Sacramento County DHA - sacog

Attachment C: County Emergency Plan

COUNTY OF SACRAMENTO 

EMERGENCY OPERATIONS PLAN 

DECEMBER 2008

LETTER of PROMULGATION 

December 2008 

To: 

Officials and Employees of Sacramento County 

The preservation of life and property is an inherent responsibility of all levels of 

government. As disasters occur in devastating form at any time, Sacramento County 

must provide safeguards, which will save lives and minimize property damage through 

planning, preparedness measures and training. Sound emergency plans carried out by 

knowledgeable and well-trained personnel can and will minimize losses. 

The Sacramento County Emergency Operations Plan (EOP) establishes an Emergency 

Management Organization and assigns functions and tasks consistent with California’s 

Standardized Emergency Management System (SEMS) and the National Incident 

Management System (NIMS). It provides for the integration and coordination of planning 

efforts of multiple jurisdictions within Sacramento County. 

This plan was developed for each Sacramento County department, local special districts 

with emergency services responsibilities, and the cities within the county. The content is 

based upon guidance approved and provided by the Governor’s Office of Emergency 

Services (OES) and the Federal Emergency Management Agency (FEMA). The intent of 

the EOP is to provide direction on how to respond to an emergency from the onset, 

through an extended response, and into the recovery process. 

Once adopted, this plan is an extension of the California Emergency Plan. It will be 

reviewed and tested periodically and revised as necessary to meet changing conditions. 

The Sacramento County Board of Supervisors gives its full support to this Emergency 

Operations Plan (EOP), and urges all public employees and individuals to prepare for 

times of emergency before they occur. 

_________________________________ 

Chair, Board of Supervisors 

Sacramento County 

_______________________ 

Date 

Seal of the Clerk of the Board

RECORD OF REVISIONS 

(Note: File each revision transmittal letter behind this record page.) 

REVISION 

NUMBER 

ENTERED BY DATE REVISION 

NUMBER 

ENTERED BY 

DATE 

1 21 

2 22 

3 23 

4 24 

5 25 

6 26 

7 27 

8 28 

9 29 

10 30 

11 31 

12 32 

13 33 

14 34 

15 35 

16 36 

17 37 

18 38 

19 39 

20 40

_________________________________________________________________________ 

Credits and Acknowledgements 

There are numerous individuals who have contributed their time, efforts, insights and 

resources towards the completion of this version of the Sacramento County Emergency 

Operations Plan (EOP). The strategies, guidance, and information in this plan 

represent the diligent work of numerous persons in the County of Sacramento. 

Thanks go to all the persons who extended their time and energy into developing this 

Plan. Of special note is Ms. Brenna Howell, who developed this project on behalf of the 

County’s Emergency Operations Office (EOO), under the direction of Ms. Teresa Stahl. 

Thanks also go to those persons who contributed during the planning meetings, 

provided insights and data, and supported the development of the plan. 

The opinions, findings, and 

conclusions or recommendations 

expressed in this 

publication/program/exhibition are 

those of the author(s) and do not 

necessarily reflect the views of the 

California Office of Homeland 

Security or the U.S. Department of 

Homeland Security. 

This project was supported by Award 

No. 2006-0071 and 2007-0008 to the 

Sacramento County Emergency 

Operations Office, from the 2006 

Homeland Security Grant Program 

awarded by the California Office of 

Homeland Security (CA OHS) Grants 

Management Unit on behalf of the U.S. 

Department of Homeland Security 

(DHS).

