by the Governor w
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• Coordinate response and recovery operations of State agencies
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• Provide a Statewide clearinghouse for emergency operations information N
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• Prepare and disseminate proclamations for the Governor
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• Receive and process requests for mutual aid
• Receive and process requests for Federal disaster assistance a
• Direct the allocation of Federal and out-of-State resources
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8.4 Mutual Aid Policies and Procedures
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Mutual aid resources will be provided and utilized in accordance with the Master Mutual Aid a
Agreement. These agreements include: Fire & Rescue, Law Enforcement, Medical, Coroner,
Building Inspector, and Public Works Agreements.
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CITY OF SAN BERNARDINO Part I - Section 8:
Emergency Operations Plan
Part I — Basic Plan Mutual Aid
San 6e »o
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the
appropriate Operational Area or Mutual Aid Regional Level whenever available resources are:
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• Subject to State or Federal control o
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• Subject to military control
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• Located outside the requesting jurisdiction o
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• Allocated on a priority basis
• Local agencies should, whenever possible, provide incoming mutual aid forces with
portable radios, using local frequencies w
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• Local agencies, receiving mutual aid, are responsible for logistical support of reporting
personnel a
• Requests for, and coordination of, mutual aid support will normally be accomplished
through established channels (cities to Operational Areas to Mutual Aid Regions to 0
State level). Fire and Law Enforcement mutual aid systems work directly from local fire, a
to county fire, to region fire, to state fire and law enforcement from local police, to a
county sheriff, to region, to state) N
• Requests should specify, at a minimum:
1. Number and type of personnel needed o
2. Type and amount of equipment needed Y
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3. Reporting time and location o
4. Authority to whom forces should report _
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5. Access routes
6. Estimated duration of operations o
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8.5 Mutual Aid Coordination
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Formal mutual aid requests will follow an established process for ordering, tracking, mobilizing
and demobilizing. Depending on the scale of the emergency, limited resources may need to be
rationed or controlled and are processed through pre-identified mutual aid coordinators. Mutual
aid requests will follow discipline-specific chains (e.g., fire, law enforcement, emergency
manager, etc.) from one level of government to the next. w
a
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. a
• 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
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 8:
Emergency Operations Plan
Part I — Basic Plan Mutual Aid
San Bera lao
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 o
where the incident occurred should assess its resource inventory and existing local
agreements to determine if the requested resource is available. When locally committed o
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 w
Aid Coordinator assesses the availability of resources within the OA and fulfills the o
resource request based upon that assessment. In the event resources are unavailable a
at the OA level, the request is forwarded to the responsible Region Mutual Aid c
Coordinator to be filled. CU
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• Region Level Requests: The state is geographically divided into six Mutual Aid o
Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. a
Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional
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Mutual Aid Coordinator. The Region 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
co
resources are unavailable at the Region level, the request is forwarded to the State
Mutual Aid Coordinator to be filled. r
• State Level Requests: On behalf of the Governor, the Secretary of Cal OES has the o
responsibility for coordination of state mutual aid resources in support of local
jurisdictions during times of emergency. The Secretary will analyze and coordinate the U_
request by forwarding the request to an unaffected REOC or tasking an appropriate
state agency to fill the need. o
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8.5. i Interstate Mutual Aid
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Mutual aid may also be obtained from other states. California is a member of the interstate CCn,
Emergency Management Assistance Compact (EMAC), a congressionally ratified organization Q
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that provides form, structure and procedures for rendering emergency assistance between
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states.
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After a state of emergency declaration, California can request and receive reimbursable a
assistance through EMAC for other member states quickly and efficiently without issues of
liability. The Secretary of Cal OES and the states' EMAC Coordinator are responsible for 4)
facilitating requests for assistance pursuant to EMAC.
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8.5.2 Volunteer and Private Mutual Aid a
A significant component of the mutual aid system is provided by volunteer and private
agencies. These include agencies such as the American Red Cross (ARC) and Salvation Army
who mobilize to provide assistance with mass care and sheltering. During these large-scale
78
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 8:
Emergency Operations Plan
San Bern no
Part I — Basic Plan Mutual Aid
incidents, these agencies may provide a representative to the City of San Bernardino EOC.
Many private agencies, churches, non-profits and other organizations offer to provide their M
assistance during emergencies. n.
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8.5.3 Mutual Aid Resource Management
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It is the policy of the state that contracts and agreements for emergency response and disaster o
repair and restoration should be entered into by the lowest level of government. When local
resources are exhausted and additional resources are required, resource requests (mission a
tasking) will follow an established process for ordering, tracking, mobilizing and demobilizing. 4)
Depending on the scale of the emergency, limited resources may need to be rationed or W
controlled. a
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8.5.4 Resource Ordering
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All resource requests, at each level, must include the following: o
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• Clearly describe the current situation a
• Describe the requested resources N
• Specify the type or nature of the service the resource(s) will provide
• Provide delivery location with a common map reference o
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• Provide local contact at delivery location with primary and secondary means of contact
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• Provide the name of the requesting agency and/or OA Coordinator contact person
• Indicate time frame needed and an estimate of duration; and E
1
• Resource request involving personnel and/or equipment with operators will need to
indicate if logistical support is required (e.g., food, shelter, fuel and reasonable d
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maintenance) W
Resource Directories: Each state agency and local government entity should identify sources m
for materials and supplies internally and externally.
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Daily Updates: The requesting agencies are responsible to report to Cal OES the number and
status of resources deployed on a mission on a daily basis.
Federal Assistance: When resources are not available within the state or through existing a
agreements with other states, California may request assistance from the federal government.
Requests for federal assistance during an emergency will be coordinated through the State E
Operations Center (SOC).
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5.Lb
I iCITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
San Bernar mo
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5.I.b
RWH ;. CITY OF SAN BERNARDINO Part I - Section
Emergency Operations Plan Information Collection, Analysis,
,..
Part I — Basic Plan and Dissemination
PART I - SECTION 9: INFORMATION COLLECTION, ANALYSIS,
AND DISSEMINATION c�c
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9.1 Overview 0
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Emergency Operations Centers (EOCs) are responsible for gathering timely, accurate, a
accessible and consistent intelligence during an emergency. Situation reports should create a
common operating picture and be used to adjust the operational goals, priorities and strategies.
0)
L
To ensure effective intelligence flow, emergency response agencies at all levels must establish
communications systems and protocols to organize, integrate and coordinate intelligence W
among the affected agencies. The flow of situation reports among the levels of government o
should occur as: a
Field: Field situation reports should be disseminated to local EOC (or to a DOC if one has been
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activated).
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Local EOC: Local EOC will summarize reports received from the field, Department Operation a
Centers (DOCs) and other reporting disciplines, and send to the Operational Area (OA) EOC. N
OA EOC: The OA EOC will summarize reports received from local EOCs, county field units,
county DOCs and other reporting disciplines, and forward to the CalEMA Regional Emergency o
Operations Center(REOC).
REOC: The REOC will summarize situation reports received from the OA EOC, state field units, o
state DOCs and other reporting disciplines, and forward to the State Operations Center(SOC).
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SOC: The SOC will summarize situation reports received from the REOC, state DOCs, state
agencies and other reporting disciplines, and distribute to state officials and others on the o
distribution list. W
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Joint Field Office (JFO): When the state-federal JFO is activated, the REOC and SOC M
situation reports will be assimilated into the JFO situation report. The REOC organization may
be collocated with the federal organization at the JFO. ¢
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CITY OF SAN BERNARDINO Part I - Secti o 7w 5.I.b
Emergency Operations Plan Information Collection, Analysis,
Part I - Basic Plan and Dissemination
San Bernar goo
9.2. "The Big Picture"
M
o.
As an event unfolds in the Field, information from a variety of sources filters into the EOC.
It is one of the responsibilities of the EOC to take that information and formulate an 0
accurate picture of everything that is happening in the Field, creating "The Big Picture." d
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This method provides for a balanced
approach to support the entire event. The BIG PICTURE �� d
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The diagram to the right depicts Planning to
the flow of information from field �'� Section a
units such as Police, Fire, and o¢ a
Public Works to the Operations
Section of the EOC. EOC R
OSperations d
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From the Operations Section, "'e' °
Field information is shared with z
other EOC Sections as appropriate. W0
1 LL !x Leads the EOC in: N
Prioritizing tients=All information eventually flows to o gObjeecvs
the Planning and Intelligence ° „ >,
Overusing
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"The -Communicating with
Section and The Big Picture . e Council,the Puhtk,and onn
is displayed. other outside agencies
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From that, the Management Section #
EOC
is able to determine priorities and Finance E objectives, leading the City's The Event related incident
related expenses It
response to the incident. ! T"$�°c "�;$-$-$-$ a
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9.3 WebEOC
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The City of San Bernardino has access to the County's WebEOC program, a crisis information N
management system. This allows the City to enter information such as: significant events, a
resource requests, and status updates. This provides the Operational Area with a common
operating picture, situational awareness and information coordination throughout San E
Bernardino County during an emergency.
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This also allows City of San Bernardino EOC responders the ability to see and share real time
information with other agencies and Cities/Towns within the County. Additionally, the City is
encourages to use WebEOC to submit Initial City Status Reports, damage assessment
information (IDEs), Situation Reports, etc. r
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 10:
Emergency Operations Plan
Sae� ino
Part I — Basic Plan Public Information
'PART • 1 : PUBLIC INFORMATION
10.1 Overview °-
Public information consists of the processes, procedures and systems to communicate timely
and accurate information by accessible means and in accessible formats on the incident's a
cause, size and current situation to the public, responders and additional stakeholders (both o
directly affected and indirectly affected).
d
Public information must be coordinated and integrated as part of the Multiagency Coordination
System across jurisdictions, agencies and organization; among federal, state, tribal and local w
governments; and with the private sector and Non-Government Organizations (NGOs). Public o
information includes processes, procedures and organizational structures required to gather, a
verify, coordinate and disseminate information. _
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10.1.1 Purpose o
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The City of San Bernardino's Public Information Officer (PIO) is the leader in meeting the a
information needs of any emergency with the assistance of both the Police and Fire Department Ln
PIOs. The primary purpose of the Public Information function is to provide the public with
alerting and warning information that can save lives and property, if expediently disseminated,
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to persons in threatened areas. The secondary purpose is to provide timely and accurate
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information to the news media about the emergency incident. LO
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10.1.2 Objectives o
• Provide accurate and timely warnings and emergency information to the general public u
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• Provide media releases
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• Establish a media center w
• Coordinate press conferences iv
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• Coordinate staff to respond to public inquiries U)
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• Arrange photo and video documentation
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• Arrange for on-scene PIO personnel to coordinate field media operations
U
• Ensure there is only one spokesperson for the City at all times and provide that
spokesperson with up-to- date accurate and timely information Q
• Work within the Joint Information System as directed by the National Incident E
Management System
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• Accomplish objectives as stated in the EOC Action Plan a
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CITY OF SAN BERNARDINO Part I - Section 10:
Emergency Operations Plan
Part I — Basic Plan Public Information
Saa Ber�ar na
10.1.3 Policies and Procedures
M
Policies and procedures for the Public Information function include, but are not limited to: a
c
• Prepare in advance emergency public information materials that address survival tips
for all hazards. a
• Request response organizations to coordinate activities with the Public Information
office.
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• Clear press releases with the Director of Emergency Services prior to releasing
information to the news media. w
• Prepare materials that describe the health risks, the appropriate self-help or first aid a
actions, and other appropriate survival measures for the current emergency. a
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• Prepare emergency public information materials for the visually impaired, hearing
impaired, and non-English speaking groups. o
L
• Prepare instructions for evacuation from high-risk area(s) including: a
• Definition of the population at risk N
• Evacuation routes
o Suggestions on types and quantities of clothing, food, medical items, etc.
evacuees should take with them co
• Locations of reception areas/shelters and safe travel routes LO
• Prepare instructions that identify centrally located staging areas and pickup
points for evacuees without private automobiles or other means of transportation o
• Prepare instructions for evacuees upon arrival in a hosting area which shows the
location of reception and care centers, shelters, feeding sites, and medical U_
assistance
• Refer inquiries on the status of evacuees to the American Red Cross o
representative w
• Prepare emergency public information materials regarding support services available
and damaged and/or restricted areas.
• Establish and implement a rumor control procedure. a
• Coordinate with State, Federal, and private sector agencies to obtain technical E
information relative to health risks, weather, etc.
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• Continue to provide information to the news media and the public on available services a
for as long as needed - even after the EOC has closed.
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10.2 Resources Available for Public Information
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There are various resources available to assist in the dissemination of public information. The a
following are the primary available to the City of San Bernardino.
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CITY OF SAN BERNARDINO Part I - Section 10:
Emergency Operations Plan
B
Part I - Basic Plan Public Information
10.2.1 Emergency Alert System (EA S)
2
The Emergency Alert System (EAS) is designed for the broadcast media to disseminate a.
emergency public information. This system enables the President, and federal, state and local c
governments to communicate with the general public through commercial broadcast stations.
L
This system uses the facilities and personnel of the broadcast industry on a volunteer basis. o
EAS is operated by the broadcast industry according to established and approved EAS plans,
standard operating guides and within the rules and regulations of the Federal Communications
Commission (FCC).
W
FCC rules and regulations require all participating stations with an EAS operating area to o.
broadcast a common program. Each broadcast station volunteers to participate in EAS and
agrees to comply with established rules and regulations of the FCC. For additional information,
see the Riverside-San Bernardino County Emergency Alert System FCC EAS Plan.
The City PIO can request EAS and Integrated Public Alert & Warning System messaging a
through the County's Office of Emergency Services (OES). To get an emergency message on a
local radio stations, the PIO will contact the San Bernardino County Emergency Operations
Center. Before contacting the County, the message must be written exactly as it is to be read
over the air. The local EAS stations for San Bernardino County are:
T
93.3 FM KBHR Big Bear Valley
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95.1 FM KFRG High Desert/Valley
98.9 FM KHWY High Desert a
102.3 FM KZXY Victor Valley Z
107.7 FM KCDZ Yucca Valley/Joshua Tree U_
10.2.2 Joint Information Center (J/C) o
III
The Joint Information Center (JIC) is a central location that facilitates operation of the Joint
Information System (JIS). It is a location where personnel with public information U
responsibilities perform critical emergency information functions, crisis communications and (n
public affairs functions. JICs may be established at the OA EOC, at incident sites, or can be a
components of Federal, State, tribal, territorial, regional, or local MACS (e.g., MAC Groups or
EOCs).
Typically, an incident-specific JIC is established at a single, on-scene location in coordination a
with Federal, State, and local agencies (depending on the requirements of the incident) or at
the national level, if the situation warrants. Informational releases are cleared through IC/UC,
the EOC/MAC Group, and/or Federal officials in the case of federally coordinated incidents to
ensure consistent messages, avoid release of conflicting information, and prevent negative r
impact on operations. This formal process for informational releases ensures the protection of a
Ic incident-sensitive information.
Agencies may issue their own releases related to their policies, procedures, programs, and
capabilities; however, these should be coordinated with the incident-specific JIC(s). A single
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CITY OF SAN BERNARDINO Part I - Section 10:
Emergency Operations Plan Public Information
Part I — Basic Plan
San�e m®
JIC location is preferable, but the system is flexible and adaptable enough to accommodate
virtual or multiple JIC locations, as required. F
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10.2.3 Public Awareness and Education =
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The public's response to any emergency is based on an understanding of the nature of the
emergency, the potential hazards, the likely response of emergency services and knowledge o
of what individuals and groups should do to increase their chances of survival and recovery.
(D
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Public awareness and education prior to any emergency are crucial to successful public
information efforts during and after an emergency. Pre-disaster awareness and education w
programs are viewed with equal importance to all other preparation for emergencies. c
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5.Ib
CITY OF SAN BERNARDINO Part I - Section 11 :
Emergency Operations Plan
Part I — Basic Plan Access and Functional Needs
San Beeear no
. . - . 1
IL
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11.1 Overview
0
Populations with access and functional needs include those members of the community who
may have additional needs before, during and after an incident in functional areas including, a
but not limited to maintaining health, independence, safety and support, communication, and o
transportation.
Individuals in need of additional response assistance may include those who:
W
Have disabilities o
• Live in institutionalized settings
• Are elderly
• Are children °
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Are from diverse cultures a
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• Have limited English proficiency or are non-English speaking
• Are transportation disadvantaged
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Lessons learned from recent emergencies concerning people with disabilities and older adults LO
have shown that the existing paradigm of emergency planning, implementation and response
must change to meet the needs of these groups during an emergency. These lessons show o
four areas that are repeatedly identified as most important to people with disabilities and older
adults:
17
IV-
1. Communications and Public Information — Emergency notification systems must be a
0
accessible to ensure effective communication for people who are deaf/hard of hearing, w
blind/low vision, or deaf/blind.
2. Evacuation and Transportation — Evacuation plans must incorporate disability and
older adult transportation providers for identifying and the movement of people with a
mobility impairments and those with transportation disadvantages.
3. 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
V
shelters. a
4. Americans with Disabilities Act - When shelter facilities are activated, the City of San E
Bernardino will ensure they accommodate the provisions of the Americans with
Disabilities Act (ADA).
a
Commitment: The City of San Bernardino values its diverse population and strives to ensure
that disaster planning, response, and recovery take into consideration all citizens within this
community.
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CITY OF SAN BERNARDINO Part I - Section 11 :
Emergency Operations Plan Access and Functional Needs
Part I — Basic Plan
San Be ono
Emergency Operations Plan Compliance: The City of San Bernardino values its diverse
population and strives to attend to all community needs. The City must ensure that disaster
planning, response, and recovery all take into consideration all of its citizenry. After a disaster �.
strikes, response to citizens-in-need will be initiated without prejudice. o
The City of San Bernardino will depend on and coordinate with the American Red Cross in its Q
efforts to select shelter sites that are accessible for citizens with disabilities and access and o
other functional needs, and when possible, include compensatory equipment in their shelter
design.
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Partnership with Disability Community: Listening to people with disabilities assures the best w
insights for addressing their needs. City of San Bernardino emergency planners will attempt to: o
• Identify those in the community who might have special needs before, during and after a M
disaster or emergency. Doing so ahead of time results in an improved emergency plan,
a better determination of resources needs, and more informed actions and decisions. o
L
• Customize awareness and preparedness messages and materials for specific groups of Q
people, thereby increasing the ability of these individuals to plan and survive in the
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event of an emergency. Such preparedness allows appropriate allocation of critical
personnel, equipment and assets during the response period, and reduces 9-1-1 call
volume. co
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• Educate citizens with disabilities about realistic expectations of services during and after LO
an emergency even while demonstrating a serious commitment to their special needs.
Such education results in a more cooperative relationship with local authorities and o
enhances their appreciation of the concerns of people with disabilities. It also leads to
improved response by the entire community. U_
IT
• Learn and gain from the knowledge, experiences, and non-traditional resources the
disability community can bring to a partnership effort with emergency professionals. By w
utilizing and embracing members of the disability process, emergency personnel often
discover creative solutions before they are needed during an emergency. These
solutions may benefit not only the disability community but the general population. N
• Work with institutional and industry-specific groups that are not typically considered Q
to be emergency service resources but that can offer valuable and timely support to
emergency professionals. Identifying and marshalling these groups ahead of time leads M
to a better prepared service community that is able to take on responsibilities during and
emergency. It also leads to a unified team able to quickly assess and communicate a
service gaps during an emergency, and to a host of additional equipment, materials and
skilled personnel. E
Communication: Communication is the lifeline of emergency management. This is especially a
true in regard to people with disabilities, many of whom are unemployed, socially isolated, or in
other ways less connected to society than their non-disabled counterparts. Fortunately, most
emergency management communication can be implemented as a simple adjunct to more
general strategies.
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 11 :
Emergency Operations Plan Access and Functional Needs
Part I — Basic Plan
Sa�Ber®ar oo
The medium used to reach people may change at different points in the timeline. In addition,
the technology employed may vary, and the amount of labor required to complete the task may
change. In general, however, there are some important considerations to keep in mind when a
directing communication on one's own or in partnership with the media. o
• Television stations must be responsible to all viewers and not run a text message
"crawl" across a television screen in any area reserved for closed captioning as this will o
make both sets of messages unintelligible for deaf or hard of hearing viewers.
d
• Camera operators and editors need to include the sign language interpreter in the
picture if one is interpreting next to the official spokesperson presenting emergency w
information.
a
0
• Those setting up emergency hotlines during an event should include TTY/TDD (Text a
telephone, also known as telecommunication device for the deaf) numbers when =
available, or the instruction "TTY callers use relay." Make sure the same information is
provided by the official spokesperson and is used on television and radio. o
0
• Frequently repeat the most essential emergency information in a simple message a
format so that those with cognitive disabilities can follow.
LO
N
Include Disability Needs in the Recovery Phase: The recovery phase of an emergency
typically is the longest and most difficult aspect of a disaster for a community's residents, and
this can be especially traumatic for people with disabilities. CD
In addition to coping with personal losses or injuries that they may have suffered, people with ca
disabilities who experience a disaster may be deprived of vital connections to attendants, °
�o
guide animals, neighbors, local business owners and even family members. They may no =
U-
longer be able to follow their accustomed routines.
a
The disaster may also cause psychological distress by forcing individuals with disabilities to w
confront the limitations imposed by their disability on a more or less continuous basis, or to
relive traumatic hospitalization experiences from their past.
m
in
Emergency planners, of course, can do little to counter some of these effects, such as a
psychological distress and changed city environments, which are frequent results of disaster.
What can be done is to ensure that those services and special needs most critical to people E
with disabilities and access and functional needs are restored or addressed as a priority during U
the recovery phase. Some major considerations include: a
• Making allowances at blockades, shelters, and other impacted areas for access by
attendants, home health aides, visiting nurses, guide animals, and other individuals
crucial to the immediate health care of people with disabilities. r
• Identifying the impact on the disability community of an interruption of utility services.
a
• Planning for accessible shelter or appropriate temporary housing needs.
• Addressing how people with disabilities who are employed by businesses that are able
to open soon after a disaster will get to work.
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 11 :
Emergency Operations Plan
Part I — Basic Plan Access and Functional Needs
S
• Involving a representative of the disability community in "after action reviews" or "hot
wash reports" in order to capture the true impact of the disaster and to improve plans for
the future. n
N
C
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The City of San Bernardino will endeavor to do everything reasonably possible to educate the
citizens in this community with disabilities and access and other functional needs. a
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 12:
Emergency Operations Plan
Part I — Basic Plan Continuity of Government
®
San Beraar no
19-11' • • 0 k I 10[IN r9*0 rc •
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In the aftermath of a major disaster, law and order must be preserved and essential
government services must be maintained. This is best accomplished by civil government. To 0
this end, it is particularly essential that local units of government continue to function. ca
a�
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To ensure continuity of government seven elements must be addressed by government at all 0
a
levels:
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• Succession of Officers
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• Seat of Government a
0
• Emergency Powers and Authority a
• Emergency Plans
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• Primary and Alternate Emergency Operations Center(s) 0
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• Preservation of Vital Records a
• Protection of Critical Infrastructure N
12.1 Standby Officers r
co
Article 15 of the California Emergency Services Act(Chapter 7 of Division 1 of Title 2 of Ln
the Government Code) provides the authority, as well as the procedures to be employed, to
ensure continued functioning of political subdivisions within the State of California. o
S
Generally, Article 15 permits the appointment of up to three standby officers for each member UL
of the governing body, and up to three standby officers for the chief executive, if not a member
of the governing body. Article 15 provides for the succession of officers who head departments o
responsible for maintaining law and order, or in furnishing public services relating to health and w
safety. '
U
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Article 15 also outlines procedures to assure continued functioning of political subdivisions in
the event the governing body, including standby officers, is unavailable to serve.
a�
Government Code 8642 states: "should there be only one member of the governing body
present, he may call and hold meetings to perform acts necessary to reconstitute the w
governing body." a
r
12.2 Lines of Succession for Government Officials s
Per the City of San Bernardino Municipal Code Chapter 2.46: Q
• The order of emergency succession to the position of Mayor and Chairman of the San
Bernardino Disaster Council shall be adopted by Resolution of the Common Council.
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 12:
Emergency Operations Plan Continuity of Government
Part I — Basic Plan
San�e »o
• The Director of Emergency Services shall recommend to the Mayor the order of
succession to this office, to take effect in the event the Director is unavailable to attend
meetings and otherwise perform duties during an emergency. �-
• Upon approval by the Mayor, such order of succession for the Director shall be 2
approved by the Common Council.
a
12.3 Lines of Succession for Elected Officials °
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Mayor Mayor
First Alternate Mayor Pro Tempore E
Second Alternate Council member, highest seniority w
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Third Alternate Council member, next-highest seniority a
Fourth Alternate Council member, next-highest seniority a
Fifth Alternate Council member, next-highest seniority
d
12.4 Alternate Government Facilities
a
When government offices are not operable because of emergency conditions, the temporary Ln
seat of government will be selected from public buildings remaining that offer maximum
(W 00
security and safety. The primary and alternate locations are listed below:
CD
Primary EOC Location: Ln
The City's primary EOC is located in the City's Police Department Headquarters building, 710 0
N. "D" Street. The facility is divided into the five ICS areas/sections: Management, Operations,
Planning/intelligence, Logistics, and Finance/Administration. A small conference room is
located adjacent to the EOC for Public Information. (See 7.3.1 Diagram: EOC Floor Plan)
a
Alternate EOC Locations: 0
w
a
The City has two pre-designated alternate EOC's. The first alternate EOC location is the
Central Fire Station located at 200 E. Third Street. This facility is equipped with two VHF N
radios, two 800 MHz mobile radios, a cache of eight hand held 800 MHz radios, ten telephone a
lines, an emergency generator, kitchen, showers, bunkroom, and several large conference
rooms. L
U
The second alternate EOC location is the Perris Hill Park Senior Center located at 780 E. 21 st a
Street. This facility is equipped with two telephone lines, an emergency generator, a large
mass feeding kitchen, and several rooms capable of accommodating the EOC sections. E
12.5 Vital Records Retention
r
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In the City of San Bernardino, the following individuals are responsible for the preservation of
vital records:
• City Clerk
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CITY OF SAN BERNARDINO Part I - Section 12:
Emergency Operations Plan
Part I — Basic Plan Continuity of Government
sae ,g�
• Assistant City Manager
Vital records are defined as those records that are essential to: a
• Protect and preserve the rights and interests of individuals, governments, corporations
and other entities. Examples include vital statistics, land and tax records, license
registers, and articles of incorporation. O
a
• Conduct emergency response and recovery operations. Records of this type include
utility system maps, locations of emergency supplies and equipment, emergency 0)
operations plans and procedures, personnel rosters, etc. E
w
• Reestablish normal governmental functions and protect the rights and interests of a
government. Constitutions and charters, statutes and ordinances, court records, official Q
proceedings and financial records would be included here.
_
ca
Record depositories should be located well away from potential danger zones and/or housed ;
in facilities designed to withstand blast, fire, water, and other destructive forces. Such action a
L
will ensure that constitutions and charters, statutes and ordinances, court records, official a
proceedings, and financial records would be available following any disaster. LO
N
Each department within the city should identify, maintain and protect its own essential records.
The City Clerk is the designated custodian of vital records in the City. Vital Records are stored
co
in a vault located within City Hall which is fireproof and equipped with a halon system. These CD
documents have also been scanned into Laser fiche.
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
SanBe Leo
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
PART I - SECTION 13:San Beraar inn
RECOVERY
13.1 Overview N
0
Recovery refers to those measures undertaken by an entity following a disaster that will return
all systems to normal levels of service. Effective recovery consists of a complex array of Q
interdependent and coordinated actions. O
_
13.2 Concept of Operations (D,
0
A successful recovery starts as soon as possible after a disaster occurs, rather than waiting W
until disaster response is underway and appears to show some promise of diminishing. There o
should be no clearly defined separation between response and recovery. Recovery tasks are a
different from response, but they should be carried out simultaneously. _
d
Establishment of a recovery organization prior to a disaster has proven effective in enabling a o
smoother and speedier recovery. Emergency response personnel are to continue using SEMS a
principles and procedures for recovery. Recovery operations are divided into two phases, short a
term and long term. N
to
13.2.1 Short Term Recovery
This involves restoring the infrastructure including: Ln
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• Electric power o
• Communications systems
• Water and sewer
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• High impact areas and special populations, schools, hospitals, etc. o
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• Economic and social systems of the community
• Roads, bridges and freeways
• Computer networks a
_
• Businesses E
Continued coordination from the response phase into the recovery phase is necessary to a
identify high priority areas for resumption of utilities, liability concerns, financing, and recovery
ordinances. d
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13.2.2 Long Term Recovery w
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Long-term recovery consists of actions that will return the jurisdiction back to normal pre-
disaster levels of service. Long-term considerations include:
• Developing a recovery team utilizing ICS to manage operations
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
Sanl�i�r>tar oo
• Demolition, building permits, and rebuilding
• Coordination of financial claims a
• Assisting local economy to recover and economic and resource stabilization o
• Hazard mitigation
• Updating plans based on lessons learned o
• Post-event assessments
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It is critical that the EOC Response Organization function expand into the recovery phase. E
Checklists should be developed for recovery operations to ensure accountability. Failure to w
strictly account for damage documentation and personnel costs can result in possible loss of 0
reimbursement. a
13.3 Recovery Organization
0
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Recovery operations differ significantly from emergency response activities which are more a
involved with the SEMS Operations and Logistics functions. Recovery activities are much more a
pronounced in the Finance/Administration function than in the other SEMS functions. In N
addition, the San Bernardino County Operational Area (OA) plays a different role in the
CD
recovery phase than in the response phase of a disaster. The OA may act as an information
and coordination point for its constituent jurisdictions. o
Ln
However, in the recovery phase the local jurisdiction works directly with state and federal
recovery programs as contrasted to the response phase where these resources are °
approached through the Operational Area. Specific recovery tasks and their responsible SEMS =
functions are discussed below. (See Figure 13.3.6: Recovery Organization Chart) r
a
13.3.1 Management O
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• Informing and briefing elected officials
• Providing lead for policy decisions
• Issuing public information releases throughout the recovery phase
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• Insuring safety of response activities and personnel E
• Providing liaison with OA, State, and FEMA Y
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• Ensuring a Local Emergency has been proclaimed
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• Providing legal advice when needed E
13.3.2 Operations a
I • Restoring government facility functions
• Removing debris
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5.Lb
A W CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part 1 — Basic Plan Recovery
• Demolishing buildings
F
• Coordinating the restoration of utilities ii
• Restoring safe drinking water and all water operations c
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• Providing temporary sheltering
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• Providing building and public safety inspections o
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13.3.3 Planning/Intelligence
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• Providing documentation of SEMS compliance for disaster assistance w
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• Providing after-action reports consistent with SEMS requirements $
• Providing direction in land use and zoning issues
c
• Issuing building permits in a timely manner
• Developing alternative building regulations and code enforcement Q
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• Reviewing the general plan a
LO
• Providing an action plan for recovery operations
• Developing redevelopment plans
co
• Developing recovery situation reports LO
• Documenting recovery operations
0
• Creating mitigation plans
U_
13.3.4 L og. tics
a
• Providing government operation resources and personnel w
• Allocating office space to Federal and State agencies
• Providing recovery supplies and equipment
• Providing vehicles and personnel a
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13.3.5 Finance/Administration
• Assisting application process for disaster assistance a
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• Managing public finance E
• Preparing and maintaining the budget
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• Developing and maintaining contracts a
• Processing accounting and claims
• Collecting taxes
• Managing insurance settlements
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
4knar
Figure 13.3.6; Recovery Organization Chart
S
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Overall Recovery Management M
Political Process Management Q
• Recovery Policy Development O
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. Recovery Decision Making
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Public Information d
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FINANCE/ '.
OPERATIONS r MIN
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Medical Building Government Public CL
Operations and Q
Facility Permits Functions Finance n
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Space
Bud Budgeting and
co Services Code g g �
Restoration Et:f€rc eme}:t Acquisition Contracting o
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Debris Supplies and Accoufi ms and
Claims 0
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Removal Equipment
Processing _
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Demolition Vehicles and Taxation
eview Transportation W
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Flan Insurance to
Construction Personnel
Review � Settlements Q
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Building/Safety n� v
�devplopn:ent°-
Inspections
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Housing { E
Programs v
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Clear
Transportation
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
!Pilo
13.4 Damage Assessment
An initial Safety Estimate is developed early in the emergency response phase and used to a
support a gubernatorial proclamation and for the State to request a presidential declaration. o
This is followed by a detailed assessment of damage during the recovery phase. This detailed
assessment provides the basis for determining the type and amount of state and/or federal a
financial assistance available for recovery. o
a
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The damage assessment process is a multi-department responsibility. The following is a
summary of those Departments/Agencies and their responsibilities:
W
DEPARTMENT/AGENCY RECOVERY FUNCTION o
Assessment of sewer and storm-drain systems, damage related to a
Public Works Department debris, debris removal, emergency protective measures, and city
road and grade separation issues.
Assessing situations where hazardous materials are involved. Also a
Fire Department provide windshield (initial) surveys to assess damage, initiate initial a
life safety activity, and identify impacts to critical facilities.
LO
Building Division Perform detailed physical damage assessment on a building-by-
building basis on non-governmental buildings.
r
Facility Maintenance Division Responsible for both the initial and detailed assessment of all City o
buildings. LO
r
Police Department Provide initial assessment of damage observed, identify impacts to
critical facilities. o
Information Technology Provide initial and detailed assessments of damage to City c
Division telecommunications systems. U.
Provide immediate assessment of center structural integrity to
Public Safety Dispatch Centers determine its continued availability or use. o
w
Medical Centers Report damage estimates for hospitals.
m
School District Report condition of school buildings. N
a
Utilities Assess damage to water systems, utilities and infrastructure. Report
condition of buildings. _
Utilize damage assessment information to correlate, verify, and
Finance/Risk Management document damage assessment losses in dollar values. Coordinate a
with Office of Emergency Services.
d
Office of Emergency Services/ Compile damage assessment data for transmission to SBC OES. E
Disaster Management During EOC activation this responsibility would be completed by the
Coordinator Damage Assessment Unit in the Planning/Intelligence Section. Q
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CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
Saone goo
Procedures for conducting detailed surveys to be used in disaster project applications include
the following:
a
Safety Concerns:
0
• Identifying gas, water, and sewer leaks
Q
• Ensuring utilities are turned off in unsafe or damaged structures o
• Securing hazardous materials sites and preparing a clean-up plan
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• Ensuring unsafe buildings are vacated, clearly marked, and access restricted E
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• Implementing safety precautions to be undertaken by emergency workers
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Structural Damage: a
Type and extent of damage information collected by survey teams: ;
0
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• Destroyed - Cost of repair is more than 75% of value. a
• Major Damage - Cost of repair is greater than 10% of value. N
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• Minor Damage - Cost of repair is less than 10% of value.
Note: Damages are limited to structure, not contents. Structural Categories (Private Property) co
• 1 to 3 - Homes, includes Town Homes and Condominiums
a
• 4 - Mobile Homes
• 5 - Rental Units U_
• 6 - Farm Dwellings o
• 7 - Businesses
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13.5 Recovery Documentation co
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Recovery documentation and reporting are essential to recovering eligible emergency
response and recovery costs. Timely damage/safety assessments, documentation of all E
incident activities and accurate reporting will be critical in establishing the basis for eligibility of
disaster assistance programs. a
w
Documentation is essential to recovering expenditures related to emergency response and a
recovery operations. For each jurisdiction and special district, documentation must begin at the =
I field response level and continue throughout the operation of their EOC as the disaster
unfolds. a
San Bernardino County Office of Emergency Services (County OES) is responsible for
coordinating the preparation of the appropriate documentation for an incident and for
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
��
-sin Part I — Basic Plan Recovery
development/filing of specific recovery reports to State OES based on Initial Damage
Estimates (IDEs) submitted by the impacted jurisdiction(s). F
a.
An Initial IDE report will be prepared by City staff and forwarded to County DES via WebEOC. C
If WebEOC is not operational, the IDE form may be filled out and faxed or e-mailed to SBC
DES. Confirm that County DES received the IDE via telephone or radio. (See Figure 13.5.1: a
Initial Damage Estimate Form (IDE) o
U
IDEs should be submitted as soon as possible after an incident occurs. Information contained
in the City's report will be combined with information sent from other cities/towns in the OA and
included in the County's IDE report. The County IDE will be submitted to the State to support a w
request for a gubernatorial proclamation and presidential declaration. o
The damage assessment documentation information should include the location and extent of
damage and estimate of costs for debris removal, emergency work, and repairs to damaged
facilities to pre-disaster condition. The cost of compliance with building codes for new o
construction, repair, and restoration will also be documented. The cost of improving facilities a
may be included under federal mitigation programs. Q
to
Figure 13.5. 1: Initial Damage Estimate (/DE) Form
Initial Damage Estimate
Incident:WebEOC Exercise IDE General Instructions O
......... .._._ __.__._ _.. _......
............. ........__— ____ U)
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Organization: City of San Bernardino �
Type of Agency city and Town
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Originating Position CT[ Sp C EOC Management
Prepared By:
Phone Number: LL
Fax Number
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Email Address
IL
Part I:Individual Assistance(Private Property)(Cumulative) O
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71R�9LPrty yi -
Inme Residcm es U E=
Business-Physical Damage L= i V
F A>n PS4-[(OnCMS11C I [__1 F_ � F_ m
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Non Profit Orgs.
Outbuildings'Othcrs
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Part II:Public Assistance(Public Property)(Includes eligible non-profit facilities)(Cumulative)
`TVC} erf P rrfy Pars-ffiRef OT Casts e(rm e-r M Sites P tim fed Drdtar i-ohs ns
r_�ategory A Debris Rernoval
Category B:Emergency Protective Measures C:::=
Cate-gory C.Roads and Bridges(Not FFNt1A System)
Category C.FHWA System Only
Category D Water Control Facilities tlF s.dams,& -
channels)
Category E Public Buildings and Equlprnent Lass � _ j V
Category F Public Utilities
Category G_Parks and Recreation Facitltres-Airports i......_.e.. ....._.m.� -I Q
Part III:Agriculture and Other
if D*gym _^�Yatr �„<t..mateet t�s s
t_!ncrnployed{any business) ... i ...._._-
Agricultural Crop Damage
Agricultural Physical(tntrastructure)
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
San Ino
13.6 Recovery Reporting/After Action Reports
Along with the IDE report to be filed with State OES, there are several other recovery related a.
reports that are the responsibility of the City. Such reports include the After Action Report and o
the After Action Questionnaire within ninety (90) days of the close of the incident period.
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The after-action report will provide at a minimum: o
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• Response actions taken a
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• Applications to SEMS E LU
• Suggested modifications to SEMS o
• Necessary mediation to plans and procedures Q
• Identified training needs
• Recovery activities to date Q
❑.
The After-Action report documents the City's response activities and identifies areas of a
concern and success. It will also be utilized to develop a work plan for implementing N
improvements (post-disaster mitigation).
T
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The After-Action report is a composite of documents submitted by all functions and provides a co
broad perspective of the incident. It references more detailed documents and addresses all
areas specified in regulations. o
It includes all documents generated by the response phase and data gathered from interviews E-
of emergency responders. It will coordinate with but not encompass the post-disaster hazard LL
mitigation plan. However, hazard mitigation efforts may be included in the "recovery actions to a
date" portion of the After-Action report. o
The City of San Bernardino's Director of Emergency Services will be responsible for the
completion and distribution of the After-Action report and will send it to the OA and to Cal OES ca
within the required 90-day period. (See Figure 13.6.1: After-Action/Corrective Action a
Report Template) on the following pages. r_
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CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
Bernar na
Figure 13.6.>: After-Action/Corrective Action Report Temp/ate
AFTER ACTION/CORRECTIVE ACTION(AAJCA)REPORT SURVEY TEMPLATE .
for responses to 0
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[Incident Name] o
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[Afterted rational Areas] CD
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GENERAL INFORMATION a
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Information Needed Text goes in text boxes below.
Name of Agency: o
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Type of Agency:* (Selcct one) a
City,County,Operational Area(OA),State u,
agency(State),Federal agency(Fed),special
district, Tribal Nation tsovenunent,UASI --
City,non-governmental or volunteer
organization,other. o
OES Admin Region:
(Coastal,Inland, or Southern) o
Completed by: U-
Date report completed:
a
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Position: (Use SEMS(NIMS positions) w
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Phone number: Co
Email address: a
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Dates and Duration of event: E
(beginning and ending date of response-using
m mldd ry"yy3") r
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CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Sa>t B Part I — Basic Plan Recovery
e Ino
PL.INNINGANTELLIGENCE(Situation analysis,documentation,GIS,etc.)
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Satisfactory Needs Improvement o.cn
Overall Assessment of Function check one r-
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If"needs improvement"please briefly describe improvements needed: y
Planning
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Training =
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Personnel L
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Equipment W
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Facilities
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LOGISTICS (Services,support,facilities,etc.) o
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Satisfactory Needs Im rovement Q
Overall Assessment of Function check one)
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If"needs improvement"please briefly describe improvements needed:
Planning .-
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Training i°n
Personnel
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Equipment c
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Facilities
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FINANCEJADMINISTRATION(Purchasing,cost unit,etc.) w
Satisfactory Needs Improvement v
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Overall Assessment of Function check one N
Q
If"needs improvement"please briefly describe improvements needed:
Planning (D
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Training
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Personnel
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Equipment E
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Facilities
Q
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CITY OF SAN BERNARDINO Part I - Section 13:
Esn Emergency Operations Plan
Part I — Basic Plan Recovery
Be ono
AFTER ACTION REPORT QUESTIONNAIRE
(The responses to these questions can be used for additional SEMS/NIMS evaluation)
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Response/Performance Assessment Questions yes no Comments
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1. Were procedures established and in place for responding =
to the disaster?
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2. Were procedures used to organize initial and ongoing Q
response activities? 0
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3. Was the ICS used to manage field response? y
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4. Was Uni fled Command considered or used?
5. Was the EOC and/or DOC activated? W
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6. Was the EOC and/or DOC organized according to SEMS? Q
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7. Were sub-functions in the EOC/DOC assigned around the
five SEMS functions?
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8. Were response personnel in the EOC/DOC trained for O
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their assigned position? Q
9. Were action plans used in the EOC/DOC? LO
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10. Was the action planning process used at the field
response level?
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11.Was there coordination arith volunteer agencies such as CD
the Red Cross?
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12.Was an Operational Area EOC activated?
13.Was Mutual Aid requested? _
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14.Was Mutual Aid received? '
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15.Was Mutual Aid coordinated from the EOCIDOC? 0
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16.Was a MAC group established at the EOC/DOC levee?
Were they involved with the shift briefings? U
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17.Were communications established and maintained Q
between agencies?
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18.Was the public alert and warning conducted according to t
procedure? v
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19.Was public safety and disaster information coordinated Q
tivith the media through the JIC?
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20.Were risk and safety concern addressed? E
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21.Did event use Emergency Support Function(ESFs)or
Emergency Functions(EFs)effectively? Q
22.Was communications inter-operability an issue?
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CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
San Beraar no
Additional questions
23.What response actions were taken by your agency? Include such things as mutual aid,number of personnel,equipment and
other resources. Note: Provide statistics on number ofpersonnel and numberlttipe of equipment used during this event. p_
Describe response activities in some detail.
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24.As you responded,was there any part of SEMS/NIMS that did not work for your agency? If so,how would(did)you
change the s in to meet your needs?
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25.As a result of your response,did you identify changes needed in your plans or procedures?Please provide a brief
explanation. _
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26.As a result of your response,please identify any specific areas needing training and guidance that are not covered in the N
current SEMS Approved Course of Instruction or SEMS Guidelines.
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27.If applicable,what recovery activities have you conducted 60 days or less from the end of the incident? Include such things p`
as damage assessment surveys,hazard mitigation efforts,reconstruction activities,and claims filed.
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28.Were there any Access and Functional Needs issues identified during your response? If so,please provide a brief
explanation.
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29.Were there any issues related to Public Information for this incident?If so please provide a brief explanation. t
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NARRATIVE
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Use this section for additional comments. a
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 13:
Emergency Operations Plan
Part I — Basic Plan Recovery
P Sa1i�e ��o
POTENTIAL CORRECTIVE ACTIONS
Identify issues,recommended solutions to those issues,and agencies that might be involved in implementing these
recommendations.Also,address any problems noted in the SEMS/NIMS Function Evaluation. c�a
a
Indicate whether issues are an internal agency specific or have broader implications for emergency management.
C
(Code: I=Internal;R=Regional,for example,OES Mutual Aid Region,Administrative Regions,geographic regions, O
S=Statewide implications)
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Code Issue or Corrective Action 1 Agency(s)/Depts.To Point of Contact Estimated Date of 0
Problem Statement Improvement Plan Be Involved Name J Phone Completion >,
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13.7 Recovery Disaster Assistance co
When requesting implementation of disaster assistance programs, some key areas of concern a
must be adequately addressed. These areas include the needs of distinct groups, disaster a
assistance available at each level of declaration, and the level of detail required on each LO
request for disaster assistance.
13.7.> Local Assistance Center (LAC) r
0
Local Assistance Centers (LACs) are opened by local governments to assist communities by
providing a centralized location for services and resource referrals for unmet needs following a o
disaster or significant emergency. The LAC is normally staffed and supported by local, state,
and federal agencies, as well as non-profit and voluntary organizations. u
The LAC provides a "one-stop"facility at which individuals, families, and businesses can a
access available disaster assistance programs and services. As more federal resources arrive, w
a state-federal Disaster Assistance Center(DAC) may be collocated with the LACs.
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13.7.2 Individual Assistance (IA) Program cU
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The disaster individual assistance programs have been developed for the needs of four distinct d
f groups:
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• Individuals: may receive loans or grants for real and personal property, dental, funeral, a
medical, transportation, unemployment, sheltering, and rental assistance, depending on
the extent of damage.
E
f • Businesses: (including agriculture interests) may obtain loans that are often made
available through the United States Small Business Administration (SBA), to assist with a
physical and economic losses as a result of a disaster or an emergency.
• Agriculture: programs exist for agricultural or other rural interests through the United
States Department of Agriculture, including assistance for physical and production
losses.
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” CITY OF SAN BERNARDINO
Part I - Section 13:
Vx Emergency Operations Plan
Part I — Basic Plan Recovery
San Berner ino
• Government: funds and grants are available to government and certain non-profit
organizations to repair, reconstruct, and mitigate the risk of future damage. A state grant
program is available to local governments to respond and recover from disasters. a
Federal grant programs are available to assist governments and certain non-profit o
organizations in responding to and recovering from disasters. R
L
13.7,3 Public Assistance (PA) Program o
a
The Public Assistance Program provides Federal disaster grant assistance for the repair,
replacement, or restoration of disaster-damaged, publicly owned facilities and the facilities of
certain Private Non-Profit (PNP) organizations. The Federal share of assistance is not less w
than 75% of the eligible cost for emergency measures and permanent restoration. The State a
determines how the non-Federal share (up to 25%) is split with the applicants. a
a
Eligible Applicants: a
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• Eligible applicants include the States, local governments, Indian Tribes and certain PNP o
organizations. a
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• Eligible PNP facilities must be open to the public and perform essential services of a LO
governmental nature
Eligible Work:
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• Debris removal; emergency work necessary to save lives, protect public health and
safety and protect property;
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• Restoration of damaged facilities, including buildings, equipment and infrastructure and
also to pre-disaster design and function; and/or LL
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• Implementation of cost-effective hazard mitigation measures during repairs to damaged
facilities to reduce the risk of future damage to those facilities. w
The funding process consists of the following steps:
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51b
CITY OF SAN BERNARDINO
Part I - Section 13:
Emergency Operations Plan
* Part I — Basic Plan Recovery
San Berner ino
13.7.5 Hazard Mitigation Grant Program (HMGP)
The Hazard Mitigation Grant Program (HMGP) provides grants to states and local a
governments to implement long- term hazard mitigation measures after a major disaster o
declaration. The purpose of the HMGP is to reduce the loss of life and property due to natural
disasters and to enable mitigation measures to be implemented during the immediate recovery `w
from a disaster. The HMGP is authorized under Section 404 of the Robert T. Stafford Disaster o
Relief and Emergency Assistance Act.
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The HMGP is only available to applicants that reside within a federally declared disaster area.
Eligible applicants are: W
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• State and local governments; a
• Indian tribes or other tribal organizations; and
• Certain non-profit organizations. o
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Although individuals may not apply directly to the state for assistance, local governments may a
sponsor an application on their behalf.
N
The amount of funding available for the HMGP under a particular disaster declaration is
limited. The program may provide a state with up to 7.5 percent of the total disaster grants
awarded by the Federal Emergency Management Agency (FEMA). States that meet higher LO
mitigation planning criteria may qualify for a higher percentage under the Disaster Mitigation
Act of 2000. FEMA can fund up to 75 percent of the eligible costs of each project. The grantee o
must provide a 25 percent match.
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
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5.Lb
� CITY OF SAN BERNARDINO Part I - Section 14:
Emergency Operations Plan Administration and
Part I — Basic Plan Logistics
SECTION ADMINISTRATION AND L•
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14.1 Administration
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For the City of San Bernardino, the administrative actions prior to an emergency include:
a
• An established written Emergency Operations Plan (EOP) and Standard Operating
Procedures (SOPs) as needed
• Develop an Emergency Operations Training and Exercise Plan d
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• Track emergency services training records W
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• Document drills and exercises to include the critiques a
• Include non-government organizations in the City's emergency planning activities
The administrative actions during and after an emergency include: o
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• Maintain written log-type records a
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• Issue press releases
• Submit status reports, requests for assistance and initial damage assessment requests r
to the OA EOC co
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• Utilize pre-established bookkeeping and accounting methods to track and maintain
records of expenditures and obligations o
• Document recovery operations =
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14.2 Logistics
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For the City of San Bernardino, logistics before an emergency include: W
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• Maintaining an accurate list of city-owned equipment and resources N
• Stockpile supplies a
• Designate emergency facilities (i.e., shelter sites)
• Establish mutual aid agreements r
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• Prepare a resource contact list (vendors, open PO's, emergency contact information, a
etc.) Logistics during an emergency include:
E
• Move emergency equipment into place
w
• Arrange for food and transportation
Arrange for shelter facilities
• Request mutual aid as needed
• Provide backup power and communications as needed
111
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5.I.b
CITY OF SAN BERNARDINO
Emergency Operations Plan
Part I — Basic Plan
4knarr
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`5.Lb
CITY OF SAN BERNARDINO Part I - Section 15:
Emergency Operations Plan Plan Maintenance and
Part I — Basic Plan Distribution
San B�rnar ino
. -14 9 EN=101 0 • . . . •
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The City of San Bernardino's Director of Emergency Services, with assistance from the City's
Disaster Management Coordinator (DMC), is responsible for ensuring that necessary changes o
and revisions to this plan are prepared, coordinated, published, and distributed. L
a�
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Each City department and entity discussed in this plan is responsible to upgrade its portion of
the plan and SOP as required based on identified deficiencies experienced in drills, exercises,
or actual emergencies and changes in government structure and emergency response
organizations. E
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The plan will be reviewed and updated every three (3) years. Revisions to the plan will be o
forwarded to the Disaster Management Coordinator (DMC) who will make changes to the a
original plan and then forward revisions using the Record of Changes Form.
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15.1 Record of Changes o
Q
RECORD OF CHANGES N
Change # Date Person Making Summary of Change
Change o
1 July 2015 Carrie Cruz— ESO SB Complete update of 2005 EOP Part I & LO
County Fire/OES Part IV— Per Contract
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5.Lb
' CITY OF SAN BERNARDINO Part I - Section 15:
Emergency Operations Plan Plan Maintenance and
Part I — Basic Plan Distribution
San Bernar ino
15.2 Record of Distribution
CL
RECORD OF PLAN DISTRIBUTION r-
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Name & Title Agency Date of Delivery # of a
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S.Lb
CITY OF SAN BERNARDINO Part I - Section 16:
Emergency Operations Plan
Part I — Basic Plan SOP Development
S
PART I - SECTION 16: STANDARD OPERATING PROCEDURE
• ' ) DEVELOPMENT
a
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The City of San Bernardino Emergency Plan is intended to be used in conjunction with County
and state agency plans and associated Standard Operating Procedures (SOPs). Where
supporting plans are inconsistent with the general principles described in the EOP, the City o
plan will supersede supporting plans.
SOPs for the City are being developed separately to support the EOP and provide details for
how a particular function or task will be carried out during an emergency. For example: w
• Guidance information a
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• Responsibilities of responding employees/agencies
• Procedures
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• Personnel Assignments a
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• Contact Lists LO
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• Equipment Lists
• Forms �
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SOPs provide the purpose, authorities, duration and details for the preferred method of
performing a single function or a number of interrelated functions in a uniform manner. SOPs o
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 S
alternative procedures that solve a problem in order to perform in a more time-efficient or cost- �r
efficient way. a
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5.I.b
CITY OF SAN BERNARDINO
111" Emergency Operations Plan
Be.
San mu
Part I — Basic Plan
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 17:
Emergency Operations Plan Training and
Sage ma
Part I — Basic Plan Exercises
PART I - SECTION 17: TRAINING AND EXERCISES
c
Training and exercise are key components to successful emergency planning and emergency N
response. The City of San Bernardino is committed to training its personnel and exercising its o
emergency-related plans to the highest degree possible. An Emergency Management Multi-
Year Training and Exercise Plan is developed by County OES to assist in making this o
commitment a reality.
U
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17.1 Training
E
All City Employees are required to complete "Introduction to NIMS" (IS-700) and "Introduction w
to ICS" (IS-100). Other NIMS classes are given to employees based on their level of 0
responsibility. a
In addition to NIMS training, all personnel are required to attend Disaster Service Worker
Training. This training incorporates basic ICS principles, as well as department-specific o
functions during an emergency. a
LO
The Disaster Service Worker Training also designates every employee into one of four
categories (Responder, EOC, COOP — Continuity of Operation, and EOC). This program helps �
employees recognize their importance in the City's emergency response regardless of what .-
title or role they fill in their day-to-day duties. o
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17.2 Exercises M
0
Exercises provide personnel the opportunity to test their skills. It also provides plan writers the
opportunity to test their plans and procedures in a simulated (and safe) setting. There are U_
several types of exercises that can be used to accomplish this. The City uses a variety of
exercise types depending upon what is being tested and the level of experience of those o
participating.
17.2.1 Seminars/Workshops m
This is a low key, non-stressed training approach in which members of the emergency
organization are "walked" through required procedures and plans. This approach is best used
as an introduction to specific subject matter and to clarify roles and responsibilities.
r
17.2.2 Tabletop a
_
This is an activity in which targeted personnel (elected or appointed officials and key staff) is =
presented with simulated emergency situations without time constraints. It is usually informal,
held in a conference room environment, and is designed to elicit constructive discussion by the a
participants as they attempt to resolve problems based on existing emergency operations
plans.
117
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CITY OF SAN BERNARDINO Part I - Section 17:
Emergency Operations Plan Training and
3anBe mo
Part I — Basic Plan Exercises
The purpose is for the participants to evaluate policy, plans and procedures and resolve
coordination and responsibilities in a non-threatening format. M
CL
17.2.3 Functional Exercise o
This activity - also known as a Sub-system Exercise - is designed to test and/or evaluate the a
capability of an individual function (e.g., communications, care and shelter) or complex activity o
within a function. It is applicable where the activity is capable of being effectively evaluated in
isolation from other emergency functions. Q
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17.2.4 Full Scale Exercise E
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This exercise is intended to evaluate the operational capability of emergency management -°a
systems in an interactive manner. It involves testing of a major portion of the basic elements Q
existing within emergency operations plans and organizations. This type of exercise includes
the mobilization of personnel and resources and the actual movement of emergency workers,
equipment, and resources required to demonstrate coordination and response capability. °
a
a
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The federal government, through FEMA, promulgates the Homeland Security Exercise and O
CN
Evaluation Program (HSEEP), which is a standardized methodology for exercise design,
C development, conduct, evaluation and improvement to ensure homeland security and terrorist �-
response capabilities are adequately tested and exercised. co
0
The City of San Bernardino uses the HSEEP model. The City's Disaster Management
Coordinator(DMC) is responsible for implementing HSEEP and is the primary resource in the o
City for conducting the various emergency preparedness exercises throughout the year.
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
San en mu
Part I — Basic Plan Authorities and References
PART I - SECTION 18: APPENDICES
18.1 Authorities and References
_
0
18. 1.1 City of San Bernardino Local Municipal Codes/Resolutions
a�
Q
• San Bernardino Municipal Code, Volume 1, Section 2.46 — Disaster Council
U
• Resolution No. 82-258 — Compensated Benefits for Registered Volunteer Disaster
Service Workers, June 1982
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• Resolution No. 97-247 — Financial Assistance Under the Federal Civil Defense Act of W
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1950, Amended November 1993 $'
• Resolution No. 95-129 — Authorizing City's Participation in the County Operational a
Area Organization
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• Resolution No. 2003-40 — Providing for the Order of Succession to the Position of o
Mayor and Chairman of the San Bernardino Disaster Council a
a
• Ordinance No. MC-1143 —Amending Certain Sections of the San Bernardino Municipal
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Code Entitled Disaster Council
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78.7.2 State Authorities co
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• California Civil Code, Chapter 9, Section 1799.102 — Good Samaritan Liability y
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• California Code of Regulations, Title 19 0
• California Disaster and Civil Defense Master Mutual Aid Agreement =
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• California Disaster Assistance Act
• California Emergency Services Act w
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18. 1.3 Federal Authorities
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Federal Civil Defense Act of 1950 (Public Law 920) as amended
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• Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended
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l8. l.4 References
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• California Catastrophic Incident Base Plan: Concept of Operations
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• California Emergency Plan E
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• California Fire Service and Rescue Emergency Mutual Aid Plan y
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• California Hazardous Materials Incident Contingency Plan
• California Law Enforcement Mutual Aid Plan
• City of San Bernardino Local Hazard Mitigation Plan 2015 Draft
119
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5.Lb
CITY OF SAN BERNARDINO part I - Section 18: Appendices
Emergency Operations Plan Authorities and References
Part I — Basic Plan
Say »o
• Comprehensive Preparedness Guide 101, Developing and Maintaining Emergency
Operations Plans, Version 2
FL
• Emergency Alert System Plan (EAS)
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• Homeland Security Presidential Directive (HSPD-5)
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• National Incident Management System o
• National Response Framework
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• Standardized Emergency Management System Guidelines
• Title 44 Code of Federal Regulations w
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
SanEe mo
Part I — Basic Plan Glossary of Terms
18.2 Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan. o
r
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 o
agency's role in response to the emergency. 2) An event in the sequence of events normally
experienced during most emergencies.
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After-Action Report (AAR): A report that examines response actions, application of SEMS, E
modifications to plans and procedures, training needs and recovery activities. After action
0.
reports are required under SEMS after any emergency that requires a declaration of an .°a
emergency. Reports must be submitted within 90 days to Cal OES. a
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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 a
jurisdictional (having statutory responsibility for incident management) or as assisting or a
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 (NGOs) may be included to
provide support. r
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All-Hazards: Any incident, natural or manmade, that warrants action to protect life, property,
environment, public health or safety and minimize disruptions of government, social, or 2
economic activities.
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California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An U_
agreement entered into by and between the State of California, its various departments and
agencies and the various political subdivisions, municipal corporations and public agencies of o
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 U
render services to each other in response to any type of disaster or emergency. N
California Emergency Functions (CA-EF): The California Emergency Functions are a a
grouping of state agencies, departments and other stakeholders with similar functional E
activities/responsibilities whose responsibilities lend to improving the state's ability to
collaboratively prepare for, effectively mitigate, cohesively respond to and rapidly recover from y
any emergency. a
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California Emergency Functions unify a broad-spectrum of stakeholders with various E
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 a
community stakeholder collaboration and coordination at all levels of government and across
Le overlapping jurisdictional boundaries.
121
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5:I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
Sai mo
Part I — Basic Plan Glossary of Terms
California Emergency Services Act (ESA): An Act within the California Government Code to
insure that preparations within the state will be adequate to deal with natural, manmade, or
war-caused emergencies which result in conditions of disaster or in extreme peril to life, a
property and the natural resources of the state and generally to protect the health and safety o
and preserve the lives and property of the people of the state.
Catastrophe: Any natural or manmade incident, including terrorism that results in o
extraordinary levels of mass casualties, damage, or disruption severely affecting the 0
population, infrastructure, environment, economy, national morale, and/or government
functions.
E
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Command: The act of directing, ordering, or controlling by virtue of explicit statutory, a
regulatory, or delegated authority. a
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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. a
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Command Post: See Incident Command Post. a
LO
N
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. r
They may have an assistant or assistants, as needed. These officers are also found at the o
EOC levels in SEMS and they report directly to the EOC Director and comprise the w
Management Staff. They may have an assistant or assistants, as needed.
0
Common Terminology: Normally used words and phrases-avoids the use of different c
words/phrases for same concepts, consistency, to allow diverse incident management and U_
support organizations to work together across a wide variety of incident management functions
and hazard scenarios. o
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Communications: Process of transmission of information through verbal, written, or symbolic
means. N
Continuity of Government (COG): Activities that address the continuance of constitutional a
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 Y
pre- delegation of emergency authority and active command and control during response and a
recovery operations.
E
Continuity of Operations (COOP): Planning should be instituted (including all levels of
government) across the private sector and non-governmental organizations as appropriate, to a
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
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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 a
functions within the limits established by specific agency delegations, procedures, legal o
authority, etc. Multiagency or Interagency coordination is found at all SEMS levels.
L
Corrective Actions: Implementing procedures that are based on lessons learned from actual o
incidents or from training and exercises.
d
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking
costs, analyzing cost data, making cost estimates and recommending cost-saving measures. w
w
a
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United 0
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.
0
L
Cyber Security: The protection of data and systems in networks that are connected to the a
internet, including measures to protect critical infrastructure services. These services may
include essential communications such as voice, email and internet connectivity.
Cyber Threat: An act or threat that poses potentially devastating disruptions to critical
infrastructure, including essential communications such as voice, email and internet o
LO
connectivity.
L
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. Their focus is on internal agency incident management and o
response. They are often linked to and, in most cases, are physically represented in a w
combined agency EOC by authorized agent(s) for the department or agency.
m
Disaster: A sudden calamitous emergency event bringing great damage loss or destruction.
a
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 s
Operations Section Chief. A Division is located within the ICS organization between the Branch r
and resources in the Operations Section. a
w
c
Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for E
collecting, distributing, recording and safeguarding all documents relevant to an incident or
within an EOC. Y
a
Emergency: Any incident(s), whether natural or manmade, 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
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SaeBe mo
Part I — Basic Plan Glossary of Terms
capabilities to save lives and to protect property and public health and safety, or to lessen or
avert the threat of a catastrophe in any part of the United States. M
a.
Emergency Management Assistance Compact (EMAC): A congressionally ratified o
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 Q
and efficiently, resolving two key issues upfront: liability and reimbursement. o
U
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. w
a
Emergency Operations Center (EOC): The physical location at which the coordination of a
information and resources to support incident management (on-scene operations) activities a
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 a
and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, County), or a
some combination thereof.
LO
N
Emergency Operations Plan: The ongoing plan maintained by various jurisdictional levels for :
responding to a wide variety of potential hazards.
Ln
0
Emergency Resource Directory (ERD): A directory containing information on agency or
organization personnel emergency certifications and qualifications and vendor and support
organization supplies, equipment, etc. that may be needed during an emergency. Supplies and °
equipment can include such items as potable water tenders, portable toilets, heavy equipment, _
prepared meals, bulk foodstuffs, cots, rental office trailers, etc. U_
To the extent possible and when appropriate, equipment should be typed by capability w
according to a common and accepted typing schematic. Emergency resource directories
should only include those items likely to be needed by the preparing agency or organization in
the performance of their duties and should not attempt to include everything that may be
needed in any emergency. '
a
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.
a
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency
response agencies. _
�o
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, a
actions to be taken, assignments and supporting information for the next operational period.
Essential Facilities: Police, fire, emergency operations centers, schools, medical facilities and
other resources that have a role in an effective and coordinated emergency response.
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CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
Part 1 — Basic Plan Glossary of Terms
San Be In0
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. F
a
Federal: Of or pertaining to the federal government of the United States of America. _
0
Finance/Administration Section: The section responsible for all administrative and financial
considerations surrounding an incident or EOC activation. o
a
U
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 w
when describing the activity involved, (e.g. the planning function). A sixth function, Intelligence/
0.
Investigations, may be established, if required, to meet emergency management needs. 0
a
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 a
branches and resources in the Operations Section. See Division. a
LO
Hazard: Something that is potentially dangerous or harmful, often the root cause of an
unwanted outcome. �±
r
Incident: An occurrence or event, natural or manmade, which requires a response to protect o
life or property. Incidents can, for example, include major disasters, emergencies, terrorist
LO
w
attacks, terrorist threats, civil unrest, wild-land and urban fires, floods, hazardous materials 2-
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 objectives reflecting the o
overall strategy for managing an incident. It may include the identification of operational w
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. N
At the SEMS EOC level it is called the EOC Action Plan.
a
Incident Base: The location at which primary Logistics functions for an incident are
coordinated and administered. There is only one base per incident. (Incident name or other
designator will be added to the term base.) The Incident Command Post may be co-located
w
with the Base. a
r
Incident Command: Responsible for overall management of the incident and consists of the E
Incident Commander, either single or unified command or any assigned supporting staff.
r
Incident Commander (IC): The individual responsible for all incident activities, including the a
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.
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Part I — Basic Plan Glossary of Terms
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.
a
Incident Command System (ICS): A standardized on-scene emergency management o
construct specifically designed to provide for the adoption of an integrated organizational r
structure that reflects the complexity and demands of single or multiple incidents, without being a
hindered by jurisdictional boundaries. o
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 E LU
well as large and complex incidents. ICS is used by various jurisdictions and functional a
agencies, both public and private, to organize field-level incident management operations. a
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 a
intelligence for planning purposes. a
LO
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 an aspect of information. Intelligence is primarily intended for
internal use and not for public dissemination. co
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 U_
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. w
Interoperability: Allows emergency management/response personnel and their affiliated
organizations to communicate within and across agencies and jurisdictions via voice, data, or N
video-on-demand, in real-time, when needed and when authorized. Q
Joint Information Center (JIC): A facility established to coordinate all incident-related public 0
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.
a
Joint Information System (JIS): Integrates incident information and public affairs into a
cohesive organization designed to provide consistent, coordinated, accurate, accessible, E
timely and complete information during crisis or incident operations.
w
The mission of the JIS is to provide a structure and system for developing and delivering a
coordinated interagency messages; developing, recommending and executing public
information plans and strategies on behalf of the IC; advising the IC concerning public affairs
issues that could affect a response effort; and controlling rumors and inaccurate information
that could undermine public confidence in the emergency response effort.
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Part I – Basic Plan Glossary of Terms
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., a.
law enforcement, public health). o
Y
Key Resources: Any publicly or privately controlled resources essential to the minimal a
operations of the economy and government. O
U
Local Assistance Center (LAC): The LAC provides a single facility at which individuals,
families and businesses can access available disaster assistance programs and services. CD
E
Liaison: A form of communication for establishing and maintaining mutual understanding and a
cooperation.
a
Liaison Officer: A member of the Command Staff(Management Staff at the SEMS EOC
Levels) responsible for coordinating with representatives from cooperating and assisting
agencies or organizations. At SEMS EOC Levels, reports directly to the EOC Director and o
coordinates the initial entry of Agency Representatives into the Operations Center and also a
provides guidance and support for them as required.
LO
N
Local Government: According to Federal Code 30 a 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 o
corporation under state law), regional or interstate government entity, or agency or y
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 °
�a
or village, or other public entity. E
U_
Logistics: Providing resources and other services to support incident management.
a.
O
Logistics Section: The section responsible for providing facilities, services and material w
support for an incident or EOC activation.
m
Management Staff: See Command Staff.
a
Mitigation: Provides a critical foundation in the effort to reduce the loss of life and property d
from natural and/or manmade 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 y
disaster damage, reconstruction and repeated damage. These activities or actions, in most a
cases, will have a long-term sustained effect.
E
Mobilization: The process and procedures used by all organizations—federal, state, tribal and 0
local-for activating, assembling and transporting all resources that have been requested to r
respond to or support an incident. a
Multiagency or Inter-Agency Coordination: The participation of agencies and disciplines
involved at any level of the SEMS organization working together in a coordinated effort to
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; Be ono
Part I — Basic Plan Glossary of Terms
facilitate decisions for overall emergency response activities, including the sharing of critical
resources and the prioritization of incidents.
a
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or c
their appointed representatives, who are authorized to commit agency resources and funds, 2
are brought together and form MAC Groups. a
0
MAC Groups may also be known as multiagency committees, emergency management
committees, or as otherwise defined by the System. 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 w
support incident management activities.
0
Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide a
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 0
communications. Two of the most commonly used elements are EOC and MAC Groups. a
These systems assist agencies and organizations responding to an incident. O
N
W
Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements d:
between and among agencies/organizations and/or jurisdictions that provide a mechanism to
co
quickly obtain emergency assistance in the form of personnel, equipment, materials and other
LO
associated services. The primary objective is to facilitate rapid, short-term deployment of Y
emergency support prior to, during, and/or after an incident.
0
Mutual Aid Coordinator: An individual at local government, Operational Area, Region or =
State Level that is responsible to coordinate the process of requesting, obtaining, processing U_
and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the
a.
mutual aid system. 0
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 N
the state, consisting of two or more Operational Areas. a
National: Of a nationwide character, including the federal, state, tribal and local aspects of
governance and policy.
Y
National Incident Management System (NIMS): Provides a systematic, proactive approach a
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 .Ec
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. a
National Response Framework (NRF): A guide to how the nation conducts all-hazards
incident management.
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Part I — Basic Plan Glossary of Terms
San ee iaa
Non-governmental Organization (NGO): An entity with an association that is 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 a
private benefit. Examples of NGO include faith-based charity organizations and the American o
Red Cross. Y
L
Operational Area (OA): An intermediate level of the state emergency organization, consisting o
of a County and all other political subdivisions within the geographical boundaries of the
County.
L
Operational Period: The time scheduled for executing a given set of operation actions, as w
specified in the Incident Action Plan. Operational periods can be of various lengths, although o
usually they last 12-24 hours. a
Operations Section: The section responsible for all tactical incident operations and
cc
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 a
coordination of operational activities. The Operations Section at an EOC contains branches, Q
groups or units necessary to maintain appropriate span of control.
N
CD
Organization: Any association or group of persons with like objectives. Examples include, but 7t
are not limited to, governmental departments and agencies, private sector, and/or non-
governmental organizations. co
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 E
information on the current and forecasted situation and on the status of resources assigned to LL
the incident or EOC activation.
a
O
Political Subdivisions: Includes any city, city and County, County, tax or assessment district,
or other legally authorized local governmental entity with jurisdictional boundaries.
m
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, N
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.
a
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 E
other information to a range of activities that may include such countermeasures as deterrence
operations; heightened inspections; improved surveillance and security operations; a
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,
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San Bc mo
Part I — Basic Plan Glossary of Terms
or disrupting illegal activity and apprehending potential perpetrators and bringing them to
justice. @
a.