Sacramento County, California 

Emergency Operations Plan 

Table of Contents 

Basic Plan 

TABLE OF CONTENTS 

Letter of Promulgation 

Record of Revisions 


Foreword 

PART ONE – BASIC PLAN 

Section/Content 

1.0 Plan Administration 

Purpose 

Scope 

Authorities & References 

Planning Process & Format 

Plan Activation 

Plan Approval & Promulgation 

Plan Maintenance & Responsibility 

Review and Updating 

2.0 County Hazards Overview 

Hazards Overview 

Hazards and Planning Considerations 

3.0 Emergency Management Principles 

Assumptions 

Emergency Management Priorities, Goals & Objectives 

Emergency Management Activities 

4.0 Preparedness & Readiness 

General 

Community Preparedness & Awareness 

Continuity of Government Operations 

Readiness 

5.0 Concept of Operations 

Standardized Emergency Management System & Mutual Aid 

National Incident Management System 

Emergency Management Activation 

Emergency Management Operations 

Action Planning 

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Basic Plan 

6.0 Sacramento County Emergency Management System 

County Emergency Management Organization 

County Emergency Management Functions 

County/OA EOC SEMS Organization 

County Roles and Responsibilities 

7.0 Alert, Warning & Emergency Public Information 

Alert and Warning 

Emergency Public Information 

8.0 Post Disaster Recovery 

General Assumptions 

Short Term Recovery 

Long Term Recovery 

Hazard Mitigation 

9.0 Training and Evaluation 

After Action Reporting 

Readiness Training 

Exercise & Evaluation 

PART TWO – EOC PROTOCOLS AND POSITION CHECKLISTS 


1.0 EOC Alert and Notification 

2.0 EOC Operations 

EOC Protocols 

EOC Coordination with Government Levels 

EOC Reporting 

EOC Briefings 

Deactivation 

3.0 Action Planning 

Planning Requirements 

Plan Elements 

Planning Responsibilities 

Planning Process 

Planning Considerations 

Planning Cycle 

Documentation and Distribution 

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Basic Plan 

4.0 Resource Management 

Resource Priorities 

Resource Requests 

EOC Web 

RIMS 

5.0 Expenditure Tracking 

Purpose 

Eligible Expenses 

Record Keeping Requirements 

6.0 Position Checklists 

All Position Checklist 

Management Section Checklists 

Operations Section Checklists 

Planning Section Checklists 

Logistics Section Checklists 

Finance Section Checklists 

PART THREE – RECOVERY 


1.0 Recovery Operations 

Concept of Operations 



Recovery Operations Responsibilities 

Recovery Planning Checklist 

2.0 Before Disaster Strikes 

Introduction 

Documentation 

3.0 Hazard Mitigation 

Introduction 

Hazard Mitigation Planning 

Mitigation Plan Requirements 

Mitigation Planning Checklist 

4.0 Funding for Pre-Disaster Mitigation 

Overview 

Authority and Administration 

Applicant Eligibility 

Planning and Project Grants 

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Basic Plan 

5.0 Funding for Flood Mitigation 

Overview 




FEMA Technical Assistance Grant 

6.0 When Disaster Strikes 

Introduction 

Emergency Proclamations/Declarations 

Safety Assessment 

Damage Assessments 

Local Assistance Centers (LACs) 

Disaster Recovery Centers (DRCs) 

7.0 Disaster Assistance Programs and Requirements 

Introduction 

Types of Assistance 

How to Access Assistance 

The Application Process PA & IA 

Applicant Briefings 

Project Approval Process 

Expedited Funding 

Individuals and Households Program 

SBA and USDA 

8.0 Post-Disaster Hazard Mitigation 

Overview 

HMGP Authority and Administration 

PART FOUR – SUPPORTING DOCUMENTS 

Acronyms 

Glossary of Terms 

Legal Documents 

Forms 

7 December 2008



Foreword 

Basic Plan 

Foreword 

The Sacramento County Emergency Operations Plan addresses the county's planned 

response to extraordinary emergency situations associated with natural disasters, 

technological incidents and national security emergencies in or affecting Sacramento 

County, including acts of terrorism. This plan does not apply to normal day-to-day 

emergencies or the established departmental procedures used to cope with such 

emergencies. Rather, this plan focuses on operational concepts relative to large-scale 

disasters which can pose major threats to life, property and the environment requiring 

unusual emergency responses. 

This plan accomplishes the following: 

• Establishes the emergency management organization required to mitigate any 

significant emergency or disaster affecting Sacramento County. 

• Identifies the roles and responsibilities required to protect the health and safety of 

Sacramento County communities, public and private property and the environmental 

effects of natural and technological emergencies and disasters. 

• Establishes the operational concepts associated with a field response to 

emergencies, the County Emergency Operations Center (EOC) activities and the 

recovery process. 

This plan is designed to establish the framework for implementation of the California 

Standardized Emergency Management System (SEMS) and the National Incident 

Management System (NIMS) for Sacramento County. It is intended to facilitate multiagency 

and multi-jurisdictional coordination, particularly between Sacramento County 

and local governments, including special districts, state agencies, and the federal 

government, in emergency operations through the structure of the Sacramento 

Operational Area (OA). This plan will be used in conjunction with the State Emergency 

Plan and the National Response Framework. 

Each element of the emergency management organization is responsible for assuring the 

preparation and maintenance of appropriate response plans and current standard 

operating procedures (SOPs), resource lists and checklists that detail how assigned 

responsibilities will be performed to support implementation of this plan and to ensure 

successful response during a major disaster. 

Mandatory elements to be addressed in SOP's are: 

• Arrangements for the provision of direction and control within the agency. 

• Specific emergency authorities that may be assumed by a designated successor 

during emergency situations. 

• Circumstances under which successor emergency authorities would become 

effective, and when they would be terminated. 

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Foreword 

Basic Plan 

• Current internal personnel notification/recall rosters and procedures to implement 

them. This should include a 24-hour communication system with the capability to 

notify and call-out personnel designated by the agency for emergency response. 

• Designation and establishment of a work/control/dispatch center or Department 

Operations Center (DOC) to manage organizational resources and response 

personnel and maintain contact with the EOC during emergencies. 

• Designation of a representative to report to the EOC during an emergency to advise 

decision makers and coordinate the agency's response effort with other responding 

entities. 

• Reporting of appropriate information (casualties, damage observations, evacuation 

status, shelter status, chemical exposure, etc.) to the EOC during an emergency. 

• Support of cleanup and recovery operations during disasters. 

• Training of assigned response staff to perform emergency functions. 

It is the County’s intent to fulfill the policies described herein, within the capabilities and 

resources available at the time of an emergency or disaster event. 

EMERGENCY MANAGEMENT GOALS 

• Provide effective life safety measures and reduce property loss. 

• Provide for the rapid resumption of community services and businesses. 

• Provide accurate documentation and records required for cost recovery efforts. 

COUNTY FACTS 

Sacramento County was incorporated in 1850 as one of the original 27 counties of the 

State of California. The County's largest city, the City of Sacramento, is the seat of 

government for the State of California and also serves as the county seat. Sacramento 

became the State Capital in 1854. The County is the major component of the 

Sacramento Metropolitan Statistical Area ("SMSA") which includes Sacramento, El 

Dorado, and Placer Counties. 

Sacramento County encompasses approximately 994 square miles in the middle of the 

400-mile long Central Valley, which is California's prime agricultural region. The County is 

bordered by Contra Costa and San Joaquin Counties on the south, Amador and El 

Dorado Counties on the east, Placer and Sutter Counties on the north, and Yolo and 

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Foreword 

Basic Plan 

Solano Counties on the west. Sacramento County extends from the low delta lands 

between the Sacramento and San Joaquin rivers north to about ten miles beyond the 

State Capitol and east to the foothills of the Sierra Nevada Mountains. The southernmost 

portion of Sacramento County has direct access to the San Francisco Bay. 

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Foreword 

Basic Plan 

QUICK FACTS 

• Average Annual Maximum Temperature - 73.6 degrees 

• Average Annual Minimum Temperature - 49 degrees 

• Average Rainfall - 19.6 inches 

• 36.87 miles of light rail system 

• 3 mainline railroad tracks 

• 7.4 million passengers annually through Sacramento International airport 

• Port of Sacramento ships 870,000 short tons of cargo annually 

• 14 Regional Parks Districts 

• 6 million trees 

• 19 major public & private colleges & universities 

• 16 public school districts 

• 15 major art and historical museums 

• 26 public libraries 

• 10 hospitals 

• 69.6% of eligible voters are registered to vote 

• Persons per square mile - 1,252 

• Leading agricultural crops include: milk, wine grapes, Bartlett pears, field corn, turkeys 