Private Sector: Organizations and entities that are not part of any governmental structure. o
The private sector includes for-profit and not-for-profit organizations, formal and informal _
CU
structures, commerce and industry. a
0
Protocols: Sets of established guidelines for actions (which may be designated by individuals,
teams, functions, or capabilities) under various specified conditions.
L
Q�
Public Information: Processes, procedures and systems for communicating timely, accurate w
and accessible information on the incident's cause, size and current situation; resources a
committed; and other matters of general interest to the public, responders and additional 0
stakeholders (both directly affected and indirectly affected). a
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. a
Recovery: The development, coordination and execution of service- and site-restoration N
plans; the reconstitution of government operations and services; individual, private—sector,
non- governmental and public assistance programs to provide housing and to promote
co
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 r
learned; post incident reporting; and development of initiatives to mitigate the effects of future o
incidents.
W
Recovery Plan: A plan developed to restore the affected area or community. r
Region Emergency Operations Center (REOC): Facilities found at Cal OES Administrative a 0
Regions. REOC provide centralized coordination of resources among Operational Areas within w
their respective regions and between the Operational Areas and the State Level.
m
Reimbursement: Provides a mechanism to recoup funds expended for incident-specific
activities. Q
_
Resource Management: Efficient emergency management and incident response requires a
system for identifying available resources at all jurisdictional levels to enable timely and o
unimpeded access to resources needed to prepare for, respond to, or recover from an a
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.
w
w
Resources: Personnel and major items of equipment, supplies and facilities available or a
potentially available for assignment to incident operations and for which status is 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.
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Emergency Operations Plan
Say der Ino
Part I — Basic Plan Glossary of Terms
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 a
loss of life, personal injury, property damage and other unfavorable outcomes. o
r
As indicated by the situation, response activities include applying intelligence and other
CL
information to lessen the effects or consequences of an incident; increased security o
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. W
w
a
Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local a
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. o
L
CL
Safety Officer: A member of the Command Staff(Management Staff at the SEMS EOC CL
Levels) responsible for monitoring incident operations and advising the IC on all matters O
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 o
or EOC Management, (e.g. Operations, Planning, Logistics, Finance/Administration) and
Intelligence/ Investigations (if established). The section is organizationally situated between the o
branch and the Incident Command. 2) A separate part or division as: A) Portion of a book,
treatise, or writing. B) Subdivision of a chapter. C) Division of law.
U_
Situation Report: Often contain confirmed or verified information regarding the specific details
a
relating to the incident. w
Span of Control: The number of resources for which a supervisor is responsible, usually
expressed as the ratio of supervisors to individuals. Under NIMS, an appropriate span of N
control is between 1:3 and 1:7, with optimal being 1:5. a
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 w
natural disaster assistance. This may include a joint power authority established under Section a
6500 et. seq. of the Code.
E
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act
establishes the programs and processes for the federal government to provide disaster and a
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
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Part I - Basic Plan
3a� ernar na
for Governors to request federal disaster and emergency assistance from the President. The
President may declare a major disaster or emergency.
a
Staging Area: Established on an incident for the temporary location of available resources. A o
Staging Area can be any location on an incident in which personnel, supplies and equipment 2
can be temporarily housed or parked while awaiting operational assignment. a
0
Standard Operating Procedure (SOP): Complete reference document or an operations
manual that provides the purpose, authorities, duration and details for the preferred method of
performing a single function or a number of interrelated functions in a uniform manner.
E
Standardized Emergency Management System (SEMS): A system required by California a
Government Code and established by regulations for managing response to multiagency and -°a
multijurisdictional emergencies in California. SEMS consists of five organizational levels, which
are activated as necessary: Field response, Local Government, Operational Area, Region and
State. ;
0
Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines a
are intended to assist those responsible for planning, implementing and participating in SEMS.
LO
N
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 CD
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 _
19. DIVISION 2. Chapter 1, - 2400 et. Seq. U_
State: When capitalized, refers to any State of the United States, the District of Columbia, the o
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 (Cal OES)at the State Level in SEMS. It is responsible for centralized
coordination of state resources in support of the three Cal OES Administrative Regional
Emergency Operations Centers (REOCs). It is also responsible for providing updated situation w
reports to the Governor and legislature. a
Y
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
a
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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Sais>�e ` Leo
Part I - Basic Plan Glossary of Terms
Technical Specialists: Personnel with special skills that can be used anywhere within the
SEMS organization. No minimum qualifications are prescribed, as technical specialists F
normally perform the same duties during an incident that they perform in their everyday jobs 'a
and they are typically certified in their fields or professions. c
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that a
involves an act dangerous to human life or potentially destructive of critical infrastructure or o
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 C
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 Law w
107-296, 116 Stat. 2135 (2002). o
Threat: An indication of possible violence, harm, or danger.
Tribal: Any Indian tribe, band, nation, or other organized group or community, including any
Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims a
Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.]. a
Type: 1)An ICS resource classification that refers to capability. Type 1 is generally considered N
to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or (in
the case of incident management teams) experience and qualifications. 2) A class, kind, or
group sharing one or more characteristics; category. 3) A variety or style of a particular class co
or kind of things.
L
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 U-
participating in the UC, to establish a common set of objectives and strategies and a single
a
IAP. o
w
Unit: The organizational element with functional responsibility for a specific incident planning, 0
logistics, or finance/administration activity. N
Vital Records: The essential agency records that are needed to meet operational a
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). .2
a
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 E
performs services without promise, expectation, or receipt of compensation for services @
performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101. a
WebEOC: A crisis communication software that has been customized by San Bernardino
County Fire/Office of Emergency Service (SBCF OES) to promote situational awareness
during Emergency Operations Center(EOC) activations
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
Part I — Basic Plan Acronym List
San�eraar mo
18.3 Acronym List
a
AAR After Action Report o
ADA Americans with Disabilities Act
ARC American Red Cross o
a
CA-EF California Emergency Function
Cal OES California Governor's Office of Emergency Services
Caltrans California Department of Transportation W
a
CALWAS California Warning System 0
a
CAP Corrective Action Plan -a
_
CCC California Citizen Corp
CCR California Code of Regulations
Q.
a
CDC Center for Disease Control a
Ln
CDAA California Disaster Assistance Act o
v
CERT Community Emergency Response Team r
CFR Code of Federal Regulations co
CGS California Geological Survey
CHP California Highway Patrol
CISD Critical Incident Stress Debriefing U-
CLERS California Law Enforcement Radio System
a.
COAD Community Organizations Active in Disasters w
COG Continuity of Government
COOP Continuity of Operations uco,�
CSWC California State Warning Center
CPRI Critical Priority Risk Index =
CWPP Community Wildfire Protection Plan w
DFIRM Digital Flood Insurance Rate Map a
DHS Department of Homeland Security E
DOC Department Operating Center
DOJ Department of Justice a
` DSW Disaster Service Worker
EAP Emergency Operations Center (EOC) Action Plan
134
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5.I.b
CITY OF SAN BERNARDINO part I - Section 18: Appendices
Emergency Operations Plan
Su ao
Part I — Basic Plan Acronym List
EAS Emergency Alert System
ECS Emergency Communication Services f0
a.
EMAC Emergency Management Assistance Compact o
EMMA Emergency Managers Mutual Aid CU
EOC Emergency Operations Center o
EOP Emergency Operations Plan C
CD
EPA Environmental Protection Agency
ESF Emergency Support Function w
a
FAST Flood Area Safety Taskforce 0
FBI Federal Bureau of Investigation
a
FCC Federal Communications Commission
FEMA Federal Emergency Management Agency a
CL
FHWA Federal Highway Administration a
LO
FIRM Flood Insurance Rate Map
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GIS Geographical Information System r
GPA General Plan Amendment co
Hazmat Hazardous Materials
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HMGP Hazard Mitigation Grant Program °
HMP Hazard Mitigation Plan u.
IT
HSEEP Homeland Security Exercise and Evaluation Program
a
IA Individual Assistance w
IAP Incident Action Plan L)
IC Incident Commander c°°n
ICP Incident Command Post Q
ICS Incident Command System E
IDE Initial Damage Estimate y
JFO Joint Field Office a
c
JIC Joint Information Center E
JIS Joint Information System U
LAC Local Assistance Center a
LHMP Local Hazard Mitigation Plan
MAC Multi-Agency Coordination
135
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
Part I — Basic Plan Acronym List
MHz Megahertz
MMAA Master Mutual Aid Agreement (California Disaster and Civil Defense)
a
NAWAS National Warning System o
NDAA Natural Disaster Assistance Act
a�
NFIP National Flood Insurance Program o
NGO Nongovernmental Organization
NIMS National Incident Management System
NIMSCAST National Incident Management System Compliance Assistance Support Tool w
NRF National Response Framework a
0
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System C.
L
Q.
PA Public Assistance a
LO
PDA Preliminary Damage Assessment
PIO Public Information Officer r
PNP Private Non-Profit co
REOC Regional Emergency Operations Center
L
SBA Small Business Administration °
SBEFRA San Bernardino Essential Facilities Risk Assessment U_
1
SEMS Standardized Emergency Management System
a
SHOC Shelter Operations Compound w
SOC State Operations Center
SOJ Standard Operating Guide
SOP Standard Operating Procedure
USAR Urban Search and Rescue E
USGS United States Geological Survey Y
Y
VOAD Voluntary Organizations Active in Disasters a
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136
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
3� goo
Part I - Basic Plan Critical Contact Lists
18.4 Critical Contact Lists (TBD)
a
18.4.1 City Contacts o
AGENCY L
TELEPHONE
Q..
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City San Bernardino EOC
[Insert Critical City Contacts]
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18.4.2 County Contacts r
AGENCY U
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TELEPHONE
Q
San Bernardino County Fire - OES EOC/ (909) 356-3998/
OES Duty Officer (909) 356-3998 or (909) 356-3911 s
SBC Fire Dispatch — Comm Center (909) 356-3805
a
SBC Disaster Info Recorded Message (909) 355-8800
SBC Sheriff- Dispatch (909) 356-3854
SBC Animal Control (800) 472-5609 a
SBC Public Works 24 Hr. Dispatch (909) 387-8040
- [Insert Additional Critical Contacts]
137
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5.Lb
CITY OF SAN BERNARDINO part I - Section 18: Appendices
Emergency Operations Plan
Part I — Basic Plan Critical Contact Lists
ioo
18.4.3 Utility Contacts
TELEPHONE AGENCY - a
SCE Commercial Emergency (800) 684-8123/(800)427-2200 °
L
SCE - Dispatch (800) 426-0621 0
So Cal Gas — Public Affairs Manager (909) 335-7941 Office
Verizon Public Safety Crisis Response (800) 981-9558 Duty Mgr.
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Time Warner Cable — (Emergency) (888) 766-2521 w
w
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The Gas Co.-Commercial (Emergency) (800) 611-1911/(800) 427-2200 a
[Insert Additional Critical Contacts]
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18.4.4 Federal and State Contacts CL
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AGENCY a
TELEPHONE
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State Warning Center- Sacramento (916) 845-8911
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REOC — Los Alamitos (562) 795-2900 0
LO
Angeles National Forest (661) 948-6082
L
CalFIRE — San Bernardino (909) 881-6916 °
CalFIRE — South Ops (951) 320-6197 U_
USFS Comm Center (909) 383-5651 a
0
USFS Public Affairs Office (909) 382-2711 w
NOAA Contact—Alex Tardy (858) 442-6016
m
National Weather Service (SD) (858) 675-8705 a
National Weather Service (LV) (702) 263-9744
National Weather Service (PHX) (602) 275-0073
[Insert Additional Critical Contacts] a
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138
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51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan
Part I — Basic Plan Critical Contact Lists
18.4.5 Transportation and Infrastructure Contacts
AGENCY TELEPHONE NUMBER
c
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a
N
Caltrans Summit Comm (Cajon Pass) (760) 249-3252
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Caltrans Traffic Management Center (909) 383-2588 0
Caltrans SB Maintenance/ Dispatch (909) 383-2594
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CHP Inland Comm Center (909) 428-5400
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CHP — Barstow Comm Center (760) 255-8750 w
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CHP Hotline (909) 825-7796 a
Army Corps of Engineers #1 (213) 452-3440
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Army Corps of Engineers #2 (213) 452-3441 0
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Dept. of Water Resources (916) 574-2714 a
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[Insert Additional Critical Contacts]
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18.4.6 NGO Contacts
AGENCY TELEPHONE NUMBER
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ARC — SB County Office (909) 380-7254 °
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ARC— After Hours Number (800) 951-5600 U.
Inland Empire United Way— (211) (909) 980-2857 a
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ARMC (909) 580-1000 ;,
St. Bernardine Medical Center (909) 883-8711 m
[Insert Additional Critical Contacts] a
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139
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I — Basic Plan Position Checklists
Sae Beraar eo
18.5 SEMS EOC Position Checklists
a.
The following checklists are extracted from the state planning guide SEMS Local Government o
EOC Position Checklists. They are based on the generic SEMS operating structure shown
below. The EOC Director may alter this generic structure as needed based on operational a
requirements. o
U
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EOC Director
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EOC Coordinator w
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Liaison Safety Officer 0
Security Officer Q
. Agency Representatives Public Information Officer* _
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Rumor Control >
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Planning/ Finance/ Q
Operations Intelligence Logistics N Lo
Administration (D_
—Fire&Rescue Branch Situation Analysis Unit Communications Branch Time Keeping Unit
AW 00
• Fire Operations Unit
Documentation Unit • Communications Unit Compensation &Cla
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• Disaster Medical Unit . Information Systems Unit r
• HazMat Unit Advance Planning Unit Unit a
Purchasing Unit C
Law Enforcement Branch Demobilization Unit Transportation Unit
Recovery Unit =
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• L.E. Operations Unit —Technical Specialists Personnel Unit It
• Coroner/Fatalities Mgmt.Unit* a IL
• Search&Rescue Unit Supply/Procurement Unit o
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Construction/Engineering Branch —Facilities Unit
U
• Utilities Unit Resource Status Unit m
• Damage/Safety Assessment Unit
• Public works Unit Q
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—Health &welfare Branch E
• Care&Shelter Unit
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• Public Heafth Unit Q
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140
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
San Ee I>to
18.5.1 Generic Checklist (All Positions)
;r
Activation Phase: iL
❑ Check in with the Personnel Unit(in Logistics)upon arrival at the EOC. o
❑ Report to EOC Director,Section Chief, Branch Coordinator,or other assigned Supervisor.
L
❑ Set up your workstation and review your position responsibilities. C
❑ Ensure WebEOC is operational.
❑ Establish and maintain a position log(hard copy ICS 214 or in WebEOC)which chronologically describes your W
actions taken during your shift. L
m
Li Determine your resource needs,such as a computer, phone, plan copies,and other reference documents. to
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Demobilization Phase: 0
❑ Deactivate your assigned position and close out logs when authorized by the EOC Director. `t
c
❑ Complete all required forms, reports,and other documentation. All forms should be submitted through your co
supervisor to the Planning/Intelligence Section, as appropriate, prior to your departure.
0
❑ Be prepared to provide input to the after-action report. Q,
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❑ If another person is relieving you,ensure they are thoroughly briefed before you leave your work station. Q
11 Clean up your work area before you leave. `"
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❑ Leave a forwarding phone number where you can be reached.
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sag Bernar na
Part I - Basic Plan Position Checklists
18.6 Management Section
CL
18.6.1 EOC Director c
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**** Read This Entire Position Checklist Before Taking Action **** a
Responsibilities:
1. Establish the appropriate Staffing level for the EOC and continuously monitor organizational effectiveness ensuring m
that appropriate modifications occur as required. a�
2. Exercise overall management responsibility for the coordination between Emergency Response Agencies within the E
City. In conjunction with the General Staff,set priorities for response efforts. Ensure that all agency actions are w
accomplished within the priorities established. o
3. Ensure that Inter-Agency Coordination is accomplished effectively within the EOC.
a
Activation Phase:
ca
❑ Determine appropriate level of activation based on situation as known. >
❑ Mobilize appropriate personnel for the initial activation of the EOC. 0
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❑ Respond immediately to EOC site and determine operational status. a
❑ Obtain briefing from whatever sources are available. LO
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❑ Ensure that the EOC is properly set up and ready for operations. d.
❑ Ensure that an EOC check-in procedure is established immediately.
Do
❑ Ensure that an EOC organization and staffing chart is posted and completed. W
❑ Determine which sections are needed,assign Section Chiefs as appropriate and ensure they are staffing their
sections as required. p
• Operations Section Chief
• Logistics Section Chief LL
• Planning/Intelligence Section Chief �t
• Finance/Administration Chief
a
Determine which Management Section positions are required and ensure they are filled as soon as possible. w
o Liaison Officer
o EOC Coordinator V
• Public Information Branch Coordinator co
• Safety Officer
• Security Officer a
❑ Ensure that telephone and/or radio communications with field responders and the Operational Area EOC are
established and functioning.
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❑ Schedule the initial Action Planning meeting.
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❑ Confer with the General Staff to determine what representation is needed at the EOC from other emergency a
response agencies.
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❑ Assign a liaison officer to coordinate outside agency response to the EOC, and to assist as necessary in establishing E
an Interagency Coordination Group. U
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Operational Phase: Q
❑ Monitor general staff activities to ensure that all appropriate actions are being taken.
AF 1 ❑ In conjunction with the Public Information Unit,conduct news conferences and review media releases for final
approval,following the established procedure for information releases and media briefings.
❑ Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination.
142
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5J.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
Sa»�e mo
❑ Based on current status reports,establish initial strategic objectives for the City EOC.
❑ In coordination with Management Staff, prepare management function objectives for the initial Action Planning
Meeting. a
N
❑ Convene the initial Action Planning meeting. Ensure that all Section Chiefs, Management Staff, and other key agency =
representatives are in attendance. Ensure that appropriate Action Planning procedures are followed (refer to .2
Planning/Intelligence Section,"Action Planning Job Aid"). Ensure the meeting is facilitated appropriately by the
Planning/Intelligence Section. C
❑ Once the Action Plan is completed by the Planning/Intelligence Section, review,approve and authorize its
implementation. c
W
❑ Conduct periodic briefings with the general staff to ensure strategic objectives are current and appropriate.
CD
❑ Conduct periodic briefings for elected officials or their representatives. E
W
❑ Formally issue Emergency Proclamation for the City,and coordinate local government proclamations with other o
emergency response agencies,as appropriate. Q
❑ Brief your relief at shift change,ensuring that ongoing activities are identified and follow-up requirements are known. -a
Demobilization Phase: f6
d
❑ Authorize demobilization of sections, branches and units when they are no longer required. o
CL
-1 Notify the Operational Area EOC,and other appropriate organizations of the planned demobilization,as appropriate. a
Q
❑ Ensure that any open actions not yet completed will be handled after demobilization. ,n
N
❑ Ensure that all required forms or reports are completed prior to demobilization. v
❑ Be prepared to provide input to the after action report. T
00
❑ Deactivate the City EOC at the designated time, as appropriate.
Ln
❑ Proclaim termination of the emergency response and proceed with recovery operations.
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
1110
18.6.2 EOC Coordinator(ESC)
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**** Read This Entire Position Checklist Before Taking Action **** o-
N
Responsibilities: C
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1. Facilitate the overall functioning of the EOC.
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2. Assist and serve as an advisor to the EOC Director and General Staff as needed, providing information and guidance 0
related to the internal functions of the EOC and ensure compliance with operational area emergency plans and 0
C
procedures. (D
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3. Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and
E
conducting VIP/visitor tours of the EOC. w
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Activation Phase: o
❑ Follow generic Activation Phase Checklist. Q
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❑ Assist the EOC Director in determining appropriate staffing for the EOC.
m
❑ Provide assistance and information regarding section staffing to all general staff. 0
0
L
Q.
Operational Phase: Q-
Q
Li Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives Ln
for the Action Plan. W
S
C Advise the EOC Director on procedures for enacting emergency proclamations,emergency ordinances and
T
resolutions,and other legal requirements.
oo
0
C Assist the Planning/Intelligence Section in the development,continuous updating, and execution of the EOC Action `)
Plan. v
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❑ Provide overall procedural guidance to General Staff as required.
❑ Provide general advice and guidance to the EOC Director as required. LL
v
❑ Ensure that all notifications are made to the Operational Area EOC.
❑ Ensure that all communications with appropriate emergency response agencies are established and maintained. p
w
❑ Assist EOC Director in preparing for and conducting briefings with Management Staff,the BOS,the media, and the
general public. V
m
❑ Assist the EOC Director and Liaison Officer,in establishing and maintaining an Interagency Coordination Group N
comprised of outside agency representatives and executives not assigned to specific sections within the EOC. Q
❑ Assist the Liaison Officer with coordination of all EOC visits.
❑ Provide assistance with shift change activity as required.
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Demobilization Phase: Q
❑ Follow generic Demobilization Phase Checklist.
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144
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5.I.b'
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
Sa>l Be too
18.6.3 Public Information Branch Coordinator
c
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**"* Read This Entire Position Checklist Before Taking Action **** a
C
Responsibilities: o
1. Serve as the coordination point for all media releases.
a
2. Represent the jurisdiction as the lead Public Information Officer. 0
3. 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. a�
a�
4. Coordinate media releases with Public Information Officers representing other affected emergency response E
agencies within the City as required. w
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5. Develop the format for press conferences, in conjunction with the EOC Director.
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6. Maintaining a positive relationship with the media representatives.
is
7. Supervising the Public Information Branch. y
Activation Phase: o
CL
CL
E Follow generic Activation Phase Checklists. a
Determine staffing requirements and make required personnel assignments for the Public Information Branch as N
necessary. (D_
Operational Phase:
❑ Obtain policy guidance from the EOC Director with regard to media releases.
LO
❑ 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. p
❑ Coordinate with the Situation Status Unit and identify method for obtaining and verifying significant information as it is c
developed. u_
17
❑ Develop and publish a media briefing schedule,to include location,format,and preparation and distribution of hand-
a-
out materials. p
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❑ Implement and maintain an overall information release program.
Establish a Joint Information Center(JIC),as required, providing necessary space, materials,telephones,and c)
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electrical power.
❑ Maintain up-to-date status boards and other references at the media information center. Q
c
❑ Provide adequate staff to answer questions from members of the media. E
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❑ Interact with other City EOC as well as Operational Area EOC PIOs and obtain information relative to public L)
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information operations. Q
❑ Develop content for state Emergency Alert System(EAS)releases if available.
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❑ Monitor EAS releases as necessary. E
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❑ In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories Y
and instructions for life safety, health, and assistance for the public. a
❑ At the request of the EOC Director, prepare media briefings for members of the Common Council and provide other
assistance as necessary to facilitate their participation in media briefings and press conferences.
❑ Ensure that a rumor control function is established to correct false or erroneous information.
145
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51b'
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
3aa ma Part I - Basic Plan Position Checklists
❑ Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas.
❑ Provide appropriate staffing and telephones to efficiently handle incoming media and public calls. M
a
❑ Prepare, update,and distribute to the public a Disaster Assistance Information Directory,which contains locations to c
obtain food, shelter,supplies, health services,etc. o
Ensure that announcements, emergency information and materials are translated and prepared for access and
functional needs populations(non-English speaking, hearing impaired, etc.).
O
❑ Monitor broadcast media, using information to develop follow-up news releases and rumor control. 0
c
❑ Ensure that file copies are maintained of all information released. 0
Q
❑ Provide copies of all media releases to the EOC Director. E LU
❑ Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements Q
are known. -0a
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❑ Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. c
Demobilization Phase: m
E Follow generic Demobilization Phase Checklist.
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sa>l�e llw
Part I — Basic Plan Position Checklists
18.6.4 Rumor Control Unit Leader
c
**** Read This Entire Position Checklist Before Taking Action **** a
Responsibilities: g
R
1. Provide staffing for rumor control telephone bank. `m
M
2. Establish a"Disaster Hotline"with an up-to-date recorded message. O
3. Supervise the Rumor Control Unit. m
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Activation Phase: `-
❑ Follow generic Activation Phase Checklist. w
Operational Phase: o
Obtain"confirmed"disaster information. Q
❑ Operate a telephone bank for receiving incoming inquiries from the general public. t=a
m
❑ Correct rumors by providing factual information based on confirmed data.
0
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Q
❑ Establish a"Disaster Hotline"recorded message and provide updated message information periodically. Q
❑ Refer inquiries from member of the media to the lead Public Information Officer or designated staff. LO
N
Demobilization Phase:
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❑ Follow generic Demobilization Phase Checklist.
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CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
�her INII
18.6.5 Liaison Officer
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**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
1. Oversee all liaison activities, including coordinating outside agency representatives assigned to the EOC and
handling requests from other EOCs for EOC agency representatives. °'
O
2. Establish and maintain a central location for incoming agency representatives, providing workspace and support as 0
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needed. m
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3. Ensuring that position specific guidelines, policy directives,situation reports, and a copy of the EOC Action Plan is m
provided to Agency Representatives upon check-in. w
4. In conjunction with the EOC Coordinator, provide orientations for VIPs and other visitors to the EOC. p
5. Ensuring that demobilization is accomplished when directed by the EOC Director. Q
c
Activation Phase:
❑ Follow generic Activation Phase Checklist. o
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❑ Obtain assistance for your position through the Personnel Unit in Logistics,as required. Q
Operational Phase: N
I Contact Agency Representatives already on-site, ensuring that they: `t
o Have signed into the EOC, understand their assigned functions, know their work locations, and understand
EOC organization and floor plan. CD
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❑ Determine if additional representation is required from:
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o Other agencies,volunteer organizations, private organizations, utilities not already represented.
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❑ In conjunction with the EOC Director and EOC Coordinator,establish and maintain an Interagency Coordination LL
Group comprised 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 Interagency Coordination Group d
and with distribution of the current EOC Action Plan and Situation Report. W
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Request that Agency Representatives maintain communications with their agencies and obtain situation status V
reports regularly. m
I' 0?With the approval of the EOC Director, provide agency representatives from the EOC to other EOCs as required and Q
requested. _
❑ Maintain a roster of agency representatives located at the City EOC. Roster should include assignment within the E
EOC(Section or Interagency Coordination Group). Roster should be distributed internally on a regular basis. C
ca
Demobilization Phase: Q
❑ Follow generic Demobilization Phase Checklist. c
CD
❑ Release agency representatives that are no longer required in the City EOC when authorized by the EOC Director. E
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Q
148
Packet Pg. 319
NEEL-
5.1.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sao hero ioo
Part I — Basic Plan Position Checklists
18.6.6 Agency Representatives
**** Read This Entire Position Checklist Before Taking Action **** a
N
C
Responsibilities: g
1. Agency Representatives should be able to speak on behalf of their agencies,within established policy limits, acting
M
as a liaison between their agencies and the EOC. °'
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2. Agency Representatives may facilitate requests to or from their agencies, but normally do not directly act on or v
c
process resource requests.
L
3. Agency Representatives are responsible for obtaining situation status information and response activities from their m
agencies for the EOC. w
Activation Phase: o
❑ Follow generic Activation Phase Checklist. Q
❑ Check in with the Liaison Officer and clarify any issues regarding your authority and assignment, including the c=a
functions of other representatives from your agency(if any)in the EOC. >
0
L
❑ Establish communications with your home agency; notify the Logistics Section Communications Unit and the Liaison a
Officer of any communications problems. Q
❑ Unpack any materials you may have brought with you and set up your assigned station, request through the Liaison N
Officer and/or Logistics to obtain necessary materials and equipment.
❑ Obtain an EOC organization chart,floor plan,and telephone list from the Liaison Officer. �-
00
❑ Contact the EOC sections or branches that are appropriate to your responsibility;advise them of your availability and CD
Ln
assigned work location in the EOC. ,Y
ca
L
Operational Phase: O
❑ Facilitate requests for support or information that your agency can provide. c
U-
❑ Keep current on the general status of resources and activity associated with your agency. It
Ti
❑ Provide appropriate situation information to the Planning/Intelligence Section. 0-
0
❑ Represent your agency at planning meetings,as appropriate,providing updated briefings about your agency's w
activities and priorities. =
U
❑ Keep your agency executives informed and ensure that you can provide agency policy guidance and clarification for m
the EOC Director as required. '
Q
❑ On a regular basis, inform your agency of the EOC priorities and actions that may be of interest. c
a�
❑ Maintain logs and files associated with your position. s
U
Demobilization Phase: f6
Q
❑ Follow generic Demobilization Phase Checklist.
❑ When demobilization is approved by the EOC Director, contact your agency and advise them of expected time of d
E
demobilization and points of contact for the completion of ongoing actions or new requirements. -�
U
❑ Ensure that you complete all final reports,close out your activity log,and transfer any ongoing missions and/or Q
actions to the Liaison Officer or other appropriate individual.
❑ Ensure copies of all documentation generated during the operation are submitted to the Planning/Intelligence
Section.
149
Packet Pg.320
5I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sal Ber tao
Part I - Basic Plan Position Checklists
18.6.7 Safety Officer
c
**** Read This Entire Position Checklist Before Taking Action **** a
N
G
Responsibilities: o
1. Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition.
CL
2. Monitor operational procedures and activities in the EOC to ensure they are being conducted in safe manner 0
considering the existing situation and conditions. U
3. Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions a)
taken. m
E
Activation Phase: w
CL
Follow generic Activation Phase Checklist. Q
Operational Phase:
❑ Tour the entire EOC facility and evaluate conditions;advise the EOC Director of any conditions and actions which y
might result in liability, (unsafe layout or equipment set-up,etc.) p
CL
❑ Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations,and evacuation Q
routes and exits.
LO
❑ Be familiar with particularly hazardous conditions in the facility;take action when necessary.
v
❑ Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings.
❑ If the event which caused activation was an earthquake, provide guidance regarding actions to be taken in 00
0
preparation for aftershocks.
❑ Ensure that the EOC facility is free from any environmental threats-e.g., radiation exposure, air purity,water quality, 0
etc.
�a
❑ Keep the EOC Director advised of unsafe conditions;take action when necessary. S
IT
❑ Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for
proper case evaluation and closure. O
Demobilization Phase: w
a
r
Li Follow generic Demobilization Phase Checklist. U
m
to
Q
c
d
E
s
v
c0
w
Q
r
c
E
t
U
fC
w
rr
a
150
Packet Pg. 321
5:Ib
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Be too
Part I - Basic Plan Position Checklists
18.6.8 Security Officer
F
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
❑ Provide 24-hour security for the EOC. y
a
❑ Control personnel access to the EOC in accordance with policies established by the EOC Director. O
Activation Phase: c
a�
Follow the generic Activation Phase Checklist. y
E
Operational Phase: w
❑ Determine the current EOC security requirements and arrange for staffing as needed. p
❑ Determine needs for special access to EOC facilities. Q
c
❑ Provide executive and V.I.P.security as appropriate and required.
d
❑ Provide recommendations as appropriate to EOC Director. 0
0
L
Q
❑ Prepare and present security briefings for the EOC Director and General Staff at appropriate meetings. Q
Demobilization Phase: LO
N
(� Ll Follow the generic Demobilization Phase Checklist.
r
oo
O
LO
r
MY-
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L
R
LL
d'
a
O
W
m
Q
c
m
E
U
w
Q
C
E
t
U
Q
151
Packet Pg.322
S.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
18.7 Operations Section
F
18.7.1 Operations Section Chief a
0
**** Read This Entire Position Checklist Before Taking Action ****
L
Responsibilities: a
O
1. Ensure that the Operations Function is carried out including coordination of response for all operational functions
assigned to the EOC. d
a�
2. Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively. 0)
3. Establish the appropriate level of branch and unit organizations within the Operations Section,continuously W
monitoring the effectiveness and modifying accordingly. o
4. Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section. Q
5. Ensure that the Planning/Intelligence Section is provided with Branch Status Reports and Major Incident Reports
(utilizing the WebEOC formats if available).
0
6. Conduct periodic Operations briefings for the EOC Director as required or requested. n.
a
7. Overall supervision of the Operations Section. Q
LO
Activation Phase: N
ca
❑ Follow the generic Activation Phase Checklist.
❑ Ensure that the Operations Section is set up properly and that appropriate personnel,equipment,and supplies are in o
place, including maps and status boards. Ln
❑ Meet with Planning/Intelligence Section Chief;obtain a preliminary situation briefing.
D
❑ Based on the situation, activate appropriate branches within the section. Designate Branch Coordinators as
necessary. _
LL
o Fire&Rescue
o Law Enforcement a
o Health and Welfare O
W
o Construction&Engineering
❑ Determine need for Mutual Aid.
m
❑ Request additional personnel for the section as necessary for 24-hour operation. N
Q
❑ Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics. Ensure
that there is adequate equipment and frequencies available for the section.
E
❑ Determine estimated times of arrival of section staff from the Personnel Branch in Logistics.
w.
❑ Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels Q
necessary to provide adequate information and support for operations.
W
❑ Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section. E
❑ Establish radio or cell-phone communications with Incident Commander(s)operating in the City,and coordinate
r
accordingly. Q
❑ Determine activation status of other EOCs in the Operational Area and establish communication links with their
10 Operations Sections if necessary.
❑ Based on the situation known or forecasted,determine likely future needs of the Operations Section.
152
Packet`Pg.323
5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sae�e I>ao Part I - Basic Plan Position Checklists
❑ Identify key issues currently affecting the Operations Section; meet with Section personnel and determine appropriate
section objectives for the first operational period.
L Review responsibilities of branches in section; develop an Operations Plan detailing strategies for carrying out �-
Operations objectives.
0
Adopt a proactive attitude.Think ahead and anticipate situations and problems before they occur. a
m
Operational Phase: o'
O
I i Ensure that all section personnel are maintaining their individual position logs.
Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or ai
as the situation requires, including Branch Status Reports and Major Incident Reports(utilize WebEOC format if 0
available). w
r
❑ Ensure that all media contacts are referred to the Public Information Branch. 0 CL
0
❑ Conduct periodic briefings and work to reach consensus among staff on objectives for forth-coming operational Q
periods.
❑ Attend and participate in EOC Director's Action Planning meetings. >
0
L
❑ Provide the Planning/Intelligence Section Chief with the Operations Section's objectives prior to each Action Planning a
meeting. Q
❑ Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current N
Action Plan, are being addressed. to
❑ Ensure that the branches coordinate all resource needs through the Logistics Section. •-
oo
0 Ensure that intelligence information from Branch Coordinators is made available to the Planning/Intelligence Section CD
in a timely manner. ,Y
0
❑ Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section p
(notification of emergency expenditures and daily time sheets).
c
❑ Brief the EOC Director on all major incidents. LL
❑ Complete a Major Incident Report for all major incidents;forward a copy to the Planning/Intelligence Section.
a
❑ Brief Branch Coordinators periodically on any updated information you may have received. w
❑ Share status information with other sections as appropriate.
U
m
Demobilization Phase: N
Q
❑ Follow the generic Demobilization Phase Checklist.
CD
E
s
U
r
Q
r
c
d
E
t
U
R
Q
153
Packet Pg. 324
5J.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sax mo
Part I - Basic Plan Position Checklists
18.7.2 Fire & Rescue Branch Coordinator
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: Q
w
ca
1. Coordinate fire,disaster medical, hazardous materials, and search and rescue operations in the City.
CL
2. Assist the EOC Fire& Rescue Branch Coordinator in acquiring mutual aid resources, as necessary. O
a
3. Coordinate the mobilization and transportation of all resources through the Logistics Section.
4. Complete and maintain branch status reports(in WEBEOC format if available)for major incidents requiring or
`m
potentially requiring operational area, state and federal response, and maintain status of unassigned fire&rescue E
LU
resources in the City.