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Foreword 

Basic Plan 

Sacramento County is the eighth most populous county in California. As of January, 

2007, the State Department of Finance estimates the following population breakdowns 

for Sacramento County: 

City/County Population Estimates with Annual Percent Change 

January 1, 2006 and 2007 

State/County/City Total Population Percent Change 

1/1/2006 1/1/2007 

SACRAMENTO TOTAL 1,387,771 1,406,804 1.4 

CITRUS HEIGHTS 87,018 87,017 0.0 

ELK GROVE 131,081 136,318 4.0 

FOLSOM 69,544 70,835 1.9 

GALT 23,017 23,469 2.0 

ISLETON 814 815 0.1 

RANCHO CORDOVA 56,470 59,056 4.6 

SACRAMENTO 458,001 467,343 2.0 

UNINCORPORATED AREA 561,826 561,951 0.0 

12 December 2008



Foreword 

Basic Plan 

GOVERNMENT 

The Board of Supervisors is the governing body of the County and a number of special 

districts. Within the limits of state law and county charter, the Board is empowered to 

adopt ordinances, establish programs, levy taxes, appropriate funds, appoint certain 

officials, and zone property in the unincorporated area. The five members of the Board 

are elected on a non-partisan basis to serve four-year terms. Each is elected from one of 

the five supervisorial districts of the County. The County Executive is the chief executive 

officer of the County and is responsible for implementing Board policies, administering 

County departments not headed by an elected official, and preparing budgets, reports 

and proposals for Board consideration. He/she is appointed by a majority vote of the 

Board and may be removed by a 4/5 vote. 

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Foreword 

Basic Plan 

14 December 2008



Foreword 

Basic Plan 

HISTORY 

1839 Captain John A. Sutter arrives in Sacramento 

1848 Gold is discovered at Sutter's Mill (January 24) 

1850 First Sacramento volunteer Fire Department is organized 

1857 Sacramento City and County governments merge 

1860 Pony Express begins run between Sacramento and St. Joseph, Missouri 

1863 Track for the first continental railroad is laid in Sacramento 

1863 Sacramento City and County governments are separated 

1955 Folsom Dam is completed 

15 December 2008



Section One 

Basic Plan 

SECTION 1: PLAN ADMINISTRATION 

PURPOSE 

The Basic Emergency Plan addresses Sacramento County's planned response to 

extraordinary emergency situations associated with natural, technological and human 

caused emergencies or disasters within or affecting Sacramento County. 

This plan is the principal guide for Sacramento County’s response to, management of, 

and recovery from real or potential emergencies and disasters occurring within its 

designated geographic boundaries. Specifically, this plan is intended to: 

• Facilitate multi-jurisdictional and interagency coordination, particularly between local 

government, operational area (geographic county boundary), and state response 

levels, and appropriate federal agencies, in emergency operations. 

• Serve as an operational plan as well as a reference document and may be used for 

pre-emergency planning as well as emergency operations. 

• To be utilized in conjunction with applicable local, state and federal contingency plans. 

• Guide users through the four phases of emergency management: mitigation, 

preparedness, response, and recovery. 

• Identify the components of an Emergency Management Organization (EMO), and 

establish associated protocols required to effectively respond to, manage and recover 

from major emergencies and disasters. 

• Establish the operational concepts and procedures associated with field response to 

emergencies, Emergency Operations Center (EOC) activities, and the recovery 

process. 

• Establish the organizational framework for implementation of the California 

Standardized Emergency Management System (SEMS), and the National Incident 

Management System (NIMS), within Sacramento County. 

Allied agencies, private enterprise, and volunteer organizations having roles and 

responsibilities established by this plan are encouraged to develop operating protocols 

and emergency action checklists based on the provisions of this plan. 

SCOPE 

This plan applies to any extraordinary emergency situation associated with any hazard, 

natural or human caused which may affect Sacramento County and that generates 

situations requiring planned, coordinated responses by multiple agencies or jurisdictions. 

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Section One 

Basic Plan 

The provisions, policies, and procedures of this plan are applicable to all agencies and 

individuals, public and private, having responsibilities for emergency preparedness, 

response, recovery, and/or mitigation in Sacramento County. The city governments 

within the County of Sacramento maintain their own emergency operations plans. The 

cities’ plans are consistent with the policies and procedures established by this plan. 

AUTHORITIES 

FEDERAL 

• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 

5121, et seq., as amended. 

• Homeland Security Presidential Directive 5, Management of Domestic Incidents, 

February 28, 2003. 

• Homeland Security Presidential Directive 8, National Preparedness, December 17, 

2003 

• The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency 

Management Agency, October 1, 2007 

STATE 

• California Emergency Services Act 

• California Disaster Assistance Act 

• California Code of Regulations Title 19, (Standardized Emergency Management 

System) 

• California Disaster and Civil defense master Mutual Aid Agreement 

COUNTY 

• Sacramento County Emergency Services/Ordinance, Chapter 2.46 of the Sacramento 

County Code. 

o Establishes a County Disaster Council and specifies its role; 

o Defines an Emergency; 

o Requires an Emergency Operations Plan; and 

o Establishes an Emergency Operations Office 

o Identifies the roles and responsibilities of the Director 

o Identifies the organization and responsibilities of the Emergency Management 

Organization 

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Section One 

Basic Plan 

• Sacramento County Resolution adopting the California Master Mutual Aid Agreement. 

• Sacramento County Resolution adopting the approved Emergency Operations Plan. 

• Agreement for Participation in the Sacramento Operational Area Organization which 

provides Sacramento County lead agency responsibility. 

• Resolution adopting SEMS & NIMS 

REFERENCES 

FEDERAL 

• National Response Framework (As revised) 

• National Incident Management System (NIMS) 

• Comprehensive Preparedness Guide (CPG) 101 

STATE 

• California State Emergency Plan (As revised) 

• Standardized Emergency Management System (SEMS) 

• California Disaster Assistance Act 

• California Law Enforcement Mutual Aid Plan 

• California Fire and Rescue Mutual Aid Plan 

• Continuity of Government in California (Article IV, Section 21 of the State 

Constitution). 

• Preservation of Local Government 

COUNTY 

• Yolo County Emergency Operations Plan 

• City of Folsom Emergency Operations Plan 

• City of Sacramento Emergency Operations Plan 

• Sacramento County website www.saccounty.net 

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Section One 

Basic Plan 

• Sacramento County Region IV Multi-Casualty Incident and Medical/Health Disaster 

Plan 

• Sacramento County Area Plan to Emergency Response of Hazardous Materials 

Incidents 

PLANNING PROCESS & FORMAT 

The plan is divided into four elements that contain general and specific information 

relating to county emergency management operations. 

Part One - Basic Plan 

This section provides the structure and organization of the Sacramento County 

Emergency Management Organization; identifies individual roles and responsibilities; 

describes the concept of emergency operations; and identifies how the local cities and 

the state integrate with Sacramento County in the Standardized Emergency Management 

System (SEMS) and the National Incident Management System (NIMS). 

Part Two – EOC Protocols and Position Checklists 

This section provides general guidelines and specific procedures for the activation and 

extended operations of the EOC. 

Part Three – Recovery 

This section provides information that more clearly defines the roles and responsibilities of 

those assigned to the Recovery effort in Sacramento County. 

Part Four – Supporting Documents 

This section contains supporting materials to the overall Emergency Operations Plan. 

PLAN ACTIVATION 

The Sacramento County Emergency Operations Plan may be activated by the Director of 

Emergency Operations (County Executive), Chief of Emergency Operations or 

designated alternates under any of the following circumstances: 

• On the order of the Director of Emergency Operations as designated by 

local ordinance, Chapter 2.46 of the Sacramento County Code. 

• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area 

of the state including Sacramento County 

• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in 

California Emergency Services Act (Chapter 7, Division 1, Title 2, California 

Government Code) 

• Upon declaration by the President, of the existence of a National Emergency 

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Section One 

Basic Plan 

• Automatically, on receipt of an attack warning or actual attack on the United States, or 

upon occurrence of a catastrophic disaster that requires immediate government 

response. 

PLAN APPROVAL & PROMULGATION 

Upon concurrence of the Board of Supervisors, the plan will be officially adopted and 

promulgated. The approval date will be included on the Title Page. The plan will be 

distributed to those county departments, local jurisdictions, and supporting allied agencies 

and community organizations having assigned primary functions or responsibilities. 

PLAN MAINTENANCE RESPONSIBILITY 

The County Emergency Operations Office (EOO) has the primary responsibility for 

ensuring that necessary changes and revisions to this plan are prepared, coordinated, 

published, and distributed. 

REVIEW AND UPDATING 

This plan and its supporting documents will be reviewed annually, with a full document 

update conducted minimally every five (5) years. Additional changes occurring within the 

five-year cycle of review will be acted upon independently and brought to the Board of 

Supervisors as necessary to maintain functionality and to meet state and federal 

requirements. 

Changes to the plan not requiring formal adoption will be published and distributed to all 

involved agencies and organizations. Recommended changes will be received by the 

County Emergency Operations Office (EOO), reviewed and distributed for comment on a 

regular basis. Non-adoption elements of this plan may also be modified by the EOO any 

time state or federal mandates, operational requirements, or legal statute so require. 

Once distributed, new editions to this plan shall supplant older versions and render them 

inoperable. 

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Section Two 

Basic Plan 

SECTION 2: COUNTY HAZARDS OVERVIEW 

HAZARDS OVERVIEW 

In 2004, Sacramento County's Emergency Operations Office worked with a consortium of 

community stakeholders to complete the Sacramento Multi-Hazard Mitigation Plan. The 

purpose of this analysis was to identify and discuss the natural and technological threats 

confronting the Operational Area communities and the mitigation efforts that might 

address those threats. For a more detailed explanation please refer to the Sacramento 

County Multi-Hazard Mitigation plan. 

The County of Sacramento is vulnerable to a wide range of threats. In the last decade it 

has experienced severe winter storms, flooding, hazardous materials releases, freezes, 

drought, civil unrest and power shortages. An all-hazards threat perspective, although 

focused on riverine flooding due to the confluence of the Sacramento and American 

Rivers, must include a complete range of threats including emerging and increasing 

technological factors (e.g., the increased transportation of numerous hazardous materials 

on the state highways, roads and interstates going through the County). It is important to 

consider past events for future planning, with the consideration that the location and 

scope of hazards changes over the years. 

Sacramento County is subject to a complete range of threats to public health and safety, 

infrastructure and the environment. There are three broad categories of hazard threats: 

natural, technological and human-based security threats. Additionally, casualties, and 

high financial losses have occurred throughout the history of the County in the last fifty 

years, but human losses continue to decline, especially in proportion to the growth in the 

population as growth increases near existing and emerging hazards. This decrease in 

the loss of life may be due to a combination factors including risk communication, better 

overall community planning, and a high community sense of readiness. 

The hazards that might impact Sacramento County communities include the 

following: 

Natural Hazards 

• Severe Weather 

• Flood 

• Earthquake 

• Wildland fire 

• Drought 

• Freeze 

• Disease Outbreak 

• Landslide/Subsidence 

• Volcanic Ash from Volcanic Eruption 

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Section Two 

Basic Plan 

Technological Hazards 

• Hazardous materials accident 

• Transportation accidents (MCI) 

• Dam failure 

• Loss of utilities (phone, power, potable water) (see extreme Weather) 

• Airplane crash 

Human-Based Hazards 

• Civil Disturbance 

• Terrorism 

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Section Two 

Basic Plan 

HAZARDS AND PLANNING CONSIDERATIONS 

SEVERE WEATHER 

Almost all of Sacramento County’s disaster declarations are a direct result of extreme 

weather conditions. For this plan, severe weather is discussed in the following 

subsections: 

• Heavy Rain/Thunderstorms 

• Tornadoes 

• Fog 

HEAVY RAIN/THUNDERSTORMS 

Severe storms/thunderstorms in the planning area include heavy rains often 

accompanied by strong winds, lightning, and hail. Tornadoes may also occur during 

these storms. Thunderstorms can produce a strong rush of wind known as a downburst, 

or straight-line winds which may exceed 120 miles per hour. These storms can overturn 

poorly secured mobile homes, tear roofs off houses and topple trees. Often, downed 

trees fall across power lines or winds topple the power poles, causing power outages. 