5. Implement the objectives of the EOC Action Plan assigned to the Fire&Rescue Branch. Overall supervision of the -oa
Fire&Rescue Branch. Q
a
c
Activation Phase:
a�
❑ Follow the generic Activation Phase Checklist. L
CL
❑ Based on the situation,activate the necessary Units within the Fire&Rescue Branch: Q
• Fire Operations Unit ,n
• Search& Rescue Unit N
o Disaster Medical Unit �-
o Hazmat Unit
❑ If the mutual aid system is activated,coordinate use of City fire resources with the Fire&Rescue Mutual Aid ,°n
Coordinator.
❑ Prepare and submit a preliminary branch status report and major incident reports as appropriate to the Operations p
Section Chief. �a
c
❑ Prepare objectives for the Fire& Rescue Branch; provide them to the Operations Section Chief prior to the first Action LL
Planning meeting. '
d
Operational Phase: p
w
❑ Ensure that Branch and Unit position logs and other files are maintained.
❑ Maintain current status on Fire&Rescue missions being conducted in the City.
m
U)
❑ Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Fire&Rescue Q
Branch operational priorities, periodically or as requested during the operational period.
c
❑ On a regular basis,complete and maintain the Fire& Rescue Branch Status Report on WEBEOC forms if available. E
t
❑ Refer all contacts with the media to the Public Information Branch. 0
w
❑ Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section Q
(notification of any emergency expenditures and daily time sheets). _
m
❑ Prepare objectives for the Fire&Rescue Branch for the subsequent operational period; provide them to the E
Operations Section Chief prior to the end of the shift and the next Action Planning meeting. U
r
❑ Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, branch objectives for the Q
next operational period,and any other pertinent information.
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
154
Packet Pg. 325
51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
18.7.3 Fire Operations Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: C
1. Assist Incident Commanders in the field by providing coordination for mutual aid requests to and from the Operational
Area Fire/Rescue Mutual Aid Coordinator,as appropriate. M
O
2. Respond to requests for fire resources from the field in a timely manner,following established priorities(life safety,
protection of the environment,and protection of property). Q
L
3. Monitor and track fire resources utilized during the event. m
E
4. Provide general support to field personnel as required. W
Q.
5. Supervise the Fire Operations Unit.
a
Activation Phase: 'o
c
❑ Follow generic Activation Phase Checklist. m
Operational Phase: o
a
a
C; Establish and maintain a position log and other appropriate files. Q
Establish and maintain radio or cell-phone communication with the Department Operations Center,or Fire& Rescue N
Branch at the Field Level. e
❑ Obtain regular status reports on the fire situation from the Department Operations Center or Fire&Rescue Branch at T
the Field Level. 00
0
Ln
❑ Assess the impact of the disaster/event on the City Fire Department's operational capability. ,r
ca
❑ Establish the objectives of the Fire Operations Unit based on the nature and severity of the disaster,and provide p
them to the Fire&Rescue Branch Coordinator prior to the first Action Planning meeting.
❑ Provide fire status updates to the Fire&Rescue Branch Coordinator on a regular basis. u-
ct
❑ Evaluate and process all requests for fire Mutual Aid resources through the Operational Area Fire&Rescue Mutual
a
Aid Coordinator. O
W
❑ If not addressed at the Incident Command Post or DOC,ensure that incident facilities are established(staging areas,
etc.)to coordinate incoming fire mutual aid resources,as required. U
m
❑ In conjunction with Planning/Intelligence,determine if current and forecasted weather conditions will affect fire and
rescue operations. Q
D Inform the Fire&Rescue Branch Coordinator of all significant events that occur. E
❑ Coordinate with the Law Enforcement Branch to determine status of evacuations and shelter locations. _
U
f0
❑ Assist in establishing camp facilities(or the use of commercial lodging)through the Logistics Section, if not Q
addressed at the ICP or DOC.
w
c
❑ Reinforce the use of proper procedures for media contacts. E
E
t
Demobilization Phase:
Q
❑ Follow generic Demobilization Phase Checklist.
155
Packet Pg.326
5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
®@ Part I — Basic Plan Position Checklists
18.7.4 Disaster Medical Unit Leader
c
****Read This Entire Position Checklist Before Taking Action **** n-
N
C
Responsibilities: O
w
ca
1. Ensure that all available disaster medical resources are identified and mobilized as required. m
CL
2. Provide assistance to Incident Command Posts and Department Operations Centers in establishing triage teams. 0
3. Determine the status of medical facilities within the affected area.
4. Coordinate the transportation of injured victims to appropriate medical facilities as required.
m
E
5. Supervise the disaster Medical Unit. w
Activation Phase: o
❑ Follow generic Activation Phase Checklist. Q
-a
c
Operational Phase:
m
❑ Establish and maintain position logs and other necessary files. o
L
Q
❑ Work closely with all Operations Section Branch Coordinators to determine the scope of disaster medical assistance Q
required.
u�
❑ Determine the status and availability of medical mutual aid resources in the operational area; specifically paramedics 04
and ambulances.
❑ Establish radio or telephone communication with area hospitals and other medical facilities to determine their
co
capability to treat disaster victims. ,°�
❑ Determine status and availability of specialized treatment such as burn centers.
L
❑ Assist the Search and Rescue Unit Leader in providing triage for extricated victims.
❑ Coordinate with the Logistics Section to acquire suitable transportation for injured victims as required or requested. _
U.
❑ Establish and maintain communication with the Operational Area EOC and determine status and availability of
medical resources.
❑ Coordinate with the Logistics Section to obtain necessary supplies and equipment to support disaster medical w
a
operations in the field. =
v
❑ Inform the Fire&Rescue Branch Coordinator of all significant events. m
N
❑ Reinforce the use of proper procedures for media contacts.This is particularly critical in emergency medical Q
situations where statistical information is requested by the media.
Demobilization Phase: E
❑ Follow the generic Demobilization Phase Checklist. is
Q
r
c
Q
E
t
v
r
r
Q
156
Packet Pg. 327
5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I — Basic Plan Position Checklists
Sae�e Ina
18.7.5 Search & Rescue Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
1. Determine the scope of the search and rescue mission and assist in mobilizing Search and Rescue Teams at the
request of Department Operations Centers or Field Incident Commanders. °-
O
2. Provide search and rescue support as required to other emergency response agencies consistent with established
priorities and objectives. Ensure that deployed teams are provided with adequate support. a
3. Supervise the Search&Rescue Unit. W
E
Activation Phase: W
Q
❑ Follow generic Activation Phase Checklist.
a
Operational Phase: c
ca
❑ Establish and maintain position log and other appropriate files. y
❑ Work closely with all Operations Section Branch Coordinators to determine the scope of search and rescue Q
assistance required. Q
❑ Coordinate with the Fire and Rescue Branch Coordinator to determine missions for search and rescue teams based LO
on established priorities. m
S
❑ Mobilize and deploy available search and rescue teams to locations within the jurisdiction,or to other emergency
response agencies within the Operational Area, in a manner consistent with established policies and priorities.
0
❑ Establish radio or cell-phone communication with all deployed search and rescue team leaders to determine the to
scope of support required.
Work closely with the Logistics Section to determine the status and availability of search and rescue resources in the
Operational Area;specifically larger jurisdictions who have organized USAR teams.
ILL
Coordinate with the Law Enforcement Branch to determine availability of search dog units. ct
❑ Coordinate with Construction and Engineering to provide on-site assistance with rescue operations at the request of O
team leaders. W
a
❑ Coordinate with the Disaster Medical Unit to provide on-site assistance to extricated victims requiring medical
0
treatment. m
❑ Coordinate with the coroner's unit to provide on-site assistance in managing fatalities at search locations. Q
❑ Ensure that each team leader develops a safety plan for each assigned mission.
❑ Monitor and track the progress and status of each search and rescue team. s
U
❑ Ensure that team leaders report all significant events. w
Q
❑ Assist in establishing camp facilities(or commercial lodging)for Search and Rescue Teams through the Logistics w;
Section, if not addressed at the ICP or DOC.
E
❑ Inform the Fire&Rescue Branch Coordinator of all significant events.
❑ Reinforce the use of proper procedures for media contacts.This is particularly critical in instances where the media is Q
seeking statistical information or personal identities of injured victims or fatalities.
I( Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
157
Packet Pg. 328
51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
e o Part I — Basic Plan Position Checklists
18.7.6 Hazmat Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
Responsibilities: 0
m
1. Determine the scope of hazardous materials incidents throughout the jurisdiction. m
CL
2. Assist in mobilizing Hazmat teams at the request of Department Operations Centers or Field Incident Commanders. O
3. Request assistance from and/or provide hazardous materials support as required to Operational Area Emergency c
Response Agencies consistent with established priorities and objectives. M
a�
4. Ensure that deployed teams are provided with adequate support. E
5. Supervise the Hazmat Unit. a
0
Activation Phase:
a
❑ Follow generic Activation Phase Checklist.
Operational Phase: o
❑ Establish and maintain a position log and other appropriate files. a
❑ Work closely with all Operations Section Branch Coordinators to determine the scope of Hazmat incident response Q
required. N
cc
❑ Coordinate with the Fire and Rescue Branch Coordinator to determine missions for Hazmat teams based on
established priorities.
Go
❑ Mobilize and deploy available Hazmat teams to the City or to other emergency response agencies within the C°
LO
Operational Area, in a manner consistent with the Hazmat Mutual Aid System and established priorities. ,r
is
❑ Establish radio or cell-phone communication with all deployed Hazmat teams to determine the scope of support p
required. c
Work closely with the Logistics Section to determine the status and availability of Hazmat Response Teams in the o_
v
Operational Area. '
11 Coordinate with construction and engineering to provide on-site assistance with Hazmat operations at the request of p
team leaders. W
❑ Coordinate with the Disaster Medical Unit to determine medical facilities where victims of Hazmat incidents can be c..)
transported following decontamination. m
to
❑ Coordinate with the Coroner's Unit to provide on-site assistance in managing fatalities at Hazmat scenes. Q
r
❑ Monitor and track the progress and status of each Hazmat team.
❑ Ensure that Hazmat Team Leaders report all significant events.
co
❑ Assist in establishing camp facilities(or commercial lodging)for Hazmat teams through the Logistics Section, if not Q
addressed at the ICP or DOC.
.r
_
❑ Inform the Fire&Rescue Branch Coordinator of all significant events. E
E
s
❑ Reinforce the use of proper procedures for media contacts.This is particularly critical in instances where the media is M
seeking technical information on the hazardous material,statistical information,or personal identities of injured Q
victims or fatalities.
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
158
Packet Pg. 329
5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
SaeBel7 tna Part I - Basic Plan Position Checklists
18.7.7 Law Enforcement Branch Coordinator
�a
**** Read This Entire Position Checklist Before Taking Action **** d
c
Responsibilities: o
Y
1. Coordinate movement and evacuation operations during a disaster. d
CL
2. Alert and notify the public of the impending or existing emergency within the City. 0
a
3. Coordinate law enforcement and traffic control operations during the disaster. m
4. Coordinate site security at incidents. m
5. Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement to
Mutual Aid Coordinator at the Operational Area EOC. o.
0
6. Supervise the Law Enforcement branch. Q
v
Activation Phase:
ca
Li Follow the generic Activation Phase Checklist. >
0
C Based on the situation,activate the necessary Units within the Law Enforcement Branch: a
• Law Enforcement Operations Unit `_
• Coroner Unit u>
N
❑ Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinator with the v
coordination of mutual aid resources.
❑ Provide an initial situation report to the Operations Section Chief. 00
0
Ln
❑ Based on the initial EOC strategic objectives; prepare objectives for the Law Enforcement Branch and provide them
to the Operations Section Chief prior to the first Action Planning meeting. f°
Operational Phase:
c
❑ Ensure that Branch and Unit position logs and other appropriate files are maintained. LL
1
❑ Maintain current status on Law Enforcement missions being conducted in the City. o
❑ Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Law w
Enforcement Branch operational priorities, periodically or as requested during the operational period. >'
U
❑ On a regular basis, complete and maintain the Law Enforcement Branch Status Report. (Use WEBEOC Forms if pp
available). N
Q
❑ Refer all contacts with the media to the Public Information Branch.
W
❑ Determine need for Law Enforcement Mutual Aid. E
❑ Determine need for Coroner's Mutual Aid. r
❑ Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section Q
(notification of any emergency expenditures and daily time sheets).
❑ Prepare objectives for the Law Enforcement Branch for the subsequent Operations period; provide them to the
Operations Section Chief prior to the end of the shift and the next Action Planning Meeting. 0
R
w
i�
❑ Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the Q
next operational period,and any other pertinent information.
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
159
Packet Pg. 330
5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sae Be ina
Part I — Basic Plan Position Checklists
18.7.8 Law Enforcement Operations Unit Leader
c
**** Read This Entire Position Checklist Before Taking Action **** FL
C
Responsibilities: O
r
1. Coordinate requests for Law Enforcement Mutual Aid Resources through the Operational Area Law Enforcement T
d
Mutual Aid Coordinator and provide general support to field personnel as required. C
2. Establish and maintain communication with Law Enforcement Branch Directors in the field or at the Department
Operations Center(DOC)if activated.
W
ai
3. Respond to requests for Law Enforcement resources from the field in a timely manner,following established priorities
(life safety, protection of the environment,and protection of property). E
W
4. Monitor and track law enforcement resources utilized during the event. o
5. Supervise the law enforcement operations unit. Q
v
Activation Phase:
m
❑ Follow generic Activation Phase Checklist. >
0
L
Operational Phase: a
Q
❑ Establish and maintain a position log and other appropriate files.
Ul)
❑ Establish and maintain radio or cell-phone communication with the Department Operations Center,or Law co
Enforcement Branch Directors at the field level.
❑ Obtain regular status reports on the law enforcement situation from the Department Operations Center or Law 00
0
Enforcement Branch at the field level. m
❑ Assess the impact of the disaster/event on the Police Department's operational capability. a
O
❑ Establish the objectives of the Law Enforcement Operations Unit based on the nature and severity of the disaster,and
provide them to the Law Enforcement Branch Coordinator prior to the first Action Planning meeting. _
U_
❑ If the Department Operations Center is not activated, ensure that the assignment of law enforcement resources are d
closely monitored and coordinated,and that on-scene time is logged at the field level. a
11 If not addressed at the ICP or DOC,ensure that incident facilities are established(staging areas,etc.)to coordinate w
incoming law enforcement mutual aid resources, as required. >'
U
❑ In conjunction with Planning/Intelligence,determine if current and forecasted weather conditions will affect law op
enforcement operations.
Q
❑ Coordinate major evacuation activity with the Fire Operations Branch, as required. _
CD
❑ Coordinate with the Care and Shelter Unit to establish suitable shelter locations and appropriate shelter facilities for E
s
evacuated population.
Assist in establishing camp facilities(or commercial lodging)for law enforcement personnel,through the Logistics Q
Section, if not addressed at the ICP or DOC. w
c
d
❑ Reinforce the use of proper procedures for media contacts. E
t
❑ Provide law enforcement status updates to the Law Enforcement Branch Coordinator on a regular basis.
r
❑ Evaluate and process all requests for law enforcement resources through the Operational Area Law Enforcement Q
Mutual Aid Coordinator.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
160
Packet Pg. 331
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
mo
Part I - Basic Plan Position Checklists
18.7.9 Coroner Unit
**** Read This Entire Position Checklist Before Taking Action **** o-
c
Responsibilities: O
w
�a
1. At the direction of the County Sheriff/Coroner, establish and oversee an interim system for managing fatalities d
resulting from the disaster/event. 0
2. At the direction of the County Sheriff/Coroner, establish and oversee the operation of temporary morgue facilities and 0
maintain detailed records of information relative to each fatality. a�
L
3. Supervision of the Coroner Unit. °'
E
W
Activation Phase:
a
C Follow generic Activation Phase Checklist. o
Q
Operational Phase:
c
❑ Establish and maintain a position log and other appropriate files. m
❑ Ensure that locations where fatalities are discovered are secured. G
M
CL
❑ Ensure that fatality collection points are established and secured as necessary. Q
❑ Ensure that temporary morgue facilities are established in accordance with guidelines established by the County N
Sheriff/Coroner. v
❑ Request Coroner's Mutual Aid through the County Sheriff/Coroner at the Operational Area EOC as required. •-
0
❑ Procure,through logistics,all necessary fatalities management equipment and supplies, such as temporary cold °,
storage facilities or vehicles, body bags,etc.
CU
❑ Coordinate with the Search&Rescue Unit to determine location and number of extricated fatalities. p
❑ Ensure that human remains are transported from fatality collection points to temporary morgue(s), if so advised by c
the County Sheriff/Coroner. L'
It
❑ Assist the County Sheriff/Coroner with identification of remains and notification of next of kin as required.
a
F1 In conjunction with local mortuaries and cemeteries, assist with the reburial of any coffins that were surfaced and/or W
disturbed as a result of the disaster. r
❑ Keep the Law Enforcement Branch Coordinator informed of Coroners Unit activities on a regular basis.
m
N
❑ Inform the Law Enforcement Branch Coordinator and the Public Information Branch of the number of confirmed Q
fatalities resulting from the disaster or event. (NOTE:This information must be verified with the County Sheriff/
c
Coroner prior to release). d
E
❑ Ensure that all media contacts are referred to the Public Information Branch.
�v
Demobilization Phase: Q
❑ Follow the generic Demobilization Phase Checklist.
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Q
161
Packet Pg.332
5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
San Bernar ina
18.7.10 Construction/Engineering Branch Coordinator
c
****Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: O
r
1. Survey all utility systems,and restore systems that have been disrupted, including coordinating with utility service R
providers in the restoration of disrupted services, and assist other sections, branches,and units as needed. O
2. 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 City. _
m
3. Supervise the Construction/Engineering Branch.
Activation Phase: W
CL
❑ Follow the generic Activation Phase Checklist. O
0 Based on the situation, activate the necessary units within the Construction/Engineering Branch:
c
• Utilities Unit `0
d
• Damage/Safety Assessment Unit o
o Public Works Unit a
CL
❑ Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid Q
resources as necessary. 'n
N
W
0 Provide an initial situation report to the Operations Section Chief.
❑ Based on the initial EOC strategic objectives, prepare objectives for the Construction/Engineering Branch and provide
them to the Operations Section Chief prior to the first Action Planning meeting. CD
Operational Phase:
❑ Ensure that branch and unit position logs and other necessary files are maintained.
R
❑ Maintain current status on all construction/engineering activities.
LL
0 Ensure that damage and safety assessments are being carried out for both public and private facilities. �!
0 Request mutual aid as required through the Operational Area Publics Works Mutual Aid Coordinator. d
O
W
❑ Determine and document the status of transportation routes into and within affected areas.
0 Coordinate debris removal services as required. v
m
❑ Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of N
Construction/Engineering Branch activities periodically during the operational period or as requested. Q
.r
c
❑ Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are m
E
completed and maintained.(Utilize WEBEOC forms if available).
is
❑ Refer all contacts with the media to the Public Information Branch. Q
❑ Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section
(notification of any emergency expenditures and daily time sheets).
E
❑ Prepare objectives for the Construction/Engineering Branch for the subsequent operations period; provide them to
the Operations Section Chief prior to the end of the shift and the next Action Planning meeting. Q
❑ 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.
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
162
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5.I:b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
SaeBe lea
Part I - Basic Plan Position Checklists
18.7. 11 Utilities Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** n-
N
C
Responsibilities: o
1. Assess the status of utilities; provide Utility Status Reports as required. m
M
2. Coordinate restoration of damaged utilities with utility representatives in the City EOC if present,or directly with Utility 0
companies.
c
W
3. Supervise the Utilities Unit. a+
L
d
Activation Phase: E
W
D Follow generic Activation Phase Checklist. c
Operational Phase: Q
a
❑ Establish and maintain a position log and other necessary files.
❑ Establish and maintain communications with the utility providers for the City. >
0
L
❑ Determine the extent of damage to utility systems in the City. CL
CL
0 Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to Q
respond to the City EOC. N
❑ Ensure that all information on system outages is consolidated and provided to the Situation Analysis Unit in the d.
Planning/Intelligence Section.
00
❑ Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
Keep the Public Health Branch Coordinator informed of any damage to sewer and sanitation systems,as well as
L
possible water contamination problems.
❑ Keep the Construction/Engineering Branch Coordinator informed of the restoration status. c
LL
❑ Complete and maintain the Utilities Status Report(utilize WEBEOC forms if available). �t
❑ Refer all contacts with the media to the Public Information Branch. 0
Demobilization Phase: w
❑ Follow the generic Demobilization Phase Checklist. V
m
N
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c
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163
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
� 3ae�e leo
18.7. 12 Damage/Safety Assessment Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** o-
N
C
Responsibilities: 0
w
c�
1. Collect initial damage/safety assessment information from other branches/units within the Operations Section.
CL
2. If the disaster is winter storm,flood,or earthquake related,ensure that dam inspection teams have been dispatched. 0
3. Provide detailed damage/safety assessment information to the Planning/Intelligence Section,with associated loss acre
damage estimates. 0)
a�
4. Maintain detailed records on damaged areas and structures. E
5. Initiate requests for Engineers from the Operational Area,to inspect structures and/or facilities. Q
0
6. Supervise the Damage/Safety Assessment Unit. Q
Activation Phase:
tv
❑ Follow generic Activation Phase Checklist. o
L
Operational Phase:
❑ Establish and maintain a position log and other necessary files. Q
❑ Obtain initial damage/safety assessment information from Fire&Rescue Branch, Law Enforcement Branch, Utilities N
cc
Unit and other branches/units as necessary.
❑ Coordinate with the American Red Cross, utility service providers,and other sources for additional damage/safety
00
assessment information. W
i- Prepare detailed damage/safety assessment information, including estimate of value of the losses,and provide to the
Planning/Intelligence Section.
❑ Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines. c
❑ Maintain a list of structures and facilities requiring immediate inspection or engineering assessment. v
❑ Initiate all requests for engineers and building inspectors through the Operational Area EOC. 0
❑ Keep the Construction/Engineering Branch Coordinator informed of the inspection and engineering assessment W
a
status.
U
❑ Refer all contacts with the media to the Public Information Branch. m
N
Demobilization Phase: Q
c
❑ Follow the generic Demobilization Phase Checklist. 0
E
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164
Packet Pg. 335
5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
San 6e Ino
18.7. 13 Public Works Unit Leader
c
****Read This Entire Position Checklist Before Taking Action **** o-
IN
Responsibilities:
0
M
❑ Assist other Operation Section Branches by providing construction equipment and operators as necessary. y
CL
❑ Provide heavy equipment assistance to the Damage/Safety Assessment Unit as required. 0
a
❑ Provide emergency construction and repair to damaged roadways.Assist with the repair of utility systems as
required.
m
F1 Providing flood-fighting assistance,such as sandbagging, rerouting waterways away from populated areas, and river, E
w
creek, or stream bed debris clearance. Q.
11 Supervise the Public Works Unit. Q
Activation Phase:
c
ca
❑ Follow generic Activation Phase Checklist. >
0
Operational Phase: a
CL
❑ Establish and maintain a position log and other necessary files. Q
❑ Ensure that appropriate staff is available to assist other emergency responders with the operation of heavy N
equipment, in coordination with the Logistics Section. (O
❑ Ensure that engineering staff are available to assist the Damage/Safety Assessment Unit in inspecting damaged T
structures and facilities. c
LO
Irl
❑ As requested,direct staff to provide flood fighting assistance,clear debris from roadways and water ways, assists
with utility restoration,and build temporary emergency structures as required. ca
O
❑ Work closely with the Logistics Section to provide support and materiel as required.
im-
0 Keep the Construction/Engineering Branch Coordinator informed of unit status. u-
❑ Refer all contacts with the media to the Public Information Branch.
a
Demobilization Phase: W
Follow the generic Demobilization Phase Checklist.
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165
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I — Basic Plan Position Checklists
San 6e ino
18.7.14 Health & We/fare Branch Coordinator
****Read This Entire Position Checklist Before Taking Action **** o-
N
C
Responsibilities: °
Y
1. Safeguard the public health of citizens by ensuring there is an ample supply of potable water,a functioning sanitation a
system, and vector controls are established,as required. O
2. In coordination with volunteer and private agencies, provide clothing,shelter,and other mass care services as c
required,to disaster victims. d
a�
3. Supervise the Health and Welfare Branch. d
E
W
Activation Phase: a
❑ Follow the generic Activation Phase Checklist. Q
Operational Phase:
❑ Establish and maintain a Health and Welfare Unit position log and other necessary files. °
❑ Ensure that all potable water supplies remain safe,and free from contaminates. °
a
CL
❑ Ensure that sanitation systems are operating effectively and not contaminating water supplies. Q
❑ Ensure that a vector control plan is established and implemented for the affected area(s). N
cc
❑ Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Health and
Welfare Branch operational priorities, periodically during the operations period or as requested. •'
❑ Complete and maintain the Care&Shelter Status Reports(utilizing WEBEOC forms if available). ,°n
❑ Ensure that the Public Health Branch is available to assist the Coroner Unit in mitigating and managing mass fatality
situations.
❑ Ensure coordination of all mass care activities occurs with the Red Cross and other volunteer agencies as required. c
U.
❑ Prepare objectives for the Health and Welfare Branch for the subsequent operations period; provide them to the �t
Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
a
❑ Refer all contacts with the media to the Public Information Branch. LU
W
a
Demobilization Phase: "=
U
❑ Follow the generic Demobilization Phase Checklist. m
Q
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166
Packet Pg. 337
51.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
San Be I>ro
18.7. 15 Care & Shelter Unit Leader
c
****Read This Entire Position Checklist Before Taking Action **** a
Responsibilities: o
r
1. 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 within the City. Q'
O
2. Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from
relatives or friends.
_
L
3. Assist the American Red Cross with the transition from mass care to separate family/individual housing. d
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4. Supervise the Care&Shelter Unit. w
Q.
Activation Phase: -oa
a
Follow generic Activation Phase Checklist. 0
Operational Phase:
❑ Establish and maintain your position log and other necessary files. o
CL
CL
❑ Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross.Work with Q
the Agency Representative to coordinate all shelter and congregate care activity. ,n
N
❑ Establish communications with other volunteer agencies to provide clothing and other basic life sustaining needs. to
❑ Ensure that each activated shelter meets the requirements as described under the Americans With Disabilities Act.
0
11 Assist the American Red Cross in staffing and managing the shelters to the extent possible. CD
❑ In coordination with the American Red Cross,activate an inquiry registry service to reunite families and respond to
L
inquiries from relatives or friends. O
❑ Assist the American Red Cross with the transition from operating shelters for displaced persons to separate c
family/individual housing. LL
v
❑ Complete and maintain the Care and Shelter Status Report Form(utilize WEBEOC forms if available).
V-
0-
❑ Refer all contacts with the media to the Public Information Branch. O
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Demobilization Phase: "=
v
Follow the generic Demobilization Phase Checklist. m
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167
Packet Pg. 338
5J.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
18.7.16 Public Health Unit Leader
****Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
1. Assess the status and availability of potable water within the jurisdiction y
a
2. Assess the status of the sanitation system within the jurisdiction. O
3. Inspect and assess emergency supplies such as foodstuffs and other consumables for purity and utility.
4. Assess the need for a vector control plan for the affected disaster area(s)within the jurisdiction.
E
5. Supervise the Public Health Unit. w
CL
Activation Phase: o
'a
Follow generic Activation Phase Checklist. Q
c
Operational Phase:
m
❑ Establish and maintain a position log and other necessary files. o
CL
❑ Coordinate with the Utilities Unit Leader to determine current status of water and sanitation systems. C
❑ If systems are damaged, request assistance from County Public Health to assess drinking water quality and potential LO
health risks from ruptured sewer/sanitation systems.
et
❑ Develop a distribution system for drinking water throughout the City as required.
❑ Contact and coordinate with the Logistics Section,to obtain chemical(portable)toilets and other temporary facilities c
for the disposal of human waste and other infected waste. `r'
❑ Inspect emergency supplies to be used in the EOC or by field emergency responders,such as foodstuffs,drugs,and ca
other consumables for purity and utility.
Determine the need for vector control,and coordinate with County Public Health for Vector control services as
LL
required.
Inform the Health&Welfare Branch Coordinator on all activities of the Public Health Unit periodically during the a0
operational period,or as requested. w
❑ Refer all contacts with the media to the Public Information Branch.
U
Demobilization Phase: m
N
❑ Follow the generic Demobilization Phase Checklist. Q
Y
E
V
Q
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168
Packet'Pg. 339
5.Lb
wDernCITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I — Basic Plan Position Checklists
18.8 Planning and Intelligence Section
F
M
18.8.1 Planning/Intelligence Section Chief a.
0
**** Read This Entire Position Checklist Before Taking Action ****
L
m
Responsibilities: CL
1. Ensure that the following responsibilities of the Planning/Intelligence Section are addressed as required:
c
a. Collecting,analyzing,and displaying situation information, T
L
b. Preparing periodic Situation Reports, d
c. Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting, to
d. Conducting Advance Planning activities and report, Q
e. Providing technical support services to the various EOC sections and branches,and documenting and -oa
maintaining files on all EOC activities. Q
2. Establish the appropriate level of organization for the Planning/Intelligence Section. _
m
3. Exercise overall responsibility for the coordination of branch/unit activities within the section. o
L
CL
4. Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section.
a
Q
5. In coordination with the other Section Chiefs,ensure that Branch Status Reports are completed and utilized as a
LO
basis for Situation Status Reports,and the EOC Action Plan. N
cc
et
6. Supervise the Planning/Intelligence Section.
Activation Phase: 0
0
U)
❑ Follow the generic Activation Phase Checklist. r
R
❑ 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.
c
Based on the situation,activate branches within section as needed and designate Branch or Unit Leaders for each ii
element:
• Situation Analysis Unit p
• Advance Planning Unit w
o Documentation Unit
r
o Technical Services Unit to
m
❑ Request additional personnel for the section as necessary to maintain a 24-hour operation. to
Q
❑ Establish contact with the Operational Area EOC when activated,and coordinate Situation Status Reports with their
Planning/Intelligence Section. E
E
❑ Meet with Operations Section Chief;obtain and review any major incident reports. U
❑ Review responsibilities of branches in section;develop plans for carrying out all responsibilities. Q
❑ 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. E
❑ Keep the EOC Director informed of significant events.
❑ Adopt a proactive attitude,thinking ahead and anticipating situations and problems before they occur. Q
Operational Phase:
❑ Ensure that Planning/Intelligence position logs and other necessary files are maintained.
❑ Ensure that the Situation Analysis Unit is maintaining current information for the situation status report.
169
Packet Pg. 340
5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
� 1110
❑ Ensure that major incidents reports and branch status reports are completed by the Operations Section and are
accessible by Planning Intelligence(utilize WEBEOC forms if available). F
❑ Ensure that a situation status report is produced and distributed to EOC Sections and Operational Area EOC at least a
N
once, prior to the end of the operational period. _
0
❑ Ensure that all status boards and other displays are kept current and that posted information is neat and legible. o
m
❑ Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays. a
O
❑ Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for
c
forthcoming operational periods. a�
❑ Facilitate the EOC Director's Action Planning meetings approximately two hours before the end of each operational m
E
period. w
11 Ensure that objectives for each section are completed, collected and posted in preparation for the next Action 0
Planning meeting. Q
❑ Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period. R
❑ Work closely with each branch/unit within the Planning/Intelligence Section to ensure the section objectives, as >
defined in the current EOC Action Plan are being addressed. 0
CL
CL
Ensure that the advance planning unit develops and distributes a report which highlights forecasted events or Q
conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence LO
the overall strategic objectives of the EOC. m
❑ Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving
services for the EOC,as required.
0
❑ Provide technical services,such as energy advisors and other technical specialists to all EOC sections as required. LO
❑ Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section. Q
Demobilization Phase: m
E
❑ Follow the generic Demobilization Phase Checklist. u_
v
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170
Packet Pg. 341
5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
I>90 Part I — Basic Plan Position Checklists
18.8.2 Situation Analysis Unit Leader
c
R
**** Read This Entire Position Checklist Before Taking Action **** a
N
C
Responsibilities: o
Y
M
1. Oversee the collection,organization, and analysis of disaster situation information. y
Q.
2. Ensure that information collected from all sources is validated prior to posting on status boards. O
3. Ensure that situation status reports are developed utilizing WEBEOC forms,for dissemination to EOC staff and also c
W
to the Operational Area EOC. a)
m
4. Ensure that an EOC Action Plan is developed(utilizing WebEOC form)for each operational period, based on E LLJ
objectives developed by each EOC Section.
CL
5. Ensure that all maps,status boards and other displays contain current and accurate information.
a
6. Supervise Situation Analysis Unit. _
M
Activation Phase: 4)
❑ Follow the generic Activation Phase Checklist. o
CL
CL
❑ Ensure there is adequate staff available to collect and analyze incoming information, maintain the Situation Status Q
Report on WEBEOC, and facilitate the Action Planning process. ,n
N
❑ Prepare Situation Analysis Unit objectives for the initial Action Planning meeting.
Operational Phase:
00
❑ Ensure position logs and other necessary files are maintained. CD
❑ Oversee the collection and analysis of all event or disaster related information.
r
L
❑ Oversee the preparation and distribution of the Situation Status Report(utilizing WEBEOC forms if available).
Coordinate with the Documentation Unit for manual distribution and reproduction as required. c
U-
11 Ensure that each EOC Section provides the Situation Analysis Unit with Branch Status Reports,(utilizing WEBEOC �t
forms),on a regular basis.
a
❑ Meet with the Public Information Branch Coordinator to determine the best method for ensuring access to current w
information.
❑ Prepare a situation summary for the EOC Action Planning meeting. v
m
m
❑ Ensure each section provides their objectives at least 30 minutes prior to each Action Planning meeting. Q
❑ Convene and facilitate the Action Planning meeting following the meeting process guidelines.
❑ In preparation for the Action Planning meeting,ensure that all EOC objectives are posted on chart paper,and that the E
meeting room is set up with appropriate equipment and materials(easels, markers,sit stat reports,etc.) .UM.
❑ Following the meeting, ensure that the Documentation Unit publishes and distributes the Action Plan prior to the Q
beginning of the next operational period. c
m
❑ Ensure that adequate staff is assigned to maintain all maps,status boards and other displays. E
t
Demobilization Phase:
Q
❑ Follow the generic Demobilization Phase Checklist.
171
Packet Pg. 342
5.Lb
JIM% FCITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
W It 18.8.3 Documentation Unit Leader
c
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: C
1. Collect, organize and file all completed event or disaster related forms,to include: all EOC position logs,situation y
status reports, EOC Action Plans and any other related information,just prior to the end of each operational period. CL
2. Provide document reproduction services to EOC staff.
3. Distribute the EOC situation status reports, EOC Action Plan,and other documents,as required. a,
4. Maintain a permanent electronic archive of all situation reports and Action Plans associated with the event or E
disaster. «.
a
5. Assist the EOC Coordinator in the preparation and distribution of the After-action Report.
a
6. Supervise the Documentation Unit.
co
Activation Phase: d
❑ Follow the generic Activation Phase Checklist. o
CL
CL
Operational Phase: Q
Maintain a position log. N
W
❑ Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official
records.
oo
❑ Meet with the Recovery Unit Leader to determine what EOC materials and documents are necessary to provide 0
LO
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 p`
submitted to the Documentation Unit at the end of each shift. �a
c
❑ Reproduce and distribute the Situation Status Reports and Action Plans. Ensure distribution is made to the u-
�t
Operational Area EOC. '
❑ Keep extra copies of reports and plans available for special distribution as required. p
w
❑ Set up and maintain document reproduction services for the EOC. r
L)
Demobilization Phase:
m
m
❑ Follow the generic Demobilization Phase Checklist. '
Q
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172
Packet Pg.343
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
ee I®o
Part I - Basic Plan Position Checklists
18.8.4 Advanced Planning Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
1. 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. Q'
O
2. Review all available status reports,Action Plans, and other significant documents. Determine potential future impacts 0
of the event or disaster; particularly issues which might modify the overall strategic EOC objectives.
L
3. Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues. m
E
4. Supervise the Advance Planning Unit. w
a
Activation Phase:
Q
❑ Follow the generic Activation Phase Checklist.
Operational Phase: m
❑ Maintain a position log(ICS 214 or WebEOC). o
a
a
0 Monitor the current situation report to include recent updates. Q
❑ Meet individually with the general staff and determine best estimates of the future direction&outcomes of the event N
or disaster. (D_
❑ 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 0
0
Ln
frame.
C; Submit the Advance Plan to the Planning Intelligence Chief for review and approval prior to conducting briefings for
the General Staff and EOC Director.
�a
0 Review Action Planning objectives submitted by each section for the forthcoming operational period. In conjunction =
with the general staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominately to er
recovery operations.
a
Demobilization Phase: O
w
a
71 Follow the generic Demobilization Phase Checklist.
U
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Q
C
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s
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173
Packet Pg. 344
51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
San Be mo
Part I — Basic Plan Position Checklists
18.8.5 Technical Services Unit Leader
�o
**** Read This Entire Position Checklist Before Taking Action **** n-
LO
c
Responsibilities: o
M
1. Provide technical observations and recommendations to the City EOC in specialized areas, as required. d
CL
2. Ensure that qualified specialists are available in the areas required by the particular event or disaster. O
3. Supervise the Technical Services Unit.
Activation Phase: y
E
❑ Follow the generic Activation Phase Checklist. w
CL
Operational Phase: 0
❑ Maintain a position log and other necessary files. Q
v
c
❑ Coordinate with the Logistics Section to ensure that technical staff are located and mobilized. M
m
❑ Assign technical staff to assist other EOC Sections in coordinating specialized areas of response or recovery. o
L
Q.
❑ Assign technical staff to assist the Logistics Section with interpreting specialized resource capability and requests. Qo.
Demobilization Phase: ,n
N
❑ Follow the generic Demobilization Phase Checklist. �o
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174
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CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I — Basic Plan Position Checklists
1110
18.8.6 Demobilization Unit Leader
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**** Read This Entire Position Checklist Before Taking Action **** n-
Responsibilities: 0
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1. Develop a Demobilization Plan for the EOC based on a review of all pertinent planning documents,and status
reports. p
2. Supervise personnel assigned to the Demobilization Unit.
m
Activation Phase:
m
❑ Follow the generic Activation Phase Checklist. w
Operational Phase: o
❑ Monitor the current situation report to include recent updates.
Q
❑ Meet individually with the general staff and administer the section worksheet for the Demobilization Plan.
❑ Meet with the EOC Director and administer the EOC Director's worksheet for the Demobilization Plan. d
0
L
❑ Utilizing the worksheets,develop a draft Demobilization Plan and circulate to the EOC Director and General Staff for a
review. Q
Ej Finalize the Demobilization Plan for approval by the EOC Director. N
to
Li Demobilization planning must occur at least once during the operational period for as long as EOC Sections are
formally staffed. r
co
Advise all Section Chiefs to ensure that demobilized staff complete all reports,time sheets,and exit surveys in 0
LO
coordination with the personnel unit prior to leaving the EOC. r
ca
L
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
LL
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175
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
San6e Ino Part 1 - Basic Plan Position Checklists
18.9 Logistics Section
;r
18.9.1 Logistics Section Chief �-
0
**** Read This Entire Position Checklist Before Taking Action **** M
L
d
Responsibilities: a
O
1. 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 y
as arranging for food, lodging,and other support services as required. °1
`m
2. Establish the appropriate level of branch and/or unit staffing within the Logistics Section, continuously monitoring the W
effectiveness of the organization and modifying as required. e.
0
3. Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within
Q
the estimated time frame. a
4. Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated 0
m
Incident Command Posts(ICPs)within the City. p
I-
5. Keep the EOC Director informed of all significant issues relating to the Logistics Section. a
Q
6. Supervise the Logistics Section.
N
Activation Phase: Co
Follow the generic Activation Phase Checklist. •—
❑ Ensure the Logistics Section is set up properly and that appropriate personnel,equipment,and supplies are in place, CD
including maps, status boards,vendor references, and other resource directories.
0
-1 Based on the situation,activate branches/units within section as needed and designate Branch and Unit Leaders for
each element:
o Communications Branch U-
0 Personnel Unit
• Transportation Unit a
• Facilities Unit O
w
• Supply/Procurement Unit
• Resource Status Unit V
m
❑ Mobilize sufficient section staffing for 24 hour operations. to
❑ Establish communications with the Logistics Section at the Operational Area EOC if activated. Q
c
❑ Advise Branches and Units within the section to coordinate with appropriate branches in the Operations Section to
E
prioritize and validate resource requests from 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. R
.r
c
❑ Meet with the Finance/Administration Section Chief and determine level of purchasing authority for the Logistics
E
Section. -�
❑ Assist branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their Q
objectives within the first operational period,or in accordance with the Action Plan.
❑ Provide periodic Section Status Reports to the EOC Director.
176
Packet Pg. 347
v
51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
e Ina
❑ Adopt a proactive attitude,thinking ahead and anticipating situations and problems before they occur.
c
Operational Phase:
a
❑ Ensure that Logistic Section position logs and other necessary files are maintained. _
0 Meet regularly with section staff and work to reach consensus on section objectives for forthcoming operational
periods. m
Q.
❑ Provide the Planning/Intelligence Section Chief with the Logistics Section objectives at least 30 minutes prior to each O
Action Planning meeting.
❑ Attend and participate in EOC Action Planning meetings. T
m
0 Ensure that the Supply/Procurement Unit coordinates closely with the Purchasing Unit in the Finance/Administration E
Section,and that all required documents and procedures are completed and followed. w
a
0 Ensure that transportation requirements, in support of response operations,are met.
Q
0 Ensure that all requests for facilities and facility support are addressed.
0 Ensure that all City resources are tracked and accounted for,as well as resources ordered through Mutual Aid.
0 Provide section staff with information updates as required. o
n.
CL
Demobilization Phase: Q
❑ Follow the generic Demobilization Phase Checklist. N
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177 -
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5I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Say Be Ina
Part I - Basic Plan Position Checklists
18.9.2 Communications Branch Coordinator
F
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
r
1. Ensure radio,telephone,and computer resources and services are provided to EOC staff as required and oversee
c�
the installation of communications resources within the City EOC. a
O
2. Determine specific computer requirements for all EOC positions. U
3. Implement WEBEOC if available,for internal information management to include message and e-mail systems. a�
d
4. Ensure that the EOC Communications Center is established to include sufficient frequencies to facilitate operations, E
and that adequate communications operators are available for 24-hour coverage. w
CL
5. Develop and distribute a Communications Plan which identifies all systems in use and lists specific frequencies
allotted for the event or disaster. Q
c
6. Supervise the communications branch.
m
Activation Phase: o
L
Q.
❑ Follow the generic Activation Phase Checklist. Q-
Q
❑ Based on the situation,activate the necessary units within the Communications Branch: LO
N
CD
o Communications Unit
o Information Systems Unit r
i_1 Prepare objectives for the Communications Branch; provide them to the Logistics Section Chief prior to the initial o
Action Planning meeting.
Ln
Operational Phase:
❑ Ensure that communication branch position logs and other necessary files are maintained.
❑ Keep all sections informed of the status of communications systems, particularly those that are being restored. LL
IT
❑ Coordinate with all EOC sections/branches/units regarding the use of all communication systems.
a
❑ Ensure that the EOC Communications Center is activated to receive and direct all event or disaster related O
W
communications to appropriate destinations within the EOC. T_
❑ Ensure that adequate communications operators are mobilized to accommodate each discipline on a 24-hour basis.
IM
❑ Ensure that WEBEOC Communications links, if available,are established with the Operational Area EOC. N
Q
❑ Ensure that communications links are established with activated EOC within the Operational Area,as appropriate. c
m
❑ Continually monitor the operational effectiveness of EOC communications systems. Provide additional equipment as L
U
required. �o
❑ Ensure that technical personnel are available for communications equipment maintenance and repair. Q
t:
❑ Mobilize and coordinate amateur radio resources to augment primary communications systems as required.
❑ Keep the Logistics Section Chief informed of the status of communications systems.
�a
❑ Prepare objectives for the Communications Branch; provide them to the Logistics Section Chief prior to the next Q
Action Planning meeting.
❑ Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
178
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5.Lb`
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
�� mo Part I — Basic Plan Position Checklists
18.9.3 Communications Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
c
Responsibilities: o
1. Install,activate,and maintain telephone and radio systems for the EOC. d
a
2. Assist EOC positions in determining appropriate numbers of telephones and other communications equipment 0
required to facilitate operations. 0
3. Acquire radio frequencies as necessary to facilitate operations.
m
4. Assign Amateur Radio Operators as needed to augment primary communications networks. E
5. Supervise the EOC Communications Center and the Communications Unit. o
Activation Phase: 4
Q
a
❑ Follow generic Activation Phase Checklist.
Operational Phase: o
L
❑ Establish and maintain a position log and other necessary files. Q-
a
❑ Continually monitor and test the activated radio and telephone systems. Keep the Communications Branch Q
Coordinator informed of system failures and restoration activities. N
co
❑ Develop instructional guidance for use of radios and telephones and conduct training sessions for EOC staff as
necessary.
00
❑ Meet periodically with the Operations Section Branches to ensure that their radio frequencies are adequate. Make CD
modifications as necessary to maintain their operational capability.
ca
❑ Coordinate with Telephone Company in the City to obtain portable telephone banks,as necessary. p
El Refer all contacts with the media to the Public Information Branch. c
'u.
Demobilization Phase: d
❑ Follow the generic Demobilization Phase Checklist. O
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179 --
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5.I:b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sae I>lo Part I - Basic Plan Position Checklists
18.9.4 Information Systems Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
N
C
Responsibilities: C
1. Install,activate, and maintain information systems for the EOC. m
2. Assist EOC positions in determining appropriate types and numbers of computers and computer applications required O
to facilitate operations.
3. Install WEBEOC, if available,on all computers for internal information management to include message and e-mail a)
systems.
E
4. Supervise the Information Systems Unit. w
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Activation Phase: M
a
❑ Follow generic Activation Phase Checklist.
c�
Operational Phase: W
-1 Establish and maintain a position log and other necessary files. Q
CL
❑ Continually monitor and test WEBEOC if available,and ensure automated information links with the Operational Area Q
EOC are maintained.
LO
N
❑ Keep the Communications Branch Coordinator informed of system failures and restoration activities.
Ar
❑ Develop instructional guidance for use of computers and computer programs such as RIMS. Be prepared to conduct r
training sessions for EOC staff as necessary. c
LO
C Request additional computer equipment as required through the Communications Branch Coordinator. $
c�
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Demobilization Phase: O
F! Follow the generic Demobilization Phase Checklist. c
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180
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
e I'o
18.9.5 Transportation Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** M
N
C
Responsibilities: C
1. In coordination with the Construction/Engineering Branch Coordinator, and the Situation Analysis Unit,develop a d
transportation plan to support EOC operations. a
O
2. Arrange for the acquisition or use of required transportation resources. c
a)
3. Supervise the Transportation Unit. a+
m
Activation Phase: E Uj
❑ Follow the generic Activation Phase Checklist. o
Operational Phase: Q
a
❑ 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 City. o
Q
CL
Routinely coordinate with the Construction/Engineering Branch Coordinator to determine progress of route recovery Q
operations. ,n
N
`7 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 materiel.
❑ Establish contact with local transportation agencies and schools to establish availability of equipment and 00
0
transportation resources for use in evacuations and other operations as needed. `n
Fi Keep the Logistics Section Chief informed of significant issues affecting the Transportation Unit. Q
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist. U.
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181
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51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sae Be leo Part I — Basic Plan Position Checklists
18.9.6 Personnel Unit Leader
F
****Read This Entire Position Checklist Before Taking Action
Responsibilities: O
R
1. Provide personnel resources as requested in support of the EOC and Field Operations. y
CL
2. Identify, recruit and register volunteers as required. O
a
3. Develop an EOC organization chart.
a>
4. Supervise the Personnel Unit. y
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Activation Phase: w
❑ Follow the generic Activation Phase Checklist. 0
0
Operational Phase: `Z
c
❑ Establish and maintain a position log and other necessary files.
m
❑ In conjunction with the Documentation Unit,develop a large poster size EOC organization chart depicting each p
activated position. Upon check in, indicate the name of the person occupying each position on the chart.The chart a
should be posted in a conspicuous place,accessible to all EOC personnel. Q
❑ Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff,to include volunteers, receives a N
current situation and safety briefing upon check-in. v
❑ Establish communications with volunteer agencies and other organizations that can provide personnel resources. r
00
❑ Coordinate with the Operational Area EOC to activate the Emergency Management Mutual Aid System(EMMA), if CD
LO
required.
ca
❑ Process all incoming requests for personnel support. Identify the number of personnel, special qualifications or p
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. _
U.
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❑ Maintain a status board or other reference to keep track of incoming personnel resources.
❑ Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification,and proper p
direction for responding personnel upon arrival at the EOC. w
❑ Assist the Fire Rescue Branch and Law Enforcement Branch with ordering of mutual aid resources as required. t)
00
❑ To minimize redundancy,coordinate all requests for personnel resources from the field level through the EOC N
Operations Section prior to acting on the request. Q
V
❑ In coordination with the Safety Officer,determine the need for crisis counseling for emergency workers; acquire
mental health specialists as needed.
❑ Arrange for child care services for EOC personnel as required. c6
w
Q
❑ Establish registration locations with sufficient staff to register volunteers,and issue them disaster service worker
identification cards.
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❑ Keep the Logistics Section Chief informed of significant issues affecting the Personnel Unit. -�
c�
w
Demobilization Phase:
Q
❑ Follow the generic Demobilization Phase Checklist.
182
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5.Lp
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Be teo
Part I - Basic Plan Position Checklists
18.9.7 Supp ly/Procurement Unit Leader
c
****Read This Entire Position Checklist Before Taking Action **** a
N
a
Responsibilities: 0
to
1. Oversee the procurement and allocation of supplies and materiel not normally provided through mutual aid channels.
CL
2. Coordinate procurement actions with the Finance/Administration Section. O
a
3. Coordinate delivery of supplies and materiel as required.
as
4. Supervise the Supply/Procurement Unit. '-
d
E
Activation Phase: w
CL
w
❑ Follow the generic Activation Phase Checklist. 0
0
Operational Phase: Q
c
❑ Establish and maintain a position log and other necessary files. 0
m
❑ Determine if requested types and quantities of supplies and materiel are available in City inventory. 0
CL
❑ Determine procurement spending limits with the Purchasing Unit in Finance/Administration. Obtain a list of pre- Q
designated emergency purchase orders as required.
LO
Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and materiel, v
and also verify that the request has not been previously filled through another source.
❑ In conjunction with the Resource Status Unit, maintain a status board or other reference depicting procurement
actions in progress and their current status. ,°O
❑ Determine if the procurement item can be provided without cost from another jurisdiction or through the Operational
L
Area. O
❑ Determine unit costs of supplies and materiel,from suppliers and vendors and if they will accept purchase orders as c
payment, prior to completing the order. LL
❑ Orders exceeding the purchase order limit must be approved by the Finance/Administration Section before the order
a
can be completed. O
w
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. U
M
❑ Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate 9
pickup and delivery through the Transportation Unit. Q
❑ In coordination with the Personnel Unit, provide food and lodging for EOC staff and volunteers as required.Assist Q
field level with food services at camp locations as requested. s
U
❑ Coordinate donated goods and services from community groups and private organizations.Set up procedures for
collecting, inventorying,and distributing usable donations. Q
❑ Keep the Logistics Section Chief informed of significant issues affecting the Supply/Procurement Unit. y
E
Demobilization Phase: -_
U
fC
❑ Follow the generic Demobilization Phase Checklist.
Q
L
183
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51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
San er'ar no
Part I — Basic Plan Position Checklists
18.9.8 Facilities Unit Leader
c
**** Read This Entire Position Checklist Before Taking Action **** n-
N
C
Responsibilities: o
w
1. 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 CL
adequate to accomplish the mission.
2. Ensure acquired buildings, building floors,and or workspaces are returned to their original state when no longer 4)
needed. y
E
3. Supervise the facilities unit. w
w
a
Activation Phase: o
❑ Follow the generic Activation Phase Checklist. a
Operational Phase:
m
❑ Establish and maintain a position log and other necessary files. o
CL
❑ Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for a
effective operation of the EOC.
Ln
❑ Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and �
support is needed at the field level. `r
❑ Arrange for continuous maintenance of acquired facilities,to include ensuring that utilities and restrooms are
operating properly. �°n
❑ If facilities are acquired away from the EOC,coordinate with assigned personnel and designate a Facility Manager.
L
❑ 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 c
the Facility Manager. u_
❑ Ensure all structures are safe for occupancy and that they comply with ADA requirements.
a
❑ As facilities are vacated, coordinate with the facility manager to return the location to its original state.This includes w
removing and returning furnishings and equipment,arranging for janitorial services, and locking or otherwise securing
the facility. V
m
❑ Keep the Logistics Section Chief informed of significant issues affecting the Facilities Unit. N
Q
Demobilization Phase:
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❑ Follow the generic Demobilization Phase Checklist. E
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184
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51b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
San Bero mo
Part I — Basic Plan Position Checklists
18.9.9 Resource Status Unit Leader
****Read This Entire Position Checklist Before Taking Action **** n
N
C
Responsibilities: O
M
1. Coordinate with the other units in the Logistics Section to capture and centralize resource status information.
CL
2. Develop and maintain resource status boards in the Logistics Section. 0
0
3. Supervise the Resource Status Unit. C
a�
Activation Phase: `-
E
❑ Follow the generic Activation Phase Checklist. w
r
Operational Phase: o
❑ Establish and maintain a position log and other necessary files. Q
❑ Coordinate closely with all units in the Logistics Section particularly Supply/Procurement, Personnel,and c=a
Transportation. c
L
:1 As resource requests are received in the Logistics Section, post the request on a status board and track the progress a
of the request until filled. Q
C Status boards should track requests by providing at a minimum,the following information:date&time of the request, N
items requested, priority designation,time the request was processed and estimated time of arrival or delivery to the (0
requesting party. r
C Work closely with other logistics units and assist in notifying requesting parties of the status of their resource request. 00
0
This is particularly critical in situations where there will be delays in filling the request. LO
7 An additional status board may be developed to track resource use by the requesting party. Information categories
might include the following:actual arrival time of the resource, location of use, and an estimate of how long the
resource will be needed. c
U-
❑ Keep in mind that it is generally not necessary to track mutual aid resources unless they are ordered through the et
Logistics Section. TL
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Demobilization Phase: W
w
❑ Follow the generic Demobilization Phase Checklist.
U
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N
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185
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I — Basic Plan Position Checklists
P ernar no
18.10 Finance/Administration Section
18.10.1 Finance/Administration Section Chief �-
0
****Read This Entire Position Checklist Before Taking Action ****
L
d
Responsibilities: CL
1. Ensure that all financial records are maintained throughout the event or disaster.
c
2. Ensure that all on-duty time is recorded for all City emergency response personnel.
L
3. Ensure that all on-duty time sheets are collected from Field Level Supervisors or Incident Commanders and their E
staffs. w
w
CL
4. Ensure there is a continuum of the payroll process for all City employees responding to the event or disaster. o
a
5. Determine purchase order limits for the procurement function in Logistics. -a
c
6. Ensure that workers'compensation claims, resulting from the response are processed within a reasonable time, m
m
given the nature of the situation. p
L
7. Ensure that all travel and expense claims are processed within a reasonable time,given the nature of the situation. a
Q
8. Provide administrative support to all EOC Sections as required, in coordination with the Personnel Unit. Ln
N
9. Activate units within the Finance/Administration Section as required; monitor section activities continuously and cn
v
modify the organization as needed.
Nc, 10. Ensure that all recovery documentation is accurately maintained during the response and submitted on the c
appropriate forms to the Operational Area EOC, the Governor's Office of Emergency Services and/or the Federal Ln
Emergency Management Agency(FEMA). V
ca
L
11. Supervise the Finance/Administration Section.
Activation Phase: _
ii
❑ Follow the generic Activation Phase Checklist.
❑ Ensure that the Finance/Administration Section is set up properly and that appropriate personnel,equipment,and a
O
supplies are in place. w
»r
❑ Based on the situation,activate units within section as needed and designate Branch Coordinators for each element: U
m
• Time Keeping Unit N
• Compensation&Claims Unit Q
• Purchasing Unit c
• Recovery Unit E
t
❑ Ensure that sufficient staff is available for a 24-hour schedule,or as required.
w
❑ Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures; Q
determine the level of purchasing authority to be delegated to Logistics Section.
m
❑ Meet with all Unit Leaders and ensure that responsibilities are clearly understood. E
❑ In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period.
r
❑ Notify the EOC Director when the Finance/Administration Section is operational. Q
❑ Adopt a proactive attitude,thinking ahead and anticipating situations and problems before they occur.
Operational Phase:
❑ Ensure that Finance/Administration position logs and other necessary files are maintained.
186
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5.Lb
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
SanBe >oo
Part I — Basic Plan Position Checklists
❑ 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. a
N
❑ Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan. o
r
❑ Keep the EOC Director, General Staff,and elected officials aware of the current fiscal situation and other related y
matters,on an on-going basis. a
O
17 Ensure that the Recovery Unit maintains all financial records throughout the event or disaster. 0
c
❑ Ensure that the Time Keeping Unit tracks and records all agency staff time. a�
m
❑ In coordination with the Logistics Section,ensure that the Purchasing Unit processes purchase orders and develops E
contracts in a timely manner. ;W
CL
❑ Ensure that the Compensation&Claims Unit processes all workers'compensation claims, resulting from the disaster,
in a reasonable time-frame, given the nature of the situation. Q
❑ Ensure that the Time-Keeping Unit processes all time-sheets and travel expense claims promptly. coo
m
❑ Ensure that the Finance/Administration Section provides administrative support to other EOC Sections as required. p
L
F1 Ensure that all recovery documentation is accurately maintained by the Recovery Unit during the response,and Q
submitted on the appropriate forms to the Operational Area EOC,the Governor's Office of Emergency Services
and/or the Federal Emergency Management Agency(FEMA). N
co
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist. w
0
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L
LL
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CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
® Part I - Basic Plan Position Checklists
Sa>r)�e mo
18.10.2 Time Keeping Unit Leader
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❑ Establish and maintain position logs and other necessary files.
❑ 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 City policy.
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❑ Obtain complete personnel rosters from the Personnel Unit. Rosters must include all EOC Personnel as well as Q
personnel assigned to the field level. ,n
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Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly
and signed by each employee prior to submitting them.
Establish a file for each employee or volunteer within the first operational period;to maintain a fiscal record for as c
long as the employee is assigned to the response. LO
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CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Sa»6e ino
Part I — Basic Plan Position Checklists
18.10.3 Purchasing Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
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limits.
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Operational Phase: Q
❑ Establish and maintain position logs and other necessary files.
❑ Review the City's emergency purchasing procedures. >
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❑ 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 disasters.
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❑ Finalize all agreements and contracts,as required. `n
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❑ Verify costs data in the pre-established vendor contracts and/or agreements.
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contracts in a timely manner.
❑ Keep the Finance/Administration Section Chief informed of all significant issues involving the Purchasing Unit. 0
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ICECITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
18.10.4 Recovery Unit Leader
**** Read This Entire Position Checklist Before Taking Action **** a
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❑ In conjunction with Budget Office,compute costs for use of equipment owned, rented,donated or obtained through a
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response.
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❑ Ensure that each section is documenting cost recovery information from the onset of the event or disaster;collect ,°n
required cost recovery documentation daily at the end of each shift.
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❑ Meet with the Documentation Unit Leader and review EOC Position logs,journals,all status reports and Action Plans p`
to determine additional cost recovery items that may have been overlooked.
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report should provide cumulative analyses,summaries,and total disaster/event related expenditures for the City.
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5.I.b
CITY OF SAN BERNARDINO Part I - Section 18: Appendices
Emergency Operations Plan SEMS EOC
Part I - Basic Plan Position Checklists
S�It6e tao
18.10.5 Compensation & Claims Unit Leader
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**** Read This Entire Position Checklist Before Taking Action **** a
Responsibilities: 0
1. Oversee the investigation of injuries and property/equipment damage claims involving the City, arising out of the
event or disaster. a
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2. Complete all forms required by Workers' Compensation program.
3. Maintain a file of injuries and illnesses associated with the event or disaster which includes results of investigations.
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4. Supervise the Compensation and Claims Unit. w
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❑ Follow the generic Activation Phase Checklist. Q
Operational Phase: _
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❑ Establish and maintain a position log and other necessary files. m
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❑ Maintain a chronological log of injuries and illnesses,and property damage reported during the event or disaster. a
❑ Investigate all injury and damage claims as soon as possible. Q
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❑ Prepare appropriate forms for all verifiable injury claims and forward them to Workers'Compensation within the m
required time-frame consistent with City Policy&Procedures.
❑ Coordinate with the Safety Officer regarding the mitigation of hazards. oo
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❑ Keep the Finance/Administration Chief informed of significant issues affecting the Compensation and Claims Unit. `O
❑ Forward all equipment or property damage claims to the Recovery Unit.
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CITY OF SAN BERNARDINO
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CITY OF SAN BERNARDINO Section 1 :
Emergency Operations Plan
Part IV— Hazard Specific Annex Hazard Specific Annex
San Be mo
PART - SPECIFIC ANNEX
In
1 .1 Overview
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Note: The information contained herein has been extrapolated from the 2015 City of San
Bernardino Local Hazard Mitigation Plan (LHMP) Draft, currently under review by C.
Cal OES and FEMA. °
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The City's LHMP was originally approved by FEMA on April 29, 2005 and is a "living
document" that should be reviewed, monitored, and updated to reflect changing conditions and
new information. As required, the LHMP must be updated every five (5) years to remain in W
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compliance with regulations and Federal mitigation grant conditions. This latest draft contains o
updated information regarding hazards faced by the City and includes mitigation measures a
taken to help reduce consequences from hazards, and outreach/ education efforts within the =
City's incorporated area since 2005.
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1.2 Background and Demographics Q
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The City of San Bernardino is the County Seat for San Bernardino County. Services provided N
by the City include Law Enforcement, Fire Protection, Building and Safety Services, Library,
Parks and Recreation, and Human Services (social services). Two Interstate Highways and
three inter-continental railroad lines cross the City, providing vital transportation links from o
southern California to the remainder of the United States.
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The incorporated Area of the City of San Bernardino has a population of 213,295 (2012 census
estimate) persons and covers 59.2 square miles. There are 65,401 housing units in the City =
with an average of 3.35 persons per household. Median household income in 2011 was
$40,161. Median value of owner occupied housing units (51.7%) is $202,400. Percent of
population below the poverty level in 2011 was 28.6%. o
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Figure 1.2. 1: City Limit Map
City Limits & Specific Plan m
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CITY OF SAN BERNARDINO Section 1:
Emergency Operations Plan
Sag�e goo
Part IV— Hazard Specific Annex Hazard Specific Annex
1.3 Community Profile
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The City is bounded by the City of Highland on the east, the San Manuel Indian Reservation o
and the San Bernardino National Forest on the north, the Cities of Rialto and Fontana on the
west, and the cities of Redlands, Loma Linda, and Colton on the south.
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The City of San Bernardino covers 59.7 square miles and is geographically the largest city in U
the County of San Bernardino. The City lies in the San Bernardino foothills and the eastern Q
portion of the San Bernardino Valley, roughly 60 miles (97 km) east of Los Angeles. Some Q
major geographical features of the City include the San Bernardino Mountains and the San W
Bernardino National Forest, in which the city's northernmost neighborhood, Arrowhead o
Springs, is located and the Cajon Pass adjacent to the northwest border. City Creek, Lytle a
Creek, San Timoteo Creek, Twin Creek, Warm Creek (as modified through flood control
channels) feed the Santa Ana River, which forms part of the city's southern border south of
San Bernardino International Airport. o
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San Bernardino is unique among Southern Californian cities because of its wealth of water, a
which is mostly contained in underground aquifers. A large part of the city is over the Bunker N
Hill Groundwater Basin, including downtown. This fact accounts for a historically high water
table in portions of the city, including at the former Urbita Springs, a lake that no longer exists
and is now the site of the Inland Center Mall. co
0
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Seccombe Lake, named after a former mayor, is a manmade lake at Sierra Way and 5th
Street. The San Bernardino Valley Municipal Water District ("Muni") has plans to build two 0
larger, multi-acre lakes north and south of historic downtown in order to reduce groundwater,
mitigate the risks of liquefaction in a future earthquake, and sell the valuable water to LL
neighboring agencies.
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The City has several notable hills and mountains; among them are: Perris Hill (named after w
Fred Perris, an early engineer, and the namesake of Perris, California); Kendall Hill (which is
near California State University); and Little Mountain, which rises among Shandin Hills m
(generally bounded by Sierra Way, 30th Street, Kendall Drive, and Interstate 215).
a
Freeways act as significant geographical dividers for the City of San Bernardino. Interstate 215 a)
is the major east-west divider, while State Route 210 is the major north-south divider. U
Interstate 10 is in the southern part of the city. Other major highways include State Route 206 Y
(Kendall Drive and E Street); State Route 66 (which includes the former U.S. 66); State Route a
18 (from State Route 210 north on Waterman Avenue to the northern City limits into the
mountain communities), and State Route 259, the freeway connector between State Route E
210 and 1-215.
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The Santa Ana River originates in the San Bernardino Mountains and flows southwest to the
ocean. The Santa Ana Watershed includes streams flowing south from the San Gabriel
Mountains and streams flowing north and west from the San Jacinto Mountains in Riverside
County.
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CITY OF SAN BERNARDINO Section 1 :
Emergency Operations Plan
SanBe Leo
Part IV— Hazard Specific Annex Hazard Specific Annex
The neighborhoods of San Bernardino are not commonly named. Some reflect geographical
regions that existed before annexation, and others originated with specific housing
developments. Arrowhead Springs extends from the historic Arrowhead Springs Hotel and a
Spa in the north to 1-210 in the south and from Shandin Hills in the west to east Twin Creek in o
the east. Del Rosa is the area generally between the foothills and Highland, Mountain and
Arden Avenues. Delmann Heights is the area north of Highland Avenue, west of 1-215, and a
east of the unincorporated area of Muscoy, California (which is within the city's sphere of o
influence for annexation as well as Devore).
d
Some portions of Highland are within the City, generally consistent with the portions of
historical "West Highlands" north of Highland Avenue. The City also contains the post office for w
Patton, California, the area coextensive with Patton Hospital. Mountain Shadows is the o
development name for the area between Palm Avenue and Highland Avenue to State Route a
330. The "West Side" is used generically to refer to the areas West of 1-215. North Loma Linda
is the area west of Mountain View Acres (the border with Redlands), south of the Santa Ana
River, north of the San Bernardino Freeway (1-10), and east of Tippecanoe Avenue. o
L
The area north of Northpark Boulevard from University Parkway to Electric Avenue, and the a
area north of 40th Street from Electric Avenue to Harrison Street is called Newberry Farms. N
The area west of University Parkway and north of Kendall Drive to the north city area is called
Verdemont. The "Bench" or"Rialto Bench" refers to the area with Rialto mailing addresses
T
between Foothill Boulevard and Base Line Street. o
0
The City is divided into several districts. Many hotels, restaurants, and retail establishments
have been built around Hospitality Lane in the southern part of the City, creating an informal o
business district. Downtown is its own district with shopping and government buildings. In the
foothills of the San Bernardino Mountains lies the University District, which is a commercial U.
area designed to support the California State University with shopping, dining, and high-
density residential space. o
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On the southern side of 1-215 and the University District is the Cajon Pass light-industrial
district where warehouses are situated to take advantage of this important connection between m
Southern California and the rest of the United States. On the opposite side of the city is the
San Bernardino International Gateway, which encompasses the San Bernardino International
Airport (SBD) and the Alliance California Logistics campus (air cargo hub).
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Nearby is the Burlington Northern Santa Fe rail hub. The combination of these assets (airport; Y
rail hub; extensive freeway system; and, Cajon Pass) makes the city important in the a
movement of goods and people between Southern California and the rest of the United States.
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The City is in the process of developing an historic district around the 1918 Santa Fe Depot,
which recently underwent a $15.6 million restoration. When completed, this area will connect Q
to the downtown district with period street lights and street furniture, historic homes and other
structures, a new museum, coffee bars and, a Mercado (market) with an architectural style in
keeping with the Mission Revival station.
3
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CITY OF SAN BERNARDINO Section 1:
Emergency Operations Plan
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Part IV— Hazard Specific Annex Hazard Specific Annex
1.4 Purpose of the Plan
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The intent of hazard mitigation is to reduce and/or eliminate loss of life and property. Hazard a.
mitigation is defined by FEMA as "any action taken to reduce or eliminate the long-term risk to 0
human life and property from natural hazards."A "hazard" is defined by FEMA as "any event or
condition with the potential to cause fatalities, injuries, property damage, infrastructure a
damage, agricultural loss, environmental damage, business interruption, or other loss." O
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The purpose of the Local Hazard Mitigation Plan (LHMP) is to demonstrate the plan for
reducing and/or eliminating risk in the City of San Bernardino. The LHMP process encourages
communities to develop goals and projects that will reduce risk and build a more disaster w
resilient community by analyzing potential hazards. By cooperatively and jointly together as a o
Local Planning team, the partners were able to develop common goals and objectives for a
mitigation efforts. _
The individual stakeholders can then take the goals and objectives back to their individual o
Special Districts for discussion, ranking and project development, and then bring the resulting a
projects back to the Local Planning Team. The Local Planning Team can then integrate all a
projects into the appropriate project listing to be acted upon by the most appropriate special N
District for the listed project.
After disasters, repairs and reconstruction are often completed in such a way as to simply o
restore to pre-disaster conditions. Such efforts expedite a return to normalcy; however, the
restoring of things to pre-disaster conditions sometimes result in feeding the disaster cycle;
damage, reconstruction, and repeated damage. Mitigation is one of the primary phases of o
emergency management specifically dedicated to breaking the cycle of damage.
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Hazard mitigation is distinguished from other disaster management functions by measures that
make City development and the natural environment safer and more disaster resilient. o
Mitigation generally involves alteration of physical environments, significantly reducing risks w
and vulnerability to hazards by altering the built environment so that life and property losses
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can be avoided or reduced. m
Mitigation also makes it easier and less expensive to respond to and recover from disasters.
With an approved (and adopted) LHMP, the City and its Special Districts are eligible for federal
disaster mitigation funds/grants (Hazard Mitigation Grant Program, Pre-Disaster Mitigation,
and Flood Management Assistance) aimed to reduce and/or eliminate risk. w
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1.5 Situation and Assumptions
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1.5.1 Situation U
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The organizations described or noted in this Hazard Specific Annex and/or the LHMP will be a
aware of significant emergency conditions as they arise. These conditions will trigger a
response consistent with the respective responsibilities and roles defined either by the City's
Emergency Operations Plan (EOP), the LHMP, or other legal and policy frameworks. The
4
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CITY OF SAN BERNARDINO Section 1:
Emergency Operations Plan
San�er�ar nu
Part IV— Hazard Specific Annex Hazard Specific Annex
responding organizations will be constrained in their response by the level of training,
readiness activities, and interagency coordination undertaken prior to the event.
n.
• The citizens of the City of San Bernardino will be expected to provide for their o
immediate needs to the extent possible for at least 72 hours following a catastrophic
event, or for at least 24 hours following a location-specific event. This may include a
public as well as private resources in the form of lifeline services. O
• A catastrophic earthquake would adversely impact the City, San Bernardino County,
and state government response capabilities. Consequently, a number of local
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emergencies will be declared. w
• Communications, electrical power, water and natural gas lines, sewer lines and fuel o
stations will be seriously impaired during the first 24 hours following a major earthquake a
and may not be fully restored for 30 days or more. c
• Transportation corridors will be affected so only equipment, foodstuffs, supplies, and
materials on hand will be available for use during the first 72 hours of emergency a
operations. �-
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• It is possible only emergency response personnel on duty at the time of a significant N
earthquake will be available during the first 6 hours. Mission capability may be available
within 24 hours.