Approximately 10 percent of the thunderstorms that occur each year in the United States 

are classified as severe. A thunderstorm is classified as severe when it contains one or 

more of the following phenomena: (1) hail, three-quarters inch or greater, (2) winds 

gusting in excess of 50 knots (57.5 miles per hour), or (3) a tornado. 

Lightning is defined as any and all of the various forms of visible electrical discharge 

caused by thunderstorms. Cloud-to-ground lightning can kill or injure people by direct or 

indirect means. Objects can be directly struck and this impact may result in an explosion 

burn, or total destruction. Or, the damage may be indirect when the current passes 

through or near it. 

As discussed further in the following sections, heavy rains and severe storms occur in the 

planning area primarily during the late fall, winter and spring seasons. 

In Sacramento County, precipitation occurs mostly as rain. Snow is a rare occurrence. 

The bulk of the rain occurred during the months of November through March. From 1941 

through 2003, annual rainfall averaged 17.22 inches, but it can be quite variable. The 

highest recorded annual rainfall is 33.44 inches in 1983 and the highest recorded rainfall 

for a given month is 12.64 inches in December 1955. For a 24-hour period, the record 

high rainfall was 3.77 inches on October 13, 1962. The lowest annual rainfall total was 

6.25 inches in 1976. 

The temperature generally ranges from an average maximum temperature of low 50’s to 

mid 90’s and an average minimum temperature range of high 30’s to high 50’s. The 

highest daily extremes included a high of 115 on June 15, 1961 and a low of 18 on 

December 22, 1990. 

23 December 2008



Section Two 

Basic Plan 

The prevailing winds in Sacramento are Southerly at approximately 5-15 miles per hour. 

Winds from the North are generally dry. Pre-weather front winds generally come from the 

Southwest. 

Severe weather and thunderstorms are likely to continue to occur annually in the 

Sacramento County area. 

TORNADOES (AND OTHER SEVERE WIND EVENTS) 

Tornadoes are another weather-related event that affects the planning area. Tornadoes 

are rotating columns of air marked by a funnel-shaped downward extension of a 

cumulonimbus cloud whirling at destructive speeds of up to 300 miles per hour. They 

usually accompany a thunderstorm. Tornadoes are the most powerful storms that exist. 

They can be comprised of the same pressure differential that fuels 300-mile wide 

hurricanes across a path only 300 yards wide or less. 

Sacramento County has experienced four tornadoes: 

• 02/07/1978 Magnitude F2, Property Damage $250-500K 



• 04/24/1998 Magnitude F0, Property Damage $10K 

There have been four tornadoes during the 52-year period of record, or one tornado 

every 13 years on average. This equates to an annual probability of occurrence at 7.69 

percent. There are no official recurrence intervals calculated for tornadoes. However, if 

one assumes a tornado affects only one square mile and there are 965 square miles in 

Sacramento County, the annual probability of a tornado hitting any particular square mile 

in the planning area is .07 in 965, or a 0.0001 percent (.000001) chance. 

FOG 

Fog results from air being cooled to the point where it can no longer hold all of the water 

vapor it contains. For example, rain can cool and moisten the air near the surface until 

fog forms. A cloud-free, humid air mass at night can lead to fog formation, where land 

and water surfaces that have warmed up during the summer are still evaporating a lot of 

water into the atmosphere – this is called ‘radiation fog’. A warm moist air mass blowing 

over a cold surface can also cause fog to form-this is called ‘advection fog’. The National 

Climate Data Center (NCDC) data shows severe fog incidents in 1997, 1998, and 1999. 