• In event of a catastrophic earthquake, a clear picture regarding the extent of damage, CD
loss of life, and injuries may not be known for at least 36 hours.
• The City EOC's capability may be limited for at least 8 hours if communications links to 0
other agencies and City departments are degraded.
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• A Cajon Pass closure may limit the number of emergency response personnel available 1
to staff the primary EOC in or other emergency management organization functions for a
at least 12 hours. 0
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1.5.2 Assumptions
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• Essential City services will be maintained as long as conditions permit. a
• An emergency will require prompt and effective response and recovery operations by 5
City emergency services, disaster relief, volunteer organizations, and the private sector. s
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• All emergency response staff are trained and experienced in operating under the
NIMS/SEMS protocol. a
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• Environmental, technological, and civil emergencies may be of a magnitude and E
severity that State and Federal assistance is required.
• County support of City emergency operations will be based on the principal of self-help. a
The Cities/Towns will be responsible for utilizing all available local resources along with
initiating mutual aid and cooperative assistance agreements before requesting
assistance from the County.
5
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CITY OF SAN BERNARDINO Section 1:
Emergency Operations Plan
Part IV— Hazard Specific Annex Hazard Specific Annex
San Bernar nu
• Considering shortages of time, space, equipment, supplies, and personnel during a
catastrophic disaster, self-sufficiency will be necessary for the first hours or days
following the event. 0.
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• Parts or the entire City may be affected by environmental and technological 0
emergencies.
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• The United States Department of Homeland Security provides threat conditions over the O
United States and identifies possible targets.
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• Control over City resources will remain at the City level even though the Governor has
the legal authority to assume control in a State Declaration of Emergency. w
• City communication and work centers may be destroyed or rendered inoperable during o
a disaster. Normal operations can be disrupted during a general emergency, however, a
the City can still operate effectively if public officials, first responders, employees, _
volunteers, and residents are: t°
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• Familiar with established policies and procedures a
• Assigned pre-designated tasks a
• Provided with assembly instructions
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• Formally trained in their duties, roles, and responsibilities required during
emergency operations a-
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• The City's planning strategies will make every effort to consider the needs of the o
general population, children of all ages, individuals with disabilities and others with Ln
access and functional needs, immigrants, individuals with limited English proficiency,
and diverse racial and ethnic populations. o
1.6 LHMP Hazard Analysis Summary U_
One of the key elements of the LHMP plan and at the core of the planning process is Risk o
Assessment. The risk assessment process: evaluates the potential loss from a hazard event w
by assessing the vulnerability of buildings, infrastructure, and people.
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Risk assessment identifies the characteristics and potential consequences of hazards, how N
much of the City could be affected by a hazard, and the impact on City area assets. The LHMP a
risk assessment process included four (4) basic steps which will be addressed in greater detail
in Section 2— RISK ASSESSMENT:
U
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1. Hazard Identification and Screening: identify all of the natural hazards present in the a
community and screen to help prioritize/rank the hazards of greatest concern.
2. Hazard Profiling: review of historic occurrences and assessment of the potential for
future events. f4
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3. Asset Inventory: identification of exposed buildings, infrastructure and population. a
4. Vulnerability Assessment: Determination of potential losses or impacts to buildings,
infrastructure and population.
6
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CITY OF SAN BERNARDINO Section 1:
Emergency Operations Plan Hazard Specific Annex
Part IV— Hazard Specific Annex
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The intent of screening of hazards is to help prioritize which hazard creates the greatest
concern in the community. Because the 2005 LHMP process used to rank hazards (Critical
Priority Risk Index (CPRI) software) is not being utilized again, an alternative approach was o.
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implemented. o
The Planning Team agreed to utilize a non-numerical ranking system for the LHMP update
process. This process consists of generating a qualitative ranking (High, Medium, or Low) O
rating for: 1) probability; and, 2) impact from each hazard. To further assist with the process,
the following definition of"High", "Medium", and "Low" probability and impacts are being
provided (NOTE: these definitions were utilized in the 2005 LHMP process): Q
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Probability: c
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High: Highly Likely/Likely
Medium: Possible
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Low: Unlikely a
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Impact:
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High: Catastrophic/Critical
Medium: Limited co
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Low: Negligible
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The hazards were then placed into a matrix with the appropriate/corresponding box/cell. The °
table below (Figure 1.6.1) is an example of how the process will capture the results.
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Figure 1.6.1: Risk Assessment Matrix
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After all hazards had been analyzed, the Planning Team then determined which Probability a
and Impact category (i.e., High Impact; High Probability, Medium Impact) the community will
focus on over the next five (5) years. An example of how the hazards may be prioritized follows
(Figure 1.6.2) (Red equaling high priority):
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Part IV— Hazard Specific Annex Hazard Specific Annex
Figure 1.6.2; Probability and Impact Matrix
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After identifying the "higher" priority hazards in the community, each of the "high" priority
hazards were profiled. The hazard profiling include the incorporation of all new information, >
material, and reports to better help the Planning Team and the community understand the o
hazard. Additionally, for each of the profiled hazards, the Planning Team then analyze the a
community's exposure to each hazard (inventory of assets) and the potential impact under
scenario events. The Planning Team will use HAZUS and a recent project completed within N
the City of San Bernardino to produce this information.
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1.7 Set Goals o
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Goal setting was approached by the Planning Team as a two layered process. The first layer
involved the stakeholders acting together as the Planning Team. The second layer involved °
the City Departments working internally to coordinate those goals identified by the Planning
Team with the goals identified internally by the Special Districts. U_
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The Planning Team validated and identified new Goals and Objectives for the LHMP update. o
The Planning Team reviewed the hazard exposure and scenario impacts developed during the
Risk Assessment portion of the process. With a firm understanding of the risk the community is
potentially facing, the Planning Team then re-evaluated the 2005 Local Hazard Mitigation Plan ca
Goals and Objectives; assessed their status and effectiveness in meeting the 2005 Mitigation a
Measures and identified new Goals and Objectives.
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The Planning Team also reviewed the City's General Plan, the State of California LHMP, the
SB County Operational Area LHMP, Floodplain Management Plans, Task Force After -Action, a
and/or documents, and adjacent local jurisdiction LHMPs to ensure the Goals and Objectives
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were comprehensive and compatible.
1.8 Review and Propose Mitigation Measures Y
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After the Goals and Objectives were established, the Planning Team then turned to identifying
projects under each Goal and Objective that could be implemented to help reduce and/or
eliminate the impacts from the priority hazards.
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As part of this process, the Planning Team reviewed the projects in the 2005 LHMP to
determine which are completed, which are ongoing, and which were deferred. For projects that
were not completed the Planning Team validated whether or not the project was necessary. o-
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With a firm understanding of past accomplishments and a good understanding of the potential
exposure and scenario impacts from the Risk Assessment section, the Planning Team then Q
started to identify projects that will help reduce and/or eliminate the risk for the high priority o
hazards. Again, a two layer approach was used.
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The Planning Team as a whole identified common projects. These common projects were then Q
coordinated internally by the Special Districts and the City to develop a common list of w
projects. After a list of all possible projects has been identified, the Planning Team then went o
through the process of prioritizing the projects. a
The Planning Team adopted the STAPLEE methodology, which stands for:
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Social—The public must support the overall implementation strategy and specific mitigation a
actions. Therefore, the projects will have to be evaluated in terms of community acceptance. a
Technology—It is important to determine if the proposed action is technically feasible, will
help to reduce losses in the long term, and has minimal secondary impacts. Determine
whether the alternative action is a whole or partial solution, or not a solution at all.
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Administrative—Under this part of the evaluation criteria, examine the anticipated staffing,
funding, and maintenance requirements for the mitigation action to determine if the o
jurisdiction/special district has the personnel and administrative capabilities necessary to
implement the action or whether outside help will be needed S
17
Political—Understanding how the community and State political leadership feel about issues a
related to the environment, economic development, safety, and emergency management. This w
will provide valuable insight into the level of political support you may have for the mitigation
activities and programs. Proposed mitigation objectives sometimes fail because of a lack of
political acceptability. Cn
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Legal—Without the appropriate legal authority, the action cannot lawfully be undertaken.
When considering this criterion, determine whether the jurisdiction has the legal authority at E
the State, or local level to implement the action, or whether the jurisdiction must pass new laws
or regulations. w
Each level of government operates under a specific source of delegated authority. As a
general rule, most local governments operate under enabling legislation that gives them the =
power to engage in different activities. Identify the unit of government undertaking the
mitigation action, and include an analysis of the interrelationships between local, regional, a
State, and Federal governments.
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Legal authority is likely to have a significant role later in the process when the State or
community will have to determine how mitigation activities can best be carried out, and to what R
extent mitigation policies and programs can be enforced. a..
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Economic—Every local government experiences budget constraints at one time or another.
Cost-effective mitigation actions that can be funded in current or upcoming budget cycles are Q
much more likely to be implemented than mitigation actions requiring general obligation bonds o
or other instruments that would incur long-term debt to a community.
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Local communities with tight budgets or budget shortfalls may be more willing to undertake a
mitigation initiative if it can be funded, at least in part, by outside sources. "Big ticket" mitigation w
actions, such as large-scale acquisitions and relocation, are often considered for Q
implementation in a post-disaster scenario when additional Federal and State funding for a
mitigation is available.
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Environmental–Impact on the environment is an important consideration because of public ;
desire for sustainable and environmentally healthy communities and the many statutory a
considerations, such as NEPA, to keep in mind when using Federal funds. The Planning Team a
needed to evaluate whether, when implementing mitigation actions, there would be negative n
consequences to environmental assets such as threatened and endangered species,
wetlands, and other protected natural resources.
1.9 Draft the Local Hazard Mitigation Plan (LHMP) CD
The Local Hazard Mitigation Plan Update was drafted by the Project Manager, based on input o
and comments provided by the Planning Team. This process started with the City Departments
providing information to the Planning Team through their liaison on the Planning Team. After S
the Planning Team ranked and prioritized the materials, the liaisons returned to their
respective Departments to vet the Planning Team's work. a
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The Planning Team then worked together with the vetted materials to produce the draft
LHMP.As mentioned earlier, each section was reviewed and updated as necessary. While
some Planning Team members are responsible for the updating select sections, all members N
are responsible for reviewing and commenting on the entire LHMP. The Planning Team a
Project Manager was responsible for version control and distribution of the final LHMP for
review. E
Once the LHMP update was drafted, the Planning Team provided opportunities for the public a
to review and comment on the plan. After the public comment period was closed, the Planning
Team finalized the plan and forwarded to Cal EMA and FEMA for approval.
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1.10 Adopt the Plan w
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The City of San Bernardino City Council (Common Council) created each of the Departments
to provide a specific service to a particular area/population of City of San Bernardino. The
Council takes action on behalf of each Department whenever governance items are
necessary. The Council is responsible for the review, approval, and adoption of the LHMP
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update for the City of San Bernardino. It is also the intent of Council to ensure the LHMP
update remains a part of the City of San Bernardino General Plan.
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The LHMP is currently under review, after Cal OES and FEMA have approved the LHMP a
update, it will be adopted by Council. The item will be part of the consent calendar subject to a
public hearing if necessary. The LHMP will be listed on the agenda with the plan being made a
available electronically to the general public for at least three (3) business days prior to the City O
Council's meeting date. Any member of the public can make comments on the Plan during the
meeting prior to any action by the City Council.
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CITY OF SAN BERNARDINO Section 2:
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• . - RISK ASSESSMENT
The goal of mitigation is to reduce and/or eliminate the future impacts of a hazard including
property damage, disruption to local and regional economies, and the amount of public and o
private funds spent to assist with recovery. However, mitigation should be based on an
assessment of the risk. o
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Risk assessment evaluates the potential loss from a hazard event by assessing the
vulnerability of buildings, infrastructure, and people. It identifies the characteristics and a)
potential consequences of hazards, how much of the City could be affected by a hazard, and E
the impact on City area assets. The LHMP risk assessment approach consists of four (4) w
components: 0
• Hazard identification — Identification and screening of hazards. a
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• Hazard profile — Review of historic occurrences and assessment of the potential for
future events. o
• Asset inventory— Identification of exposed buildings, infrastructure and population. a
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• Vulnerability assessment — Determination of potential losses or impacts to buildings,
infrastructure and population.
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2.1 Hazard Identification
2.1.1 Hazard Screening Criteria o
The first step was to identify which natural hazards exist in the City area. To assist with this LL
identification, an extensive data collection and document review effort was conducted. 17
Identifying new or emerging hazards, obtaining updated hazard maps, hazard probability a
research studies and reports, reviewing data from new or updated local plans (i.e. Safety o
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Element of the City of San Bernardino 2005 General Plan, threat assessments, disaster
planning scenarios, community wildfire protection plans, etc.) and obtaining information about
emergencies or disasters that have occurred since the 2005 LHMP provided valuable insights Cn
into which parts of the risk assessment, and the overall LHMP, warranted updates. a
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Starting with the 2005 LHMP and augmenting as necessary, the Planning Team identified the E
following thirteen (13) hazards: U
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❑ Wildfires ❑ Lightning a
❑ Flood ❑ Extreme Heat
❑ Earthquake/Geologic Hazards ❑ Extreme Cold
❑ Dam Inundation ❑ Hail a
❑ Infestation ❑ Tornado
❑ Drought ❑ Winter Storm (Heavy Snowfall)
❑ High Winds/Straight Line Winds
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This list represents an update to the list of hazards used in the 2005 LHMP; hazards added to
the current list include Dam Inundation, Extreme Cold, and Winter Storm (Heavy Snowfall).
Severe Thunderstorms have been removed as a stand-alone hazard, as the more damaging a
hazards caused by thunderstorms (high winds, lightning, hail, and tornado) are captured o
individually.
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2.1.2 Hazard Assessment Matrix o
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The intent of assessing hazards is to help prioritize which hazard(s) create the greatest
concern(s) in the City area. All of the identified hazards were ranked in the 2005 LHMP using
the Critical Priority Risk Index (CPRI) software developed by Visual Risk Technologies. W
Because the process used to rank hazards in the 2005 Local Hazard Mitigation Plan a
development process (the Critical Priority Risk Index (CPRI) software) was not utilized for the a
LHMP update, an alternative approach was used. _
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The Planning Team implemented a qualitative ranking system for the LHMP update process; a o
non-numerical rating (High, Medium, or Low) was determined for both the 1) probability and 2) a
expected impact from each screened hazard. a
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Using the hazard rankings from the 2005 LHMP, information on hazard occurrences during the
last five years, and available data on specific hazard probabilities, the Planning Team
assessed each hazard. A discussion of each hazard is provided below. The following
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definitions of"High," "Medium," and "Low" probability and impacts were used. (NOTE: these LO
categories were also utilized in the 2005 LHMP process):
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Probability:
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• High: Highly Likely/Likely. There may or may not have been historic occurrences of the
hazard in the community or region but experts feel that it is likely that the hazard will o
occur in the community. Citizens feel that there is a likelihood of occurrence. W
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• Medium: Possible. There may or may not have been a historic occurrence of the
hazard in the community or region but experts feel that it is possible that the hazard co
could occur in the community. Citizens may feel that there is a likelihood of occurrence. a
• Low: Unlikely. There have been no historic occurrences of the hazard in the community
or region and both experts and citizens agree that it is highly unlikely that the hazard will E
occur in the community.
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Impact:
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• High: Catastrophic/Critical. Both experts and citizens feel that the consequences will be
significant in terms of building damage and loss of life. a
• Medium: Limited. Consequences are thought to be modest in terms of building damage
and loss of life, limited either in geographic extent or magnitude.
Low: Negligible
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The hazard assessments for the thirteen (13) hazards identified by the Planning Team are
summarized below: R
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Wildfire: Probability—High, Impact-Medium o
Wildfires present a significant potential for disaster in City of San Bernardino, a region with a
relatively high temperatures, low humidity, and low precipitation during the summer, followed o
by a fall season that includes high velocity, very dry "Santa Ana" winds. Between 2005 and
2013, 1966 wildfires burned over 3309 acres in City of San Bernardino.
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Wildfires have the potential to cause significant damage and potential loss of life, as w
demonstrated by the 2003 Old Fire which resulted in $16.8 million in damage and one fatality, o
the total number of fire whose costs, including both property loss and fire suppression, totaled a
more than $1.8 million. The Planning Team agreed that the probability of future wildfire events -�
was High, with the potential for very significant impacts.
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Flood: Probability—High, Impact—High a
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Destructive flooding is a common occurrence in City of San Bernardino; severe storms and
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heavy rainfall have caused 20 flood events since 2005. Most of the City has the potential for
flooding, as shown by the Flood Hazard Areas mapped by FEMA in the recently updated Flood �-
Insurance Rate Map (FIRM), (Figure 2.1.3)
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In addition; much of the county is expected to be at risk for alluvial fan flooding, as mapped by
the Alluvial Fan Task Force (Figure 2.1.4). Consequently, the Planning Team determined that o
the Probability of future flood events is High, with the potential for very significant (High)
impacts.
Figure 2.1.3: 2013 FEMA Flood Hazard Areas a
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City of San Bernardino Flood Riak Areas
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CITY OF SAN BERNARDINO Section 2:
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Part IV— Hazard Specific Annex Risk Assessment
Figure 2.1.4: 2010 Potential Alluvial Fan Areas
Areas Potentially Containing Alluvial Farms C.
Derived from GiS Dataset by P8SJ Corporation N
Alluvial Fan Task force c
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Earthquake/Geologic Hazards: Probability—High, Impact—High
The City lies in a seismically active region of southern California that has been subjected to co
earthquakes in the past and will be subject to earthquakes in the future. Numerous known
active and potentially active faults traverse the City. An earthquake occurring on one or more o
of these faults is perhaps the most threatening geologic hazard to the City with respect to life
and property loss. Seismic hazards resulting from earthquakes include ground shaking, ground
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surface rupture, landslides and slope instability, liquefaction, differential seismic settlement,
seiche, and dam inundation. a
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The probability of a significant (M6.7 or greater) earthquake occurring in Southern California in
the next 30 years has been estimated to be 97% by the 2007 California Working Group on
Earthquake Probabilities, as shown in (Figure 2.1.5). Earthquakes have the potential to cause in
widespread building damage, economic loss, and population impacts such as injury, death, a
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and displacement.
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For the M7.8 "Shakeout" scenario earthquake on the Southern San Andreas Fault, building
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damage in City of San Bernardino is expected to exceed $13 billion (see Section 4.4 for a
additional information on the ShakeOut and other earthquake scenarios modeled for the risk
assessment). Accordingly, the Planning Team agreed that the probability of future earthquake E
events is High, with the potential for catastrophic impacts.
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CITY OF SAN BERNARDINO Section 2:
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San fern mo
Figure 2.1.5: 2013 California Area 30-Year Earthquake Probabilities
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Dam Inundation: Probability—Low, Impact—High
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As mapped for the City of San Bernardino's General Plan, there is one area of dam inundation c
potentially impacting the low laying areas of City of San Bernardino, as shown in (Figure 2.1.6) u_
However; there were no dam inundation occurrences in the City of San Bernardino between
2005 and 2014. Accordingly, dam failure or inundation resulting from over-topping was a
considered by the Project Team to be unlikely (Low Probability), with the resulting potential ,0,,
impacts assumed to be severe (High Impact).
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Figure 2. 1.6: Seven Oaks Dam inundation r0°q
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4CITY OF SAN BERNARDINO Section 2:
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Infestation: Probability—Low, Impact—Low
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Emergencies related to insect infestation have only impacted the City of San Bernardino to a n
minor degree in the last decade, including the mosquito-borne West Nile Virus in 2007. _
Future infestation issues were determined by the Planning Team to be possible (Low), with the
impact generally expected to be low (Low Impact). Q
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Drought: Probability—Medium, Impact—Medium
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Drought emergencies have been declared in California as recently as 2009, but have primarily E
affected agricultural areas of the Central Valley. There were no significant drought events in W
the City of San Bernardino between 2005 and 2013. The Planning Team decided that while the c
potential for future drought events was Medium, the local impact of drought is expected to be a
limited (Medium Impact).
High Winds/Straight Line Winds: Probability—High, Impact—Low o
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Straight-line winds are any winds not associated with the rotation of a tornado. Straight-line a
winds are responsible for most thunderstorm wind damage. Straight-line winds can exceed
125 mph, and knock down trees and power lines. Damaging high wind events occurred in the
City in 2007, when high winds and thunderstorms brought down trees and fences, and in 2010,
, when straight-line winds exceeding 60 miles per hour felled trees and damaged power lines.
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Another type of high winds are the "Santa Ana" winds, which commonly occur between
October and February, and can reach speeds of more than 100 miles per hour. Santa Ana o
winds are warm, dry winds which descend from the high desert, down the mountains into the
Southern California Basin. The most significant hazard associated with Santa Ana winds is an U_
increased wildfire danger, but Santa Ana winds can also cause downed trees and power lines,
and property damage, as well as causing potentially hazardous conditions for aircraft and o
boaters. W
The Planning Team concluded that the probability of experiencing future damaging winds is m
High, with low potential for Impacts. The City of San Bernardino has experienced 9 significant N
high wind events in the time frame of 1/2005-11/2011. a
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Lightning: Probability—High, Impact—Medium
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Relative to most of the U.S., lightning strikes occur less frequently in Southern California, as a
shown in the annual lightning incidence map available from the National Weather Service
(Figure 2.1.7). The average lightning flash density in the City of San Bernardino area is very E
low, between 0.0 and 1.0 flashes per square kilometer per year.
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In 2009, there were 2 fatalities from lightning strikes statewide, of the 34 total throughout the
US. Although there were no significant lightning events in the City of San Bernardino between
2005 and 2014, the Planning Team determined that the probability of future lightning events
was High, but that such events would have only limited impacts (Medium Impact).
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Figure 2,1.7. 2005 - 2014 Lightening Flash Density Map
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Lightning Fatalities by State, 2005-2014 N
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Extreme Heat: Probability—High, Impact—Medium
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According to the CDC, "...conditions of extreme heat are defined as summertime temperatures
that are substantially hotter and/or more humid than average for location at that time of year." o
Exposure to extreme heat can result in illness (such as heat stroke or heat exhaustion) or
death for those at greatest risk, including: U-
• Infants and children up to four years of age; a
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• People who overexert during work or exercise;
• People 65 years of age or older; m
• People who are ill or on certain medications; and a
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• People who are overweight
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While extreme heat can occur virtually anywhere in the County, measures to prevent illness o
are generally common sense, including staying cool indoors, keeping hydrated, limiting a
physical activity, and monitoring those at highest risk.
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Recent extreme heat events within the City of San Bernardino include a 2006 Excessive Heat 0
& Power Outage event affecting the entire City, which escalated to a Stage One CAISO Power .2
Emergency, and a 2010 incident impacting the Southeastern Desert Region. Therefore, the
CePlanning Team determined that the probability of future Extreme Heat events was High, with
the potential for Medium impacts.
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Extreme Cold: Probability—Low, Impact—Low
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Extreme cold can result in damage to crops, damage to homes and businesses (e.g., from a
burst pipes), and can cause significant health problems, such as hypothermia and frostbite. o
Recent extreme cold events in within the City include the January 2007 Extreme Cold
Emergency and the January 2008 Winter Weather Event. These events caused burst pipes in Q
some residences, businesses, and public facilities. The Planning Team concluded that future o
Extreme Cold events were possible (Low Probability), and that the overall expected impact
would be negligible (Low Impact).
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Hail: Probability—Low, Impact—Low W
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Hail causes approximately $1 billion in damage in the US each year. Much of the damage a
inflicted by hail is to crops, but vehicles, roofs, and landscaping also suffer hail damage. _
(Figure 2.1.8) shows the mean number of hail days per year (with hail of 3/4" diameter or
greater, or causing damage) within 25 miles of a given point, using data from 1995 – 1999. As c
shown the threat of hail in the City of San Bernardino area is very low. a
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There were no significant hail events in the City of San Bernardino between 2005 and 2014. N
Accordingly, the Planning Team determined that future hail events were possible (Low
Probability), and would be expected to have negligible (Low) impacts.
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Figure 2.1.8: 1955 -2014 Hail Threat Map
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Tornado: Probability—Low, Impact—Low
Tornadoes occur infrequently in California, which has a statewide average of just 5 tornadoes n
a year. This is significantly less than states located in the US' "tornado alley," which can o
experience as many as 50 – 100 tornadoes per year, as shown in (Figure 2.1.9). In addition,
most California tornadoes are considered "weak"; the historical average occurrence rate of Q
Strong –Violent (F2-F5) tornadoes in California is zero, as shown in (Figure 2.1.10). o
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There were no significant tornado events in the City of San Bernardino between 2005 and
2014. Accordingly, the Planning Team concluded that the probability of future tornado events
was unlikely (Low Probability), with an expectation of minimal impacts (Low Impact). w
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Figure 2.1.9: 1953 - 2004 Average Annual Tornadoes by State a
Annual Average Number of Tornadoes, 1953-2004
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Figure 2.1.10: 1991 - 2010 Average Annual Number of EF3 Tornadoes Y
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Average Annual Number of EF3-EF5 Tornadoes
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CITY OF SAN BERNARDINO Section 2:
Emergency Operations Plan Risk Assessment
Part IV— Hazard Specific Annex
San�e mo
Winter Storm (Heavy Snowfall): Probability—Medium, Impact—Medium
Winter storms with heavy snowfall can result in road closures, power outages, and require a
significant snow removal efforts, typically in the Mountain regions of the County. Recent events c
include the January 2010 Winter Storms, and the Winter Weather Incidents of 2008 (which 0
resulted in closure of Interstate 15 and the need to shelter stranded travelers). a
0
The Planning Team determined that the probability of future occurrences is Medium, that the
Impacts are Medium.
a�
Based on the above discussion by the Planning Team, the hazards were placed into the w
matrix. The resulting categorization of each hazard is shown in the Hazard Assessment Matrix o
given in (Figure 2.1.11). a
Figure 2.1.11: Hazard Assessment Matrix @
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Impact Q.
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Flood Wildfire High Winds/ Straight
Earthquake/ Drought Line Winds
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Hazards Extreme Heat
Medium Winter Storm (Heavy o
Snowfall)
Tornado
Hail a
Low Dam Inundation
Extreme Cold w
Infestation
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2.2 Hazard Prioritization Q
The Planning Team then determined that the City should focus over the next five (5) years on
hazards that fell within the HIGH "Probability" and "Impact" categories. While all the hazards
present a potential problem in the City, the Planning Team felt that if they were able to reduce w
or eliminate the risk from these hazards, it would provide a greater service to the people within a
r
the jurisdiction.
(Figure 2.2.1) on the following page illustrates how the final prioritization of the hazard; the o
"Green" colored box represents the highest priority hazards; and the "White" colored boxes a
represent lower (second and third tier) priority hazards.
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CITY OF SAN BERNARDINO Section 2:
Emergency Operations Plan
Part IV— Hazard Specific Annex Risk Assessment
San Ber�ar mo
Figure 2.2. 1: Prioritized Hazard Matrix
Impact
High Medium c
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Flood Wildfire
High Winds/ Straight a
a Earthquake/ Drought Line Winds
Geologic Lightning
Hazards Extreme Heat
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Medium Snowfall) a
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Hail -o
Low Dam Inundation Extreme Cold f°
Infestation o
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The following sections profile these higher priority hazards in more depth, discuss the ¢
exposure of assets to these hazards in the City, and estimate losses or assess risk for CN
significant events associated with these hazards.
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part IV— Hazard Specific Annex
San aerear ino
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5.I.b
CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan
Part IV— Hazard Specific Annex Hazard Profile
Sae eery iao
PART - PROFILE
This section discusses the highest priority natural hazards the City areas and Special District
areas are expected to experience; wildfire, earthquake/geologic hazards, and flood. o
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3.1 Flood C.
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Floods are the most common and widespread of all natural disasters faced by the City. Most C:
communities in the United States have experienced some kind of flooding during or after
spring rains, heavy thunderstorms, winter snow thaws, or summer thunderstorms.
w
A flood, as defined by the National Flood Insurance Program is: "A general and temporary o
condition of partial or complete inundation of two or more acres of normally dry land area or of a
two or more properties (at least one of which is the policyholder's property) from
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• Overflow of inland or tidal waters, or o
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• Unusual and rapid accumulation or runoff of surface waters from any source, or Q
• Mudflow, or N
• Collapse or subsidence of land along the shore of a lake or similar body of water as a
result of erosion or undermining caused by waves or currents of water exceeding
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anticipated cyclical levels." tn
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Floods can be slow or fast rising but generally develop over a period of hours or days. o
Mitigation includes any activities that prevent an emergency, reduce the chance of an 16
emergency happening, or lessen the damaging effects of unavoidable emergencies. Investing U-
in mitigation measures now, such as: engaging in floodplain management activities,
constructing barriers, such as levees, and purchasing flood insurance will help reduce the o
amount of structural damage to structures and financial loss from building and crop damage w
should a flood or flash flood occur.
U
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The standard for flooding is the 1% annual chance flood, commonly called the 100-year flood, N
the benchmark used by the Federal Emergency Management Agency (FEMA) to establish a a
standard of flood control in communities throughout the country. The 1% annual chance flood a)
is also referred to as the base flood. s
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The 1% annual chance flood is the flood that has a 1% chance of being equaled or exceeded a
in any given year and it could occur more than once in a relatively short period of time. By
comparison, the 10% flood (10-year flood) means that there is a 10% chance for a flood of its E
size to occur in any given year.
r
(Figure 3.1.1) on the following page provides flood hazard data for the City of San Bernardino a
as mapped in FEMA's National Flood Hazard Layer for California (April, 2010). Mapped areas
include areas subject to inundation by the 1% Annual Chance Flood (also referred to as the
100-year flood), and areas subject to inundation in the 0.2% Annual Chance Flood (500-year
flood).
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CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan
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!80 llie mo
Part IV- Hazard Specific Annex Hazard Profile
Figure 3.1.1: Flood Risk Areas
City of San Bernardino Flood Risk Areas 0-
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Flash Flooding
Flash flooding tends to occur in the summer and early fall because of the monsoon rains and is U-
typified by increased humidity and high summer temperatures. Flash flooding causes road and a
bridge wash outs and erosion of earthen channels and basins when they occur near these w
facilities. r
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The City may experience street closures for several days due to sediment transport and road co
damage. The urban valley also can experience flash flooding in its narrow canyons and within a
the many unimproved creeks and interim channels feeding the Santa Ana River. The valley
floor in many areas is very flat so even minor rain events can produce flooding of roads and =
private property.
In coordination between the City and San Bernardino County Flood Control District, Master
Q
Drainage plans have been prepared for the City to provide a plan for reducing flooding due to
minor storms. However, local resources are not sufficient to cover the cost of the construction
of the drainage systems. The densely populated urban valley region of the City contains the r
headwaters of the Santa Ana River. The San Gabriel and San Bernardino Mountains border a
the North side of the valley are steep reaching 5,000 feet with alluvial fans which are
developed and densely populated.
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CITY OF SAN BERNARDINO Section 3:
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Sas a mo
Part IV— Hazard Specific Annex Hazard Profile
As cited in the City General Plan, the City has experienced severe and widespread flooding
throughout its history. Data from 1/2005-11/2011 shows 20 flash flood events in the City of San
Bernardino. There is no data on the dollar loss. Several major drainage basins have the �-
potential to subject residents and structures to a high risk of flooding. The City has entered into 0
an agreement to participate in the National Flood Insurance Program (NFIP), which provides R
flood insurance within designated floodplains.
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StormReady
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City of San Bernardino is working towards becoming a StormReady city. 0
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Alluvial Fan Taskforce
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In December of 2002, the California Floodplain Management Task Force Report
recommended that, "The State should convene a task force specifically for alluvial fans, with 0
stakeholder participation, to review the state of knowledge regarding alluvial fan floodplains, c
determine future research needs, and, if appropriate, develop recommendations relating to a
alluvial fan floodplain management, with an emphasis on alluvial fan floodplains that are being a
considered for development." N
The primary purpose of the Alluvial Fan Taskforce Findings and Recommendations Report r
(July 2010) and The Integrated Approach for Sustainable Development on Alluvial Fans (July o
2010) documents are to provide a non-prescriptive and flexible model that local governments Ln
can use at their own discretion, adapting to local conditions and needs, that supports wise
future land use decisions associated with development on alluvial fans. o
i
The City of San Bernardino will review and analyze the findings and recommendations from U_
the recently released Alluvial Fan Taskforce reports, provided that funding for this task is
available. The review and analysis would determine whether or not additional amendments to 0
development standards or polices are merited. w
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Severe weather events leading to flooding are listed in (Table 3.1.2); several major events are
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discussed below.
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Table 3.1.2: 2005— Present Severe Weather Events
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7/7/2006 Thunderstorms-Flooding a
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10/13/2006 Thunderstorms and Flooding
11/30/2007 Heavy Rains
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8/30/2008 August Thunderstorms a
1/18/2010 January 2010 Winter Storms
12/17/2010 December 2010 Winter Storm Event
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CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan Hazard Profile
Part IV— Hazard Specific Annex
3.2 Wildfire
Wildfires present a significant potential for disaster in the City, a region of relatively high a
temperatures, low humidity, and low precipitation during the summer. This long summer o
season is followed by a fall season that is famous for high velocity, very dry winds that come ;�
out of the desert. The Santa Ana winds very consistently arrive from the middle of October to Q
the end of November. In and of themselves, these weather patterns would be of little O
significance without the un-naturally dense forest and the dense undergrowth that has been
allowed to grow unabated for the last several decades. Compounding the vegetative growth C
that has occurred is the unchecked development of substantial housing and businesses in the
foothill portions (Wildland-Urban Interface) of the City. W
c.
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In order to mitigate much of the wildfire danger resulting from an overly dense forest, the City a
of San Bernardino along with neighboring jurisdictions developed and implemented the =
Mountain Area Safety Task Force (MAST). MAST provides a single point of coordination for
numerous Federal, State, and local agencies that perform a multitude of tasks related to 0
creating fire safe communities. MAST provides an extensive Fuels Reduction Program, which a
began with removal of dead hazardous trees from areas threatening electrical transmission a
lines, evacuation routes, and structures within the San Bernardino Mountains. As additional N
hazards were identified, such as green fuel load density and wood shake roofs on structures
within the San Bernardino Mountains, programs were developed to reduce or eliminate the
Now hazard. co
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LO
The Fire Severity Zones for the City of San Bernardino identify areas of Very High, High, and
Moderate fire hazard severity throughout the County (Figure 3.2.1). Fire Severity Zones are o
used in determining additional protective measures required when building new structures or
remodeling older structures within the particular zone. Additional measures must be taken on U-
the property around a structure in the higher ranked fire Severity Zones.
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Figure 3.2.1: Fire Hazard Severity Zones w
city of Ban Bernardino Fire 30"t"y Zones .,. U
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CITY OF SAN BERNARDINO Section 3:
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fie`. taa
Part IV— Hazard Specific Annex Hazard Profile
3.2,2 Wildfire Occurrences
Wildfire locations from 2000 — 2011 are shown in (Figure 3.2.3). In the past five years (since a
the 2005 LHMP was approved) there have been 2 significant wildland fires within the City of c
San Bernardino. These fires are listed in (Table 3.2.4) and several of the more damaging fires
are discussed below. a
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Figure 3.2.3: 2000 —2011 Wildfire History
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City at San Bernardino WUi Fire F11#tory 2004-2011. 8►
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1. 10/13/2008 Interstate 215 Fire 250 N
2. 10/14/2008 Little Mountain Fire 225
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3. 1/20/2005 thru 5/11/2011 Multiple small wildland fires 3,309
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San Bernardino has had 1,966 wildland fires between January 2005 and December 2011.
Most of these fires were held to 1 acre due to rapid response and an aggressive wildland
inspection program. Large fires typically cycle every 15-20 years. This occurs when the annual a
grasses and scrub oak regrow on the interface creating a large fire load. With the straight line
winds blowing on this fuel bed, it is impossible to stop these fires from burning into the City of
San Bernardino.
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CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan Hazard Profile
Part IV— Hazard Specific Annex
San Ber loo
Several fires were wind driven by high Santa Ana winds in the area. Total costs of the fires
including property loss and suppression costs were $1.8 million. The Panorama and Old Fires
all occurred in the City's mapped Very High Fire Severity Zone. Both fires followed roughly the a
same path into the city. It can be expected for another similar fire to occur in the next 15-20 0
years.
d
Mitigation efforts have reduced but not eliminated the threat from wildfire. The strong fall winds o
that are capable of creating firestorms cannot be controlled and drought cannot be controlled.
Fuels reduction programs reduce the potential spread of fire, upgraded Building Codes make
structures more fire resistant, and public education prepares residents for wildfires. However,
the threat of wildfire remains. The continuing goal is to reduce the threat from wildfire wherever W
possible. o
3.3 Earthquake/Geological Hazards
An earthquake is a sudden, rapid shaking of the earth caused by the breaking and shifting of c
rock beneath the earth's surface. For hundreds of millions of years, the forces of plate a
tectonics have shaped the earth as the huge plates that form the earth's surface move slowly a
over, under, and past each other. Sometimes the movement is gradual. At other times, the Ln
plates are locked together, unable to release the accumulating energy. When the accumulated
energy grows strong enough, the plates break free, causing the ground to shake. Most
earthquakes occur at the boundaries where the plates meet; however, some earthquakes
occur in the middle of plates. LO
Ground shaking from earthquakes can collapse buildings and bridges; disrupt gas, electric, o
and phone service; and sometimes trigger landslides, avalanches, flash floods, fires, and
huge, destructive ocean waves (tsunamis). Buildings with foundations resting on U.
unconsolidated landfill and other unstable soil, and trailers and homes not tied to their
foundations are at risk because they can be shaken off their mountings during an earthquake. o
When an earthquake occurs in a populated area, it may cause deaths and injuries and W
extensive property damage.
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Earthquakes can strike suddenly and without warning. Earthquakes can occur at any time of
the year and at any time of the day or night. On a yearly basis, 70 to 75 damaging earthquakes a
occur throughout the world. (See Figure 3.3.1) on the following page shows the locations of
major faults in California, including the four (4) major faults in Southern California in relation to s
the City of San Bernardino.
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These faults are the Southern San Andreas, the San Jacinto, the Elsinore, and the Garlock
Faults. There are also many smaller faults within the City capable of producing significant E
earthquakes. However, these four faults are considered by the United States Geological
Survey (USGS) and the California Geological Survey (CGS) to be the most dangerous in the a
County.
Other geologic hazards include liquefaction and landslides. Both occur during and after
earthquakes.
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CITY OF SAN BERNARDINO Section 3:
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Part IV— Hazard Specific Annex Hazard Profile
San Bernar no
Figure 3.3.1; Major California Faults
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MAJOR CALIFORNIA FAULTS O
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CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan
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(Ohl, Part IV— Hazard Specific Annex Hazard Profile
(Table 3.3.2) shows earthquakes greater than Magnitude 4.0 that have been felt within the City
of San Bernardino area in the last five years, however none caused notable damage in City of F
San Bernardino. a
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Table 3.3.2: 2005—2013 Earthquakes City of San Bernardino
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6/12/2005 Anza 5.2 d
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6/16/2005 Yucaipa 4.9
7/29/2008 Chino Hills 5.4 w
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1/9/2009 San Bernardino 4.5
3/16/2010 Chino Hills 4.4 c
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4/4/2010 El Mayor-Cucapah Earthquake 7.2 a
6/15/2010 El Centro 5.7 M
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7/7/2010 Borrego Springs 5.4
8/8/2012 Yorba Linda 4.46
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3/11/2013 N of Anza Borrego 4.7 0
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There are hundreds more small (M<4.0) earthquakes that have occurred within the City of San U_
Bernardino during this same time frame. Those with a magnitude of below 4.0 are not listed.
None of these earthquakes occurred on one of California's Major faults. o
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Several of the major Southern California faults have a high probability of experiencing a
Magnitude 6.7 or greater earthquake within the next 30 years (See Figure 3.3.3) on the m
following page; 59% probability of a M6.7 or greater on the Southern San Andreas Fault, 31% N
probability on the San Jacinto Fault, and 11% probability on the Elsinore Fault. a
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These probabilities were determined by the USGS and CGS in a 2008 study (2007 Working
Group on California Earthquake Probabilities, 2008, The Uniform California Earthquake w
Rupture Forecast, Version 2 (UCERF 2): U.S. Geological Survey Open-File Report 2007-1437 a
and California Geological Survey Special Report 203 fhttp://pubs.usgs.gov/of/2007/1437j/ ).
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CITY OF SAN BERNARDINO Section 3:
" Emergency Operations Plan Hazard Profile
Part IV— Hazard Specific Annex
San Bernar inn
Figure 3.3.3: California Faults - Probability of?M6.7 Earthquake
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CALIFORNIA FAULTS o
Probability of Ma6.7 Eafthquake5 cu
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CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan Hazard Profile
Part IV— Hazard Specific Annex
Si�Be ��e
As shown in (Figure 3.3.4), the probability of an earthquake with a Magnitude 6.7 or greater
occurring somewhere in Southern California within the next 30 years are estimated to be 97%
(2007 Working Group on California Earthquake Probabilities, 2008). As can be seen in the a
table, earthquake probabilities in Southern California are higher than those for Northern c
California.
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Figure 3.3.4: California Area Earthquake Probabilities o
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CALIFORNIA AREA -
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EARTHQUAKE PROBABILIVES a
M nitude N.Calif.• S.Calif. c�a
6.7 93% 97% 0
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CITY OF SAN BERNARDINO Section 3:
Emergency Operations Plan Hazard Profile
Part IV— Hazard Specific Annex
3aa Br' »to
Liquefaction of the ground occurs when the groundwater table is high and soil conditions are
favorable. Liquefaction Susceptibility Zones as mapped by the USGS for the 2008 ShakeOut
Scenario (Figure 3.3.5) shows areas of the County susceptible to liquefaction during an a
earthquake. c
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Figure 3.3.5; USGS Liquefaction Susceptibility Zones Q
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3.4 Other Hazards W
As mentioned earlier, lower priority hazards are addressed at a lesser level of detail due to
their relatively fewer impacts, as identified in the preceding hazard assessment section. The co
lower priority hazards for the unincorporated area are: a
• Severe Thunderstorm E
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part IV— Hazard Specific Annex
Say Be »o
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CITY OF SAN BERNARDINO Section 4:
t Emergency Operations Plan
Inventory Assets
Part IV— Hazard Specific Annex
�PART IV - SECTION 4:San Bum ino
INVENTORY
The next step in the Risk Assessment process is to describe the various assets exposed to the
identified hazards, including residential, commercial, and industrial buildings throughout the o
impacted area, critical facilities, as well as critical infrastructure. L
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4.1 Buildings
(Table 4.1.1) provides an estimate of the number and size of buildings in the City's area as
well as the replacement value of the buildings and their contents by occupancy class, as well
as by construction type. The project utilized Assessor's data to create updated building W
inventory databases for use in HAZUS-MH, FEMA's GIS-based earthquake, flood and $
hurricane loss assessment software. a
In addition, the San Bernardino Essential Facilities Risk Assessment (SBEFRA) project also
collected and synthesized improved data for essential facilities countywide. These data were o
used to estimate economic and population impacts for selected earthquakes and floods using
FEMA's HAZUS-MH program. a
Ln
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Table 4.1.1: Building/Contents Replacement Value
Building Contents Building Square 00
T
00
Building Inventory Building Q
Replacement Footage LO
by General Occupancy Count
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Value 111 111 111 Sq. .w
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Residential 10,792,680 10,792,680 129,954 .... 64,977 0
Commercial 2,635,200 2,635,200 13,176 3,294
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Industrial 9,540,000 9,540,000 47,700 636
Other 7,090,000 7,090,000 35,450 709 a-
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TOTAL $30,057,880 $30,057,880 226,280 72,039
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Building Building • c0
• In
Selected Building •
Replacement Replacement • • • • •
Building Data by General • Q
Value 111 Count
C
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Concrete 1,833,531 6.1% 1,430 1.9%
Manufactured Housing $691,331 2.3%° 5,016 7.0% Q
Precast Concrete $1,172,257 �i 3.9% 890 1.2%
Reinforced Masonry $2,104,052 7.0% 2,099 2.9% E
Steel $270,521 0.9% 1,291 1.8%
_..._. .__........ .... ....._........ t __... Y
Unreinforced Masonry $150,289 0.5% 455 0.7% Q
Wood Frame (Other) $2,855,499 9.5% 0%
Wood Frame (Single-family) $20,980,400 69.8% 60,861 84.5%
TOTAL $30,057,880 72,042 100
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5.Lb
CITY OF SAN BERNARDINO Section 4:
Emergency Operations Plan
Part IV— Hazard Specific Annex Inventory Assets
Su Be i®®
4.2 Critical Facility List
The City of San Bernardino Police Department is the lead agency in identifying critical o.
infrastructure in the City. A Police Department Working Group was established to identify o
Critical Facilities throughout the City. Due to Homeland Security and issues related to
terrorism, this list is not included in the LHMP, but is available through the Police Department.
CL
0
The Police Department maintains a Critical Infrastructure Database listing the site name,
location, critical level, threat level, site type, and contact information. This database was
created for the 2005 LHMP and has been updated regularly by the Intelligence Division. CD
(Table 4.2.1) represents only a general list of City critical facilities and their critical rank. w
❑.
0
The Police Intelligence Division has created Emergency Response Folders (Folders) on each a
of the locations. The Folders contain site-specific information needed by emergency personnel
to respond to any type of emergency. The Folders contain floor plans, photographs, entry/exit M
points, utility locations, ingress and egress locations, known hazardous materials on site, and o
emergency contact information for the responsible persons of the site. The Police Department a
maintains control and transport of this information to an Incident Command Post/Department a
Operations Center/Emergency Operations Center when needed. N
v
Table 4.2.1: Critical Facilities List
T
00
Facility Type Q
Critical Rank tn
r
Hospitals Medical Facilities Critical
0
Public Health Facilities Medical Facilities Critical
c
Fire Stations Fire Stations Critical U_
Police Stations Police Stations Critical a
Radio/Communication Towers Other Critical w
Schools Other High L)
Sewage Treatment Plants Water and Sewer High cmn,
City Buildings Government Facilities Average
0
E
4.3 Utility Agencies
w
The utilities and transportation infrastructure is another significant concern for the City. Various a
r
laws, ordinances, regulations, standards, and guidelines have been established to ensure
proper and thorough mitigation measures to decrease the effects of hazards. The following are E
two of the major utility agencies:
w
a
Southern California Edison (SCE): has undertaken an all-hazards approach to planning for
an emergency event. SCE has developed an Emergency Response and Recovery Plan to
provide a safe and reliable electric service. SCE also has a long-standing relationship with the
38 -
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"5.Lb
CITY OF SAN BERNARDINO Section 4:
Emergency Operations Plan
Part IV— Hazard Specific Annex Inventory Assets
Sae B Leo
County and is an active member of several local, state, and federal organizations. According to
SCE they have acted to mitigate the impacts of hazards on their electrical system.
a
Southern California Gas Company (The Gas Co.): has also coordinated with the City, o
maintains a natural gas high-pressure system within the City, and consists of approximately
100 miles of underground pipelines. The system also includes some above ground facilities.
CL
0
The total replacement cost for the entire system is approximately $40,000,000. The Gas Co.
conducts annual training for the first responders within their service territories to teach the
proper methods of responding to and working with natural gas leaks. Staff from The Gas Co. E
serves on local emergency management committees within their service territory. w
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5.I.b
wCITY OF SAN BERNARDINO
Emergency Operations Plan
k , Part IV— Hazard Specific Annex
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5�I.b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Part IV— Hazard Specific Annex Vulnerability Assessment
PART IV - SECTION 5: VULNERABILITY ASSESSMENT --Jl
SaIl Be ma
c
m
This section presents the results of the vulnerability assessment, estimating potential losses or N
impacts to buildings, infrastructure, and population for the various identified hazards. Identified o
risks included in the 2005 LHMP were reviewed. Frequency of occurrence and magnitude of
each type of event for the five years since the 2005 LHMP were added to the databases. a
These databases of frequency and severity were considered in the update of the estimated
hazard impacts.
L
5.1 Results for Wildfire E
W
Population: Approximately 30% of the population in the City's Unincorporated Area's o
population is vulnerable. a
Critical Facilities: Approximately 85% of the City's Unincorporated Area's critical facilities are
vulnerable. The number of the critical facilities that are vulnerable are summarized in (Table o
5.1.1). a
a
Table 5.1.1: Critical Facilities within Wildfire Hazard Area N
CD
0KIN #of Facilities
co
Hospitals 0 CD
Public Health Facilities 0
Fire Stations 3 °
Sheriff/Police Stations 0 U-
Radio/Communication Towers 8
a
City Supt. Of Schools 0 w
Sewage Treatment Plants 0
City Buildings 9
Total 20 a
w+
CD
5.2 Results for Earthquake
w
w
The Figures on the following pages are USGS ShakeMaps for three scenario earthquakes a
simulated for the 2014 Local Hazard Mitigation Plan. The three scenarios are:
E
• Magnitude 7.8 "Shakeout" Scenario on the Southern San Andreas Fault (Figure 5.2.1)
w
r
• Magnitude 6.7 San Jacinto Fault (Figure 5.2.2) a
• Magnitude 6.7 Chino Hills Fault (Figure 5.2.3)
For the unincorporated areas of the City, earthquake loss estimates and critical facility damage
and functionality have been estimated using the latest version of HAZUS (HAZUS-MH MR-4),
41
Packet Pg. 410
51b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan Vulnerability Assessment
Part IV- Hazard Specific Annex
Sa>t tao
with the improved regional building and essential facility inventory databases developed under
FEMA funding for the City of San Bernardino SBEFRA project. The risk assessment of critical
facilities considers those essential facilities (fire stations, police facilities, EOCs, and schools)
for which HAZUS-compatible databases have been developed. e
Figure 5.2.1: Earthquake Scenario I — San Andreas Fault (M 7.8) Q
0
-- Earthquake Planning Scenario •-
ShakeMap for Shakeout2 Full Scenario ;,
Scenatio Gate.NOV 132008 10;00:00 AM M7,8 N33,35 W115.71 lath;7,6km E
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42
Packet Pg. 411
5.I.b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Part IV— Hazard Specific Annex Vulnerability Assessment
Figure 5.2.2: Earthquake Scenario 2 — San Jacinto Fault (M 6.7)
a-
-- Earthquake Planning Scenario --
ShakeMap For San Jacinto M6.7 Scenario
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Scenario DaW Fri Sep 14; 2001 07:0010 AAA PDT M 0 7 N34 02 W117,24 [depth; 10 0km
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51b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
San Bee I»o
Part IV— Hazard Specific Annex Vulnerability Assessment
Figure 5.2.3: Earthquake Scenario 3 — Chino Hills Fault(M 6.7)
M
a
— Earthqualw Planning Scenario
ShakeMap for Ching Hills 6_7 Scenario 0
Scenai }at-: Mon May 30,2005 45:41 tO AM PEW M6,7 N33.90W117,60 Dapth. 6 0km 2-
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(Table 5.2.4) on the following pages summarize HAZUS-estimated Direct Economic Loss, Q
Casualties, and Building Damage by General Building Type for buildings located in the City
areas in the three earthquake scenarios. As noted above, these statistics were.developed E
using HAZUS-MH MR-4 with the updated inventory databases developed for the 2009
SBEFRA Project. a
44
Packet Pg. 413
5.1.b,
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Part IV- Hazard Specific Annex Vulnerability Assessment
Table 5.2.4: Direct Economic Loss/Casua lties/Bui lding Damage by Genera/
Building Type for the City
a
Earthquake Scenario a
M7.8 San M6.7 San M6.7 Chino
Andreas Jacinto Fault Hills Fault
Fault 0
(Including (Including (Including
Liquefaction Liquefaction) Liquefaction)
Direct Economic Losses for Buildings ($1,000,000)
Total Building Exposure Value 3,135,44 w
Cost of Structural Damage 398.03 207.08 14.66 -°a0
o Cost of Non-Structural Damage 1,620.70 883.43 68.43 a
Cn Total Building Damage (Str. + Non-Str.) 2,018.73 1090.51 83.09
U) Building Loss Ratio % 64.38% 34.78% 2.65%
M Cost of Contents Damage 517.98 324.37 23.60 a
Inventory Loss 11.62 8.1 0.55 Q
Relocation Loss 253.87 143.52 8.99 N
(D 0 E N Capital-Related Loss 86.76 52.94 3.08
= 0 Rental Income Loss 124.09 67.84 4.67
Wage Losses 122.40 76.68 4.41 0
Total Direct Economic Loss 3,135.45 1763.96 128.39
Casualties o
Casualties - 2 pm
Fatalities 158 63 0
1
Trauma injuries 84 34 0
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Other(non-trauma) hospitalized injuries 510 216 2 w
Total hospitalized injuries 752 313 2
Injuries requiring Emergency Department 1746 813 29 m
Visits u�
Total injuries 2,498 1,126 31 a
mrnv., .r
Casualties - 2 am
44) Fatalities 56 19 0
Trauma injuries 31 10 0
Other(non-trauma) hospitalized injuries 291 115 3 a
v Total hospitalized injuries 378 144 3
Injuries requiring Emergency Department 1,236 568 27
Z Visits
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Total injuries 1,614 7121 30'' a
Shelter
Number of Displaced Households 4,553 1,672 50
Number of People Requiring Short-term 4,591 1,789 53
Shelter
45
Packet Pg. 414
rrrr�
5.I.b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Sa>i t®a
Part IV— Hazard Specific Annex Vulnerability Assessment
Earthquake Scenario
M7.8 San M6.7 San M6.7 Chino i°
Andreas a
Fault Jacinto Fault Hills Fault
(Including (Including g
(Including Liquefaction) Liquefaction)
Liquefaction)
CL
Debris (thousands of tons) o
Brick, Wood & Other(Light) Debris 346 20.7 0.15
Concrete & Steel (Heavy) Debris _ 615 35.3 0.15
TOTAL 976 56 F
— w
Building Damage Count by General Building Type o
None 191 429 1,235
a
Slight 305 395 143
Moderate 388 348 46
Extensive 298 182 6 0
` Complete 248 76 0 Q
TOTAL 1,430 1430 1430
None 23 201 3,449
Slight 183 509 885
= Moderate 1,028 1,500 595 c
Ln
Extensive 1,896 1,782 85
Complete 1,887 1,025 3
TOTAL 5,017 5,017 5,017'; °
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Y None 102 215 731 U.
W
Slight 155 205 96
U a
Moderate 277 278 54
0
N Extensive 197 132 10
Complete 160 60 0 L)
a TOTAL 891 891 891 N
None 455 848 1,881 Q
r
Slight 401 466 140
Moderate 576 488 66
Extensive 397 221 11 ..22.
Complete 269 75 0 Q
TOTAL 2,098 2,098 2,098 E
None 114 304 1,067
Slight 179 270 143 r
Q
Moderate 394 396 69
Extensive 343 225 10
Complete 260 95 1
TOTAL 1,290 1,2901 1,290
46
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5.Lb
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Part IV— Hazard Specific Annex Vulnerability Assessment
lug
Earthquake Scenario
M7.8 San M6.7 San M6.7 Chino f°
Andreas a.
Fault Jacinto Fault Hills Fault
(Including (Including 0
(Including Liquefaction) Liquefaction)
Liquefaction)___ a.
None 3 45 335 O
Slight 16 68 71 0
Moderate 69 129 39 0)
Extensive 118 113 10 E
Complete 250 101 1
0.
TOTAL 456 456 456 °a
Building Damage Count by General Building Type (Continued)
c
None 15,699 25,834 54,246 ca
m
Slight 24,880 23,728 5,891 0
Moderate 15,770 9,805 688 a
Extensive 3,141 1,189 29 a
LO
Complete 1,368 303 4 �
TOTAL 60;858: 60,858 60858
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None 16,587 27,876 62,944
co
- Slight 26,118 25,641 7,369
Q Moderate 18,503 12,944 1,557
m Extensive 6,390 3,844 161 °
a Complete 4,442 1,735 9 =
U-
TOTAL 72,040 72,040 72,040
n.
It should be noted that the estimates of damage by building construction type are based on distributions w
of expected construction type by occupancy, and are not based on building-specific data. The results
are intended to provide a sense of relative risk across construction types, and highlight those
construction types of the greatest concern. Should building specific lists exist, these would potentially
supersede the estimates provided in the tables.
Q
For example, in the 1990's, the City of San Bernardino compiled a master list of suspected a
Unreinforced Masonry(URM) Buildings within the City. Several appear to have been demolished or
retrofitted since the 1990's. The Planning Division is currently in the process of re-evaluating the URM
list. Re-evaluation will include a field visit to each site photographing the structure and verifying the a
construction as unreinforced masonry. There are no large publically utilized URM structures currently
on the list.
Expected damage and functionality in the three scenario earthquakes have been estimated for those w
essential facilities addressed in FEMA's SBEFRA study. Results are provided in (Table 5.2.5) on the a
following page.
47
Packet Pg. 416
5.I.b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Part IV— Hazard Specific Annex Vulnerability Assessment
San Bernar oo
Table 5.2.5. Direct Economic Loss/Casualties/Bui lding Damage by General
Building Type for the Unincorporated Areas of the City M
_ a
Earthquake Scenario 0
----
M7.8 San M6.7 San M6.7 Chino d
FACILITY TYPE AFa Its Jacinto Fault Hills Fault O
(Including (Including
Liquefact on) Liquefaction) Liquefaction)
--- W
City of San Bernardino Fire w
Total Number of Buildings 12 0
Damage: a
# Buildings with >50% Probability of =
Moderate or Greater Damage 5 1 0 4a
N # Buildings with >50% Probability of 0 0 0 >
m Com lete Dama e a
U- Functionality: Q
Functionality< 50 % on Day 1 19 2 0 N
Functionality 50 - 75% on Day 1 12 9 0
Functionality >75% Day 1 38 58 13 r
City of San Bernardino (Note: EOC building model does not reflect recent mitigation) o
Total Number of Buildings
Damage: o
# Buildings with >50% Probability of i
0 0 0
Moderate or Greater Damage LL
IT
# Buildings with >50% Probability of
Complete Damage 0 0 0
a
O
Functionality: w
a
Functionality < 50 % on Day 1 0 0 0
Functionality 50 - 75% on Day 1 0 0 0 co
Functionality >75% Day 1 1 1 1 a
r
City of San Bernardino Police - d
Total Number of Buildings
Damage: Q
# Buildings with >50% Probability of 0 0 0
Moderate or Greater Damage a�
# Buildings with >50% Probability of 0 0 0
Complete Damage a
Functionality: a
_ a
Functionality < 50 % on Day 1 0 0 0
' Functionality 50 - 75% on Day 1 0 0 0
Functionality >75% Day 1 1 1 1
48
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5.I.b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
Sae Ino
Part IV— Hazard Specific Annex Vulnerability Assessment
5.3 Results for Dam Inundation
Dam Inundation Zones for the City of San Bernardino are shown in (Figure 5.3.1). The data a
has been compiled from plans and information provided by the dam operators in the City and o
Cal OES. The data was compiled by the City's Information Services Department, Geographic
Information Systems in 2009. Dam Inundation Zones are areas subject to flooding should a Q
dam upstream break during an earthquake or as the result of flooding. 0
a
Figure 5.3.1: Dam Inundation Zones
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SAN BERNARDINO COUNTY a
Darn Inundation Areas
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5.4 Results for Flood
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(Figure 5.4.1 and 5.4.2) on the following page are maps of the City of San Bernardino flood r
hazard areas and the Southwest corner of San Bernardino County and the City of San a
Bernardino showing the 2010 FEMA National Flood Hazard Layer. The National Flood Hazard
Layer provides data from the Digital Flood Insurance Rate Maps (DFIRMs), updated by FEMA
for the City in 2008.
49
Packet Pg. 418
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan
San Be »o
Part IV- Hazard Specific Annex Vulnerability Assessment
Figure 5.4.1: San Bernardino County and City FEMA National Flood Hazard Layer
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Figure 5.4.2: FEMA Flood Hazard Area - City of San Bernardino a
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City of San Bernardino Flood Risk Areas C14
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Major Highways t
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Special Flood Hazard Areas :Q
Subject to Inundation by the 1%Annual Chance Flood Q
Zone A(No Base Flood Elevations(BFEs)Determined)
e"91 Zone AE(BFEs Determined) W
Zone AH(Flood Depths of 1 to 3 feet,usually areas of ponding;BFEs Determined) E
Zone AO(Flood Depths of 1 to 3 feet,usually sheet flow on sloping terrain;Avg.depths determined) U
Other Flood Areas
Zone X(Shaded)-0.2%Annual chance(500yr)Flood Q
Zone X Protected by Levee-areas protected from the 1%annual chance flood
Other Areas
Zone D-areas in which flood hazards are undetermined,but possible
Zone X(unshaded)-areas determined to be outside the 0.2%annual chance(500-year)floodplain
50
Packet Pg.419
p 5.I.b
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan Vulnerability Assessment
Part IV— Hazard Specific Annex
SU eerw Ino
The maps show that a considerable portion of the City is vulnerable to flooding. The City has
two (2) properties listed in the Repetitive Loss and Severe Repetitive Loss properties report.
One of the properties is a single family residence and the second is a non-resident building. �-
These properties were damaged during unusual storms and/or immediately after a wildfire in c
the area and are isolated properties in widely scattered areas of the City. The areas are now
covered by the City General Plan and City Ordinance and are in compliance with the National Q
Flood Insurance Program (NFIP). O
The City has experienced severe and widespread flooding throughout its history. Several ai
major drainage basins have the potential to subject residents and structures to a high risk of E
flooding. In addition, the cumulative increase in impervious surfaces has increased problems w
related to surface run-off. While complete avoidance or protection through control facilities is o
not practical, considerable improvement can be made through both structural and non- a
structural methods.
The City currently utilizes land use zoning districts to prohibit habitable structures in floodways c
as defined by the federal requirements necessary to participate in the National Flood a
Insurance Program. In addition, there are land use policies and development standards that a
can be implemented, including reduction of impervious surfaces; increase of percolation, Ln
CM
infiltration, and recharge; and the control of urban run-off.
The San Bernardino Essential Facilities Risk Assessment (SBEFRA) project incorporated T
updated DFIRM data into HAZUS to assess potential losses in the mapped 100-year (with and 0
without levee protection) and 500-year flood zones. The Countywide results are provided V_
below in (Table 5.4.3). Similar results are not available for just the City areas. o
Table 5.4.3: HAZUS Estimated Flood Losses LL
Flood Scenario �-
C-
100-yr
100-year 500-year W
Flood Flood Flood(0.2%
evee
(1%Annual (wi# o a Annual cU
l
Chance) Chance) m
Regional Risk Assessment Results protection) in
Economic loss due to building damage ($B) 0.46 1.6 2.7 Q
c
w Total building-related direct economic loss($B) 1.4 5.4 8.6 d
E
IX Number of buildings in the Complete Damage
345 350 1,105
@ State w
f' Total#Displaced Households 14,828 52,856 86,062 Q
Total#people needing short-term shelter 32,095 138,991 231,452
Debris Generated (million tons) 0.1 0.23 0.37
R
w
Fire Stations-#Non-functional buildings 2 5 12 Q
EOCs-#Non-functional buildings 0 0 2
Police facilities-#Non-functional buildings 0 0 1
Schools-#Non-functional buildings 149 466 791
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5.Lb
CITY OF SAN BERNARDINO Section 5:
Emergency Operations Plan Vulnerability Assessment
Part IV— Hazard Specific Annex
f Ira
(Table 5.4.4) shows the number of city-owned buildings in each FEMA Flood Zone
Table 5.4.4: City Buildings in FEMA Flood Hazard Zones a
City Fire
N
OWNER Department City City Police City Buildings .0
Stations& L_
Fire Stations EOCs Detention Other All d
Centers Q'
FACILITY TYPE Facilities O
# % # % # °10 # % # u�. V
Total#of Buildings 12 i 1 1 1251 C
-- CD
Zone A-no base flood elevations determined 2 17% 0 0% 0 0% 0 0% 31 2% 0")
0)
Special Flood Zone AE-base flood elevations determined 0 0% 0 0% 0 0% 0 0% 47 4% E
Hazard Areas Lli
«+
Subject to Zone AH-Flood depths of 1-3 feet(usually Q
Inundation by areas of ponding);base flood elevations 1 8% 0 0% 0 0% 0 0% 1 0% O
the 1%Annual determined Q
Chance(100-
year)Flood Zone AO-Flood depths of 1-3 feet(usually p
sheet flow on sloping terrain);average depths 1 8% 0 0% 0 0% 0 0% 10 1% C
determined.
N
2%annual p
Zone X(Shaded)-areas of 0
= chance(500 +r flood;areas of 1%annual L
chance flood with average depths of less than 1 7 59% 0 0% 0 0% 0 0% 105 8°,'`0 CL
CL
°o Other flood foot or with drainage areas less than 1 square Q
LL areas mile_
Zone X Protected by Levee-areas protected by o u ° C14
levees from the 1%annual chance flood 0 0% 0 0% 0 0% 0 0% 53 4!o
Zone D-areas in which flood hazards are 1 g% 0 0°ro 0 0% 3 0% 439 35°'0
undetermined,but possible 00
0
Zone X(Unshaded)-areas determined to be
r
outside the 02%annual chance(500-year) 0 0% 1 100% 1 100% 1 100% 565 45%
floodplain R
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CITY OF SAN BERNARDINO Section 6:
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PROGRAMS PART IV - SECTION 6: MITIGATION
6.1 Wildfire Programs
0
The City of San Bernardino participates in one of the most comprehensive set of programs to
mitigate the potential for catastrophic wildfires in the Nation. There is no other jurisdiction that
has the comprehensive, multi-agency cooperation and coordination as is found in the City of o
San Bernardino.
a�
L
This was accomplished when the City Council joined the Mountain Area Safety Task Force W
(MAST) in 2003. Since its beginnings, it has been the Unified Command (UC) that has w
successfully implemented and completed numerous programs leading to safer communities, a 0
more educated public and an improved environment. a
_
6.f.f Mountain Area Safety Taskforce (MAST)
0
MAST was formed to mitigate the region wide risk of a catastrophic wildfire due to dead and a
dying trees in the mountain communities. The mission of the MAST is to facilitate a a
coordinated effort by Cities, County, State, Federal, and Non-Profit agencies to provide for the N
protection of property owners, residents, and property subject to the risk of catastrophic wildfire
that could occur in the City of San Bernardino with an initial emphasis on the threat resulting
from the Old and Grand Prix fires in 2003. o
The MAST Unified Command identified the following objectives as their focus and direction:
0
• Provide for community safety
U_
• Develop coordinated Public Information dissemination between Cities, County, Special �*
Districts, State, Federal, and Non-Profit Agencies o
• Develop immediate, mid-range and long-range coordinated agency plans
• Identify and secure potential funding resources to provide protective measures
m
• Document Task Force activities including mission, goals and objectives, policies, N
a
procedures, and outcomes
0
Prior to any type of flood threat, the following precautionary measures may be taken by MAST
members to reduce the impact of impending fires:
a
w
• Review mutual aid agreements
E
• Define evacuation areas and trigger points U
• Review the use of alert and warning systems a
• Provide information to the public of fire prone areas and protective measures in
progress or planned for those areas
• Educate public on emergency self-help and preparedness
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• Develop and maintain emergency notification procedures and checklists
�o
6.1.2 Mountain Mutual Aid o.
Mountain Mutual Aid is an operational group of emergency responders. It is comprised of all of
the agencies and volunteer relief groups that would be and have been involved in any and all d
disasters on the mountain. Their main and most frequent call to service is in response to a o
wildfire. They meet monthly and maintain themselves in a constant state of readiness.
d
6.2 Community Based Fuels Reduction Programs
W
Cal Fire: a
0
v
Cal Fire provides programs to increase fire safety in high fire hazard severity zones. It funds
and staffs programs from public education activities to performing fuel modifications with
inmate crews. One example is the active Re-Leaf program where mountain residents are ;
educated about drought tolerant and fire resistive landscaping that is available and a
L
sustainable. a
Cal Fire is also the lead agency on reforestation after a wildfire to ensure the stability of the
environment. Cal Fire Foresters are active participants in the MAST process helping educate �-
citizens and leading forestry activities on private lands within the USFS boundary.
co
0
Ln
City Fire Hazard Abatement:
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0
The Fire Department and the Fire Prevention Bureau is responsible for Fire Hazard Abatement a
(FHA). Fire Hazard Abatement works to reduce the potential for an individual's property to be LL
the source of fire and structural ignitability. Failing to maintain private property in a fire safe It
condition is seen as a fire threat and is considered a threat to neighbor's property rights. o
W
To obtain compliance, Fire Prevention Bureau issues notices of violation to properties that
have dry vegetation and flammable green vegetation. If the property owner doesn't comply U
co
with the notice, Fire Prevention Bureau then obtains a warrant to go onto the property and
abate the fire hazard. a
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d
Wood Shake Roof Replacement:
U
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Y
In November 2009, the City Council approved an amendment to the Building Code that a
requires that all Wood Shake Roofs needing 25% or more repaired, be replaced with non-
wood materials and have at least a Class A fire-retardant rating. E
s
The Inland Empire Fire Safe Alliance (IEFSA): Y
a
(WI The Inland Empire Fire Safe Alliance (IEFSA)was created to act as a forum for all Fire Safe
Councils in San Bernardino County. Some of the benefits are developing a consistent and
comprehensive message to citizens about fire safety; coordinating efforts for grant
administration, writing, and reporting; a one-stop shop for information, resources and research;
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CITY OF SAN BERNARDINO Section 6:
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and a centralized source for sharing of updates from cooperating governmental agencies.
There are approximately 20 Fire Safe Councils active in San Bernardino County.
a
Community Wildfire Protection Plans (CWPP) _
0
r
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Community Wildfire Protection Plans (CWPP) are designed to provide a means for a a
community, usually through the Fire Safe Council, to have input into and actively participate in o
the planning, strategy, goals, and objectives of creating a fire safe community. CWPPs are
ultimately reviewed and approved by the local Fire Chief, Cal Fire, USFS, and the local City aD
L
Council. °'
E
W
The plan must include a review of structure ignitability but also must show that there was c
collaboration not only with the agency but within the community as well. Grant applications to a
the State Fire Safe Council will not be approved unless the project is listed in a community
CWPP.
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0
6.3 Public Education Programs Q
a
MAST has a substantial public education component. All agencies participate with the goal to N
have no one on the mountain uneducated about creating a thinner forest which is a more fire co
safe forest. Additional components of the educational program include how to prepare for an
emergency and knowing how to properly evacuate. o
Ready-Set-Go is a new public education program designed to teach residents within the Fire
Hazard Overlay on how to prepare for and when to leave in the event of a wildfire in their area. o
Community Emergency Response Teams (CERT) u-
The Community Emergency Response Team (CERT) Program educates people about disaster o
preparedness and trains them in basic response skills. Following a catastrophic event W
CERT Members can assist themselves, their families, and others in their neighborhood or
U
workplace until professional responders arrive. m
The City of San Bernardino Fire Department currently administers two (2) CERT programs in a
the city with additional teams planned for the future:
• Team 1: 32 members y
a
• Team 2: 14 members w
c
0
The program receives guidance and resources from Department of Homeland Security, FEMA,
Citizen Corps, and California Volunteers. Y
a
Telephone Emergency Notification System (TENS)
i n s
During an emergency, public safety can be a direct funct o of the p eed and accuracy y of the
dissemination of information. This is particularly important during emergencies that require
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CITY OF SAN BERNARDINO Section 6:
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Part IV— Hazard Specific Annex Mitigation Programs
evacuations. All areas of the City have been preprogrammed so that during an emergency, the
specific target group can be notified as quickly as possible. 2
a.
6.4 Earthquake/Geological Hazards Programs o
w
The City of San Bernardino's seismic mitigation programs focus on two areas that have a
historically resulted in the greatest amount of damage and life loss from major earthquakes in o
California:
Bridge Retrofit Program
W
Caltrans inspects City bridges yearly for structural sufficiency (which applies to earthquake) c
and functional obsolescence (which applies to floods). Caltrans provides reports that include a
recommended repairs or replacement. The City makes the repairs and/or applies for bridge =
replacement funds thru the Federal Highway Bridge Program (HBR).
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0
Currently the City has two (2) funded HBR replacements due to structural deficiencies: Q
a
• Mt. Vernon Bridge N
• Bridge at 5th street
r
Unreinforced Masonry(URM) Building Program o
In the 1990's, the City of San Bernardino compiled a master list of suspected URM Buildings
within the unincorporated areas. In addition, several appear to have been demolished or °
retrofitted since the 1990's. Development Services is currently in the process of re-evaluating c
the URM list. Re-evaluation will include a field visit to each site, photographing structures and r
verifying the occurrence of unreinforced masonry.
a.
There are numerous large publically utilized URM structures currently on the list. These types w
of structures are mainly located in the downtown area of the City. There are approximately 104
structures remaining on the list. Twenty-three of these are vacant. Only 19 of the occupied
URM buildings are posted. A program is being developed to enforce the City Building Codes
regarding URM buildings. Q
w
6.5 Flood Programs E
The flood mitigation projects are programs that were established by the San Bernardino a
County Flood Control District to protect life and property. These projects are typically designed
to convey 1% annual chance or greater storm flows in order to mitigate danger to life and
property, and critical infrastructure consisting of existing, new and future structures.
w
Also, these projects include revisions to local land use and building codes where analysis or a
experience shows the need for code revisions or amendments to meet previously unidentified
circumstances. Because the City has entered into an agreement to participate in the National
Flood Insurance Program (NFIP) which provides flood insurance within designated floodplains,
the following goals, policies and programs shall apply:
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CITY OF SAN BERNARDINO Section 6:
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As stated in the City of San Bernardino General Plan Safety Element:
2
GOAL 10.6: The City will protect the lives and properties of residents and visitors of the City a
from flood hazards. _
0
ca
Policy 10.6.12: Participate in the National Flood Insurance Program (NFIP), which provides a
flood insurance within designated floodplains. Develop a process to study flooding issues and o
create appropriate regulations. This could include the creation of"alluvial districts," local quasi-
government entities designed to inform homeowners of flood risks as well as advise the
floodplain land use decisions of the City.
L11
Programs: Designate Floodway and Floodplain areas, as identified by the Federal Emergency o
Management Agency (FEMA) on flood insurance rate maps and flood boundary maps, as a
Floodway (FW) on the Land Use Maps and Floodplain Overlays on the Hazards Overlay Maps.
0
Designated foodway areas will be preserved for non-structural uses through restrictions of the o
FW Land Use Zoning District. a
a
All new development, including filling, grading, and construction, proposed within designated N
floodplains, will require submission of a written assessment prepared by a qualified hydrologist
or engineer, in accordance with the latest "City of San Bernardino Hydrology Manual" and the
various detention basin policies, to determine whether the development will significantly o
increase flood hazard and to show that all new structures will be adequately protected. LO
Development will be conditioned on receiving approval of this assessment by the City of San o
Bernardino Public Works Department. All new construction in a Floodplain Overlay area will be
required to be flood-proofed, located, and designed to allow unrestricted flow of floodwaters. UL
The Land Use Compatibility Chart for 100-Year Flood Plains (Table 6.5.1) on the following
page will apply to County reviews of all discretionary and ministerial actions in County- a.
0
designated floodplains. w
Lands within floodplain areas may be developed with non-critical and non-essential uses if m
mitigation measures are incorporated to ensure that the proposed development will not be N
hazardous, increase flood depths or velocities downstream, or degrade water quality,
especially uses such as parks, trails, and open space.
Provide known flood hazard information with every discretionary or ministerial application. Y
When no mapped data exist, existing topographical, watershed, and drainage course data will a
be evaluated for a determination of potential flood hazard for every discretionary and
ministerial action. E
Policy 10.6.4: Evaluate all development proposals located in areas that are subject to flooding
to minimize the exposure of life and property to potential flood risks.
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CITY OF SAN BERNARDINO Section 6:
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Programs:
As new overflow studies and mapping are completed and approved by either the City's Land a
Development Engineer or the Public Works Flood Control Section, they will: o
• Supplement the FEMA mapping and incorporate into Flood Hazard Overlay mapping Q
• Initiate and finance programs for the continuous evaluation and designation of floodway,
floodplain, and drainage areas
• The City Floodplain Management Administrator will submit timely applications for FEMA
mapping changes to reflect any additions to or alterations in identified Floodways or W
Floodplains a
0
Table 6.5.1: Land Use Compatibility Chart for 100 Yr. Flood Plains
Compatibility in c
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Floodplains a
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Critical: Nuclear related systems; explosives or hazardous materials/ Ln
manufacturing, handling or storage; hospitals and other emergency medical Restricted
facilities.
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Essential: Police, fire and communications systems; Emergency o
Operations Centers (EOC's); electric power inter-tie systems; power plants;
LO
utility substations; sewage treatment plants; water-works; local gas and
electric distribution lines; aqueducts; major pipelines; major highways, Restricted o
bridges and tunnels; ambulance services; public assembly sites with 300 or
more capacity; schools. i-
High Occupancy: Multi-family residential of 20 or more units; major a
commercial including large shopping centers; office buildings; large hotels; Generally Incompatible W
health care clinics and convalescent homes; heavy industry; gas stations. r
U
m
N
Normal-Low Risk: Single-family and two-family residential; multi-family of Q
less than 20 units; small scale commercial; small hotels, motels; light Generally Incompatible
industry; warehousing. E
s
Restricted: t°
Q
Restricted unless alternative sites are not available or feasible and it is demonstrated that, although
mitigation may be difficult, hazards will be adequately mitigated.
Generally Incompatible:
Restricted unless site investigation demonstrates that site is suitable or that hazards will be adequately a
mitigated.
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CITY OF SAN BERNARDINO Section 6:
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' �t Bear ma
Part IV— Hazard Specific Annex Mitigation Programs
Alluvial Fan Task Force
In December of 2002, the California Floodplain Management Task Force Report n-
recommended that "The State should convene a task force specifically for alluvial fans, with o
stakeholder participation, to review the state of knowledge regarding alluvial fan floodplains,
determine future research needs, and, if appropriate, develop recommendations relating to Q
alluvial fan floodplain management, with an emphasis on alluvial fan floodplains that are being o
considered for development."
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In September of 2004, Governor Arnold Schwarzenegger signed Assembly Bill 2141, which E
recommended the creation of the Alluvial Fan Task Force. The Director of the Department of w
Water Resources (DWR) convened the Task Force in December of 2007 after funding to 0
support their activities was secured from a Pre-Disaster Mitigation Planning Grant from the a
Federal Emergency Management Agency (FEMA) and a state match was authorized by
Assembly Bill 466.
0
Funding supported the following Task Force duties including: Q
a
• Review the state of knowledge regarding alluvial fan floodplains; N
• Determine future research needs;
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• Develop a voluntary locally adopted model ordinance for communities subject to alluvial o
fan flooding that supports land use decisions on alluvial fans; LO
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• Develop local planning tools to assist local communities evaluate development on o
alluvial fans; and
_
• Prepare recommendations relating to alluvial fan floodplain management. LL
IT
le-
Appointments to the Task Force by DWR Director Lester Snow represented a broad range of o
interests. Members included elected officials, represented by five Supervisors from Kern, Los w
Angeles, Riverside, San Diego and County of San Bernardino where future alluvial fan
U
development is projected. m
Appointments also included representatives of the development and environmental a
community, local floodplain managers and associated state and federal agencies, including the
Federal Emergency Management Agency (FEMA), plus at-large members representing other
issues related to future development on alluvial fans. The Water Resources Institute at r
r
California State University San Bernardino coordinated the entire process. a
_
Primarily, the purpose of the Alluvial Fan Taskforce Findings and Recommendations Report E
(July 2010) and The Integrated Approach for Sustainable Development on Alluvial Fans (July
2010) documents are to provide a non-prescriptive and flexible model that local governments a
can use at their own discretion adapting to local conditions and needs that supports wise future
land use decisions associated with development on alluvial fans.
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w.
Based on the Findings from the Alluvial Fan Task Force process, recommendations were
made for specific future actions that the State and other public agencies should consider
regarding alluvial fans. The City of San Bernardino has completed Recommendation 1 and o.
may consider other listed recommendations as follows: o
L
Recommendation 1:
CL
O
In November 2007, a General Plan Amendment (GPA) to the Safety Element of the 2007
General Plan was adopted to incorporate revised FEMA Flood Plain data. The GPA also
adopted the FEMA Digital Flood Insurance Rate Map (DFIRM) database as released by FEMA
and as updated in the future for the City allowing for automatic map updates as new data is w
published by FEMA. This action by the City Council fulfills Recommendation 1 from the o
Alluvial Fan Task Force by working with FEMA to continue updating flood insurance rate maps. a
In addition, the 2007 GPA for the Safety Element; (a) amended the Generalized Landslide
Susceptibility layer, to incorporate updated existing landslide data published by the U. S. c
Geological Survey for the City area; (b) amended the Fire Safety map to incorporate updated a
fire safety mapping published by Cal Fire; and (c) amended the Generalized Liquefaction a
Susceptibility layer, modifying the City Liquefaction Maps. N
Recommendation 2:
co
The City will coordinate with the California Geological Survey (CGS) and the United States Ln
Geological Survey (USGS) to review any newly developed Quaternary geologic maps in
alluvial fan areas in order to identify potential hazards in areas projected for future o
development. _
LL
Recommendation 3:
a
O
Historical, documentation of flooding occurrences are preserved by the City and the County's w
Flood Control District that would review the recommendation to identify flooding events that U
were associated with alluvial fans. m
Recommendation 4: a
a�
The increased severity and intensity of wildfires in Southern California increase flood risk
because the same structures subject to fire risk are also prone to post-fire debris flows. Many 19
of the debris basins that were constructed some time ago did not anticipate the increased a
severity and intensity of wildfires or the additional developments that would follow.
E
The California Governor's Office of Emergency Services (Cal OES) projects that climate
change will further increase the severity of storms, wildland fires, flooding, mudslides and a
landslides in areas of Southern California where existing debris basins are located.
All of the San Bernardino County Flood Control Debris Basins in the valley were analyzed after
the Grand Prix and Old Fires. Flood Control District Safety Assessment Teams utilized the
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CITY OF SAN BERNARDINO Section 6:
Emergency Operations Plan
Part IV— Hazard Specific Annex Mitigation Programs
X".
Corps of Engineers' Los Angeles District methodology to determine debris production, the
same methodology the Corps uses when designing debris basins. In many cases basins were
physically expanded and additional measures such as K-rails and debris racks were installed. a
N
C
O
The understanding of post-fire debris flows continues to evolve; coordinate with the USGS as
they develop Post Wildfire Debris Flow Hazard Assessments. The rainfall "Trigger Points" in
CL
the FAST CONOPS is a result of the USGS assessments. All Flood Control Basins are studied o
on an annual basis to determine existing capacity.
d
Any additional funding to support efforts that meet the intent of Recommendation 6 which
states that the State and local agencies should conduct assessments of the adequacy of w
strategically located debris basins under a range of scenarios in urbanized areas in light of o
increased fire and post-fire debris-flow events. a
Recommendation 5: 1°
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0
When funding sources become available for the maintenance and further development of the a
database for the web-based portal; which would be utilized as a pre-project screening and a
flood management tool for special alluvial fan areas, the City may evaluate the benefits of its N
use in the planning process.
Recommendation 6: o
0
As financial resources are allocated, the City will consider the analysis of the Integrated
Approach tools to be studied for use in land use planning for development on alluvial fans. o
C
Recommendation 7: LL
If funding is provided, the City will review and propose for adoption a model ordinance tailored a
0
for the specific needs of the City. w
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Recommendation 8: m
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The City Manager's Office, after consulting with the appropriate departments and staff, may
explore supporting the economic strategies recommended in the Integrated Approach
regarding future maintenance of flood management infrastructure.
r
w
Flood Area Safety Taskforce (FAST) a
w
During the devastating fires in the fall of 2003, there was great concern of what the =
ramifications might be for flooding in the burned areas, as well as in the valleys. In response to
these concerns, an organization was established that mirrored the Mountain Area Safety a
Taskforce (MAST), previously mentioned, which played a key role in minimizing damage.
While the fires were ravishing the countryside, representatives from multiple agencies met
often to address potential issues associated with flood, mud and debris flows develop a
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CITY OF SAN BERNARDINO Section 6:
Emergency Operations Plan
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Part IV— Hazard Specific Annex Mitigation Programs
strategy and to protect communities from flooding incidents. These agencies united together to
become the Flood Area Safety Taskforce (FAST). FAST is structured as an ICS/SEMS
Organization for managing incident activities both readiness and response. The FAST a
Organization stresses coordinating with the communities, provides for community education c
and information, and places emphases on Community and city partnerships.
L
d
Q.
The mission of FAST is to facilitate a coordinated effort by Cities, County, State, Federal, and o
Non-Profit agencies to provide for the protection of property owners, residents, and property
subject to the risk of erosion, mudflows, and flooding that could occur in the City of San a
Bernardino with an initial emphasis on the threat resulting from the Old and Grand Prix fires in
2003. W
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CL
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The FAST Unified Command identified the following objectives as the focus and direction of a
the FAST:
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• Provide for community safety. c
• Develop coordinated public information dissemination between Cities, County, State, a
a
Federal and Non-Profit agencies. ..Ln
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• Develop immediate, mid-range and long-range coordinated agency plans.
• Identify and secure potential funding resources to provide protective measures co
• Document Task Force activities including mission, goals and objectives, policies, LO
procedures, and outcomes. L
0
Prior to any type of flood threat, the following precautionary measures may be taken by FAST
members to reduce the impact of impending flooding: U_
• Review mutual aid agreements a
0
• Define evacuation areas and trigger points
• Review the use of alert and warning systems m
• Provide information to the public of potentially susceptible flooding areas and protective a
measures in progress or planned for those areas
• Educate public on emergency self-help and preparedness
• Develop and maintain emergency notification procedures and checklists. a
r
A FAST Concept of Operations (CONOPS) was developed to provide activity guidelines for
pre-flood activities related to National Weather Service (NWS) watches and warnings. Due to s
the unstable condition of the burned areas, activities and coordination needed to be Y
established and implemented between departments. a
The CONOPS is "situation" and "incident" driven and subject to revision by the Unified
Command which includes County Flood Control District & County Roads, County Fire
Protection District, United States Forest Service (USFS), California Department of
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Sa> Be mu Part IV— Hazard Specific Annex
Transportation (Caltrans), California Highway Patrol (CHP), County Sheriff, City of Fontana,
City of Highland, City of Rancho Cucamonga, City of Rialto, and the City of San Bernardino.
The Unified Command has the ability to modify activities in these guidelines in response to a
current situations and predicted changes.
0
Y
Currently, the CONOPS includes both summer and Winter Storm Event Readiness, San a
Bernardino County's Flood Area Safety Taskforce Paging Network and a draft of the Alert O
Communication Matrix by Rain Amount/ NWS Warning.
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StormReady
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The City of San Bernardino will work on becoming a StormReady city by the end of 2015. c
a
The NWS Office covering the City of San Bernardino is: _
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• San Diego, CA o
• This NWS Recognition may provide the City residents with a discount on their Flood a
a
Insurance premiums. LO
N
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6.6 Extreme Heat, Extreme Cold, and Drought Programs
The City participates in the San Bernardino County Extreme Heat, Excessive Cold, and CD
drought programs as dictated by the events as they occur.
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part IV— Hazard Specific Annex
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CITY OF SAN BERNARDINO Section 7:
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Part IV— Hazard Specific Annex Mitigation Strategies
Bernar no
PART
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7.1 Mitigation Overview N
0
The City of San Bernardino Local Hazard Mitigation Plan (2005) focused on integrating the L
LLHMP with the City General Plan goals and policies as well as incorporating specific flood o
mitigation projects that were programmed for completion over the five (5) year period. The 0
Plan did not clearly identify mitigation projects the City would focus on for all priority hazards
identified in the plan. F
d
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However, the City has been very active and engaged in implementing and supporting projects w
and programs designed to reduce and/or eliminate risk in the City. The following progress c
report represent the activities that the City has undertaken and/or supported to reduce the risks a
from wildfire, earthquake and flood hazards and the status of each project. These activities
were also discussed previously in Section 6: Mitigation Programs.
0
L
7.2 Wildfire Q
a
7.2.> Mountain Area Safety Taskforce (MAST) — Complete N
Since 2004, MAST members have significantly reduced the fire hazard in the San Bernardino T
National Forest and neighboring jurisdictions, removing more than 1.5 million dead, dying or o
diseased trees, more than half of them on private property. Ln
Dead and dying trees pose an extreme fire danger, and MAST members began removing o
these trees under state and federal grants, including a $70 million grant from the USDA
Natural Resources Conservation Service. U_
The MAST mission has expanded to include reducing green fuel by thinning live trees in a
0
densely wooded areas. Property owners also are being urged to thin the live trees and w
vegetation on their property to gain an upper hand on the bark beetle infestation and reduce
the risk of catastrophic wildfires like the Grand Prix and Old fires in 2003.
Other MAST Achievements include:
d
• Increasing awareness of the drought-related bark beetle emergency and the threat of
catastrophic wildfires a
• Distributing fire safety and prevention information to the public
as
• Developing evacuation plans and distributing emergency planning information to the E
public v
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• Developing commercial use or disposal options for waste wood products a
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7,2.2 Cal Fire — Complete
�a
Numerous fuel projects have been completed by State inmate crews that do significant a
handwork in dense fuels adjacent to communities. Cal Fire has also led the way in countless o
re-forestation projects that ensure that new stands of the same trees will repopulate an area
and that the original forest won't be overtaken by a different type of replacement forest. a
0
7.2.3 Wood Shake Roof Replacement — On Going
a�
The City has an ordinance that requires the replacement of wood shake roofs with greater than
25% damage. All new construction in the City requires roofs with at least a Class A Fire E
Retardant rating. a
0
7.2.4 Foothill Fire Zones Hazard Abatement — On Going M
cc
The Fire Hazard Abatement portion of the City Code was completely rewritten and redesigned
around real flammable fuels. The most significant change was to include certain types of green a
fuels as flammable vegetation and the requirement to maintain the defensible space around C
structures in the zone.
LO
N
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7.2.5 inland Empire Fire Safe alliance (IEFSA) — Complete
r
IEFSA has held bimonthly meetings for over 5 years and have been the focal point for all o
regional Fire Safe Councils (FSC) including some from Riverside County. They have also held
numerous workshops and seminars regarding fire resistive construction, and materials, Burn o
Area Emergency Response (BAER) reports, CWPPs and grant writing.
U_
The IEFSA was the focal point for FSCs that were working on completing their Community �r
Wildfire Protection Plans (CWPPs) and created a focus group and a steering committee to a
accomplish these critical plans. To support public education and involvement, IEFSA created 0
the web site www.fireinformation.com as well as participated in countless safety fairs and fire
wise awareness activities. They also conducted a Public Education Media Exchange where all
FSC and Agencies got together to share educational modalities and create common thought N
and educational threads. They have reached out to thousands of mountain residents in a
preparing them for wildfires.
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7.2.6 Public Education Programs — On Going
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The City through MAST conducted a comprehensive mountain-wide multi-modality Public a
Outreach Program from 2006 to 2008. It can be found at www.CaIMAST.org. The program in
both English and Spanish created and presented multiple public educational meetings,
newsletters, brochures, calendars, and posters. Because of the large number of visitors to the
forest, MAST also created Emergency Information Visitors brochure and glove box sized a
Emergency Response Evacuation maps for the mountain communities.
I
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5.Lb
CITY OF SAN BERNARDINO Section 7:
Emergency Operations Plan
Part IV— Hazard Specific Annex Mitigation Strategies
The program won national awards for advertising and public relations. Other jurisdictions
initiated their own public education activities but brought them back through MAST so that the
entire group could receive the benefit. �-
N
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7.2.7 Telephone Emergency Notification System (TENS) Implementation -
Complete a
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Emergency service agencies like the Sheriff's Department have implemented TENS on
numerous occasions to notify residents in specified areas to evacuate. Most recently, it was a�
used to evacuate hundreds of homes in the eastern portion of Yucaipa during the Pendleton E
Fire and in Wrightwood during the Sheep Fire when the entire community was ordered W
evacuated. a
O
7.2.8 Emergency Communication Services (ECS) — On Going
The Emergency Communications Services (ECS) program provides amateur radio c
communications support to the City in the event of a significant or catastrophic event. The a
CL
program is being reformed through the CERT groups in the City and with the assistance of the
County ECS.
N
7.3 Earthquake/Geologic Hazards
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7.3.I Geologic Hazard Mitigation Goal — Complete CD
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A General Plan Amendment to the Safety Element of the City of San Bernardino 2005 General o
Plan updated the Geologic Hazard Overlay Maps which became effective on November 1,
2005. The Safety Element includes several layers of hazard overlays that are included in the
General Plan mapping system to inform the public of potential hazards to development of �r
property within certain areas of the City and to mitigate the risks presented to property owners a
by these hazards. w
These overlays include potential geologic hazards. Over the past twenty years, certain Federal
and State agencies have been in the process of digitizing much of this hazard data. The N
digitization of this data has allowed for greater accuracy as well as more timely updates. In a
recognition of the new data from these agencies, the City updated the geologic hazard overlay
maps, specifically the Generalized Liquefaction Susceptibility layer and the Generalized E
Landslide Susceptibility layer, contained within the Safety Element of the General Plan.
a
7.4 Flood Y
7.4.1 Flood Hazard Mitigation Goal - Complete
Y
A General Plan Amendment to the Safety Element of the City of San Bernardino 2005 General a
Plan amended the Flood Plain Overlay District, which became effective November 1, 2005.
These overlays include potential flood hazards. Over the past twenty years, certain Federal
and State agencies have been in the process of digitizing much of this hazard data. The
digitization of this data has allowed for greater accuracy as well as more timely updates. In
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CITY OF SAN BERNARDINO Section 7: S.Lb
Emergency Operations Plan
San Be mo
Part IV— Hazard Specific Annex Mitigation Strategies
recognition of the new data from these agencies, the City updated the Flood Hazard Overlay
Maps contained within the Safety Element of the General Plan. The Flood Plain Safety Overlay
District is amended to incorporate revised FEMA Flood Plain data. a
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5.I.b
CITY OF SAN BERNARDINO Section 8:
Emergency Operations Plan Mitigation Goals, Objectives,
Part IV— Hazard Specific Annex and Projects
PART IV -San 13ernar no
SECTION • • OBJECTIVES,
"
PROJECTS
a.
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The following section provides an overview of the Mitigation Goals and Objectives for the three 2
primary hazards, Wildfires, Earthquake and Flood. These goals were compiled from various
sources including the City of San Bernardino 2007 General Plan. o
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8.1 Wildfire
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GOAL: Continue to reduce fire hazards in the unincorporated areas of the City of San E
Bernardino and Special Districts.
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Objective 1 - General Plan: a
• Amend, as appropriate, the City of San Bernardino 2005 General Plan with applicable
requirements for the Fire Hazard Overlay and the associated Fire Safety District Maps. Q
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• Incorporate as appropriate state of the art codes and ordinances pertaining to fire safety a
into the City General Plan. N
Objective 2 - Mountain Area Safety Taskforce (MAST):
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• Continue the cooperation and coordination of Fire Hazard Mitigation efforts with all Ln
stakeholders in the Wildland Urban Interface areas of the City of San Bernardino
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through participation in MAST. o
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8.2 Earthquake/Geologic Hazards LL
GOAL: Minimize exposure to hazards and structural damage from geologic and seismic a
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conditions. w
Obiective 1 - Unreinforced Masonry Buildings (URMs): m
• Re-evaluate structures within the unincorporated areas of the City that were previously a
identified as a potential Unreinforced Masonry Structure (URM). E
• Assess each previously identified structure and determine if a potential hazard exists.
w
• If a URM hazard is suspected, issue notifications to retrofit the structure and post the a
building as required.
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Obiective 2 -Alquist-Priolo Earthquake Fault Zonin_g Act:
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Protect occupants and structures from high level of risk caused by ground rupture a
• during earthquake.
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CITY OF SAN BERNARDINO Section 8:
Emergency Operations Plan Mitigation Goals, Objectives,
San Bernar ino
Part IV— Hazard Specific Annex and Projects
Objective 3 - Liquefaction:
• Minimize damage caused by liquefaction, which can cause devastating structural a
damage and a high potential for saturation exists when the groundwater level is within c
the upper 50 feet of alluvial material.
L
• Based on the technical report by URS Corp. supporting the EIR for the General Plan o
Update include; identified areas outside of the currently designated zone of liquefaction
susceptibility within the Geologic Hazard Overlay District. C
L
Objective 4 - Landslide: E
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• Protect life and property from risks resulting from landslide. o
• Require development on hillsides to be sited in such a manner that minimizes the extent a
of topographic alteration required to minimize erosion, to maintain slope stability, and to
reduce the potential for offsite sediment transport ;
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8.3 Flood a
GOAL: Provide adequate flood protection to minimize hazards and structural damage. C4
Objective 1 - National Flood Insurance Program:
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• Participate in the National Flood Insurance Program (NFIP), which provides flood
insurance within designated floodplains. o
Objective 2 -Alluvial Taskforce: U-
• Review and analyze the findings and recommendations from the recently released o
Alluvial Fan Task Force reports, as funding permits. w
• Determine whether or not additional amendments to development standards or policies
are merited, based on the completed analysis.
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Objective 3 - Flood Hazard Reduction:
E
• Reduce flood hazards through development standards and policies stated in the City of
San Bernardino General Plan and City of San Bernardino 2005 Development Code. a
• Amend the Flood Plain Safety Overlay District through automatic map updates as new
data is released and published by the Federal Emergency Management Agency. The E
amendment will incorporate revised FEMA Flood Plain data, modifying the detail and
regional General Plan Quad Maps. a
• Review development plans to ensure compliance with ordinances.
• Inspect construction to ensure compliance with approved development plans.
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5.I.b
CITY OF SAN BERNARDINO Section 8:
Emergency Operations Plan Mitigation Goals, Objectives,
Part IV— Hazard Specific Annex and Projects
San Berna� Ana
Objective 4— Future Flood Mitigation Projects:
M
• Improve existing facilities and construct new facilities to mitigate flooding with the City.
N
• In each flood control zone, construct facilities identified in those zones by the Public o
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Works Department.
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part IV— Hazard Specific Annex
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5.I.b
CITY OF SAN BERNARDINO
t° Section 9:
Emergency Operations Plan
San 100 Part IV— Hazard Specific Annex
Berur Mitigation Priorities
PART IV — SECTION 9: MITIGATION PRIORITIES 'F
M
9.1 Prioritization Process
0
A general description of the methodology used to review potential mitigation projects and to a
establish priorities for inclusion in this plan was presented in Section 1.8. In addition to a
following the STAPLEE process and reviewing each potential project based on the criteria O
presented. The City also utilized existing prioritization previously established on a Countywide =
basis for wildfire and flood projects. Those processes are described below. P
a)
9.2 Wildfire
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9.2.1 Mountain Area Safety Taskforce (MAST) a
The Mountain Area Safety Taskforce (MAST) Operations Section meets monthly. MAST
Operations Section determines project priorities based on the benefit cost analysis of the o
projects and the effect of the project on the overall goals of the MAST organization. a
Goals can change as detailed Benefit Cost Analysis is conducted and CEQA/NEPA reviews a
are completed. N
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MAST Priorities are to:
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• Continue reducing fire hazards through fuel reduction programs LO
• Hazard abatement though enforcement of City ordinances L
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MAST is the central point of coordination for all projects related to the reduction of the potential E
for catastrophic wildfires. There are numerous participants and all levels of government. MAST U.
partners collaborate to provide multi-agency technical support to ensure project success.
Economic impacts are considered and the result has been significant increase in economic o
activity through thoughtful application of grant funding. w
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MAST has been so successful in the environmental management of projects that all of the co
local environmental groups including national affiliates are now supporters of MAST fuels a
projects.
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9.3 Flood
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9.3.1 Project Prioritization a
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The task of determining local project priority is the responsibility of the City Public Works E
Department staff in coordination with the San Bernardino County Flood Control District. The
I District, as established by State legislation in 1939, is subdivided into six zones with interests, a
responsibilities or geographical divisions distinctive of the particular zone. In matters of
taxation or ventures, each zone functions independently although by mutual arrangements
joint activities may be entered into.
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5.I.b
CITY OF SAN BERNARDINO
Section 9:
Emergency Operations Plan
San Be Ino
Part IV— Hazard Specific Annex Mitigation Priorities
The City of San Bernardino islocated in Flood Control Zone 2:
c
• The central area of the San Bernardino Valley, easterly of Zone 1 to approximately the a.
Santa Ana River and City Creek demarcations. This includes the Cities of Colton, o
Fontana, Grand Terrace, Highland, Loma Linda, Redlands, Rialto and San Bernardino
with the communities of Bloomington, Del Rosa, Devore and Muscoy
0
Iand Flood Control Zone 3:
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• The easterly end of the San Bernardino Valley, east of Zone 2 including the Cities of
Highland, Loma Linda, Redlands, San Bernardino and Yucaipa with the community of w
Mentone.
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The Zone committee is formed of spirited citizens and public officials with unselfish and
devoted interests, organized to meet annually or on call to afford recommendations to the City
Council on matters of tax levies, budgets, work programs, priority of projects, ventures and o
other counsel. The Mayor of each incorporated City in the District is a committee member with a
full standing for the appropriate zone. Q
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5.I.b
CITY OF SAN BERNARDINO Section 10:
Emergency Operations Plan Implementation Strategy
Part IV— Hazard Specific Annex
PART IV — SECTION 10: IMPLEMENTATION STRATEGY
3�n Bernar nt►
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10.1 Wildfire CL;
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• MAST provides the most effective means available to the City to identify, review,
prioritize and implement fire prevention and fuel reduction projects. The focus of MAST o
is implementing programs in the most effective way possible taking advantage of the a
inter-related activities of the MAST partners and maximizing funding sources.
L
10.2 Earthquake/Geological Hazards E
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• All earthquake mitigation activities are implemented through the City of San Bernardino 0
2007 General Plan, City Ordinance, and City Building Codes in coordination with State a
law.
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10.3 Flood o
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All flood control mitigation activities are implemented through the City of San Bernardino 2007 a
General Plan, City Ordinance, City Building Codes in coordination with State law and federal N
laws, rules, and regulations relating to waterways and water.
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(Table 10.4) summarizes the implementation strategies for categories of projects addressing o
the top hazards in the City of San Bernardino's LHMP. The Table includes implementation
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strategies for the wildfire, earthquake/geologic hazards and flood. 2-
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Table 10.4: Implementation Strategy Summary
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Action Lead Agency Hazard Funding Source tt
Code Development—Prevention: Develop additional code Community p
Development
requirements to further reduce or eliminate damages from the All Hazards General Fund W
identified hazards.
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Natural Resource Protection: To locate and protect natural and Natural and General Fund/
MAST Cultural m
cultural resources at risk from the identified hazards. Resources Grants u)
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Property Protection:To enhance property protection from wildfire General Fund/
through fuel reduction programs that target fire prone vegetation on Fire Department. Wildfire Grants a)
private property. _
Public Education:To continue and develop new public education General Fund/
programs targeting the top identified hazards. Fire Department. All Hazards Grants Q
Structure Protection—Flooding:To continue to identify,fund, and Public Works General Fund/ c
build projects that reduce or eliminate flood hazards in the County. Flood Control Flooding Hazards Grants d
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Structure Protection—Geological Hazards:To identify unknown Community Geological General Fund/ c0v
hazards and develop additional new and retrofit requirements or Development Hazards Grants Q
programs to reduce or eliminate damage from geological hazards.
Structure Protection—Wildfire: To further protect structures at risk General Fund/
from wildfire through education, building,and enforcement codes and Fire Department. Wildfire Grants
actions.
I
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part IV— Hazard Specific Annex
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1
CITY OF SAN BERNARDINO
i Section 11 :
Emergency Operations Plan
Plan Maintenance
Part IV— Hazard Specific Annex
Snn Bernar no
PART IV - SECTION 11 : PLAN MAINTENANCE
11.1 Monitoring, Evaluating, and Updating the Plan
0
The City of San Bernardino Fire Department is the custodian of the LHMP. In the 2005 LHMP, CU
the City of San Bernardino indicated that the LHMP would be reviewed annually. Although no a
formal meetings were held, staff reviewed the plan annually and collected new hazard O
mitigation information and mitigation efforts throughout the county. Additionally, staff =
referenced/reviewed the LHMP before submitting grant applications to ensure the project was a
captured in the plan when applying for all grants to assist their mitigation efforts.
w
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There are three (3) main components to the LHMP: hazards, projects, and stakeholder c
involvement (public, as well as, City staff). The City has focused on these components and a
over the last 5 years and made steady improvements in all areas. The City participated in and =
facilitated several meetings and established several tasks forces to help advance the
understanding of hazards in the community. This information was shared with other City o
personnel and the general public. City staff believes that this sharing of information leads to a a
more informed community, thus a more robust LHMP. a
N
City Departments track the status of the projects through the entire life cycle from concept to
completion. Projects in progress are tracked to ensure all milestones are met and payments r
are made in a timely manner. Each year proposed projects are reviewed during budget o
development every spring and selected projects are submitted for funding to the appropriate
funding source. These funding sources include but are not limited to grant funding, General
Fund funding, and Special District funding. °
_
Because the LHMP is a living document that reflects ongoing hazard mitigation activities, the U_
process of monitoring, evaluating, and updating will be critical to the effectiveness of hazard
mitigation within the City. The City will hold internal planning meetings to discuss current o
projects and evaluate newly proposed projects resulting from internal staff meetings and input
from the public.
m
The results of these Departmental meetings will be presented to the Local Planning Team m
a
meetings at their annual meetings. To facilitate the Local Hazard Mitigation Planning process, _
the Fire Department is proposing to conduct annual meetings with the City Planning Team
where the Team Members will discuss the projects, priorities, and goals in the current plan and
from individual Department meetings and suggest any necessary changes. a
Results of the annual meeting will be retained and compiled for the 2019 update. The City
Planning Team will continue to support focused outreach for all Departments as well as E
support City-wide activities.
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CITY OF SAN BERNARDINO
Emergency Operations Plan
Part IV— Hazard Specific Annex
;San Bernar mo
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5.I.b
CITY OF SAN BERNARDINO
Emergency Operations Plan
S Part IV— Hazard Specific Annex
an Bernar ino
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