In these three events there has been one death, 38 injuries, and $403,000 in property 

damage. Primarily, these incidents have been multi-vehicle pileups on the Interstate 

Highways. 

24 December 2008



Section Two 

Basic Plan 

FLOODING 

History clearly highlights floods as the most frequent natural hazard impacting 

Sacramento County. Floods are among the most costly natural disasters in terms of 

human hardship and economic loss nationwide. There are three different types of flood 

events in the Sacramento area: flash, riverine and urban stormwater. Regardless of the 

type of flood, the cause is often the result of severe weather and excessive rainfall, either 

in the flood area or upstream reach. 

The term ‘flash flood’ describes localized floods of great volume and short duration, 

generally in less than four hours. In contrast to riverine flooding, this type of flood usually 

results from a heavy rainfall on a relatively small drainage area. Precipitation of this sort 

usually occurs in the spring and summer. Dam failures also often result in flash flooding. 

However, dam failures are addressed separately later in this section. 

Riverine flooding occurs when a watercourse exceeds its ‘bank-full’ capacity and is the 

most common type of flood event. Riverine flooding occurs as a result of prolonged 

rainfall that is combined with saturated soils from previous rain events, or combined with 

snowmelt, and is characterized by high peak flows of moderate duration and by a large 

volume of runoff. Riverine flooding occurs in river systems whose tributaries drain large 

geographic areas and can include many watersheds and sub-watersheds. The duration 

of riverine floods varies from a few hours to many days. Factors that directly affect the 

amount of flood runoff include precipitation amount, intensity and distribution, soil 

moisture content, channel capacity, seasonal variation in vegetation, snow depth and 

water-resistance of the surface due to urbanization. In Sacramento County, riverine 

flooding can occur anytime during the period from November through April. Flooding is 

more severe when antecedent rainfall has resulted in saturated ground conditions. 

Urbanization may increase peak flow runoff as well as the total volume of stormwater 

runoff from a site. The increase is dependent upon the type of soil and its topography 

compared to the proposed development. The Soil Conservation Service (now known as 

the Natural Resources Conservation Service) has surveyed the soil types in the county. 

Much of the county is tight soil with low permeability. 

In Sacramento County, there are three main rivers, the Sacramento, American and 

Cosumnes Rivers. The Sacramento and American Rivers and several tributaries to the 

east, north, and west all flow toward the City of Sacramento. The watersheds of these 

two main rivers drain most of northern California and part of southern Oregon for a total 

of some 26,000 square miles. The third, the Cosumnes River, flows southwesterly 

through the southern portion of the County and into the delta region. 

All surface water originating in or passing through Sacramento County discharges to the 

ocean via the Sacramento and San Joaquin Rivers, which join at the head of Suisun 

Bay, the easternmost arm of San Francisco Bay. With a combined tributary drainage 

area of approximately 60,000 square miles, these rivers provide most of the freshwater 

inflow to San Francisco Bay. 

25 December 2008



Section Two 

Basic Plan 

High water levels along the Sacramento and American Rivers are a common occurrence 

in the winter and early spring months due to increased flow from storm runoff and 

snowmelt. An extensive system of dams, levees, overflow weirs, drainage pumping 

plants, and flood control bypass channels strategically located on the Sacramento and 

American Rivers has been established to protect the area from flooding. These facilities 

control floodwaters by regulating the amount of water passing through a particular reach 

of the river. The amount of water flowing through the levee system can be controlled by 

Folsom Dam on the American River and the reserve overflow area of the Yolo Bypass on 

the Sacramento River. However, flood zones in Sacramento County are still extensive. 

Several areas of the county are still subject to flooding by the overtopping of rivers and 

creeks, levee failures, and the failure of urban drainage systems that cannot 

accommodate large volumes of water during severe rainstorms. 

High flows on the Cosumnes River are less frequent, as the river is essentially dam free 

and has little in the way of flow regulation. Flooding along the river, such as in 1997, has 

been due to high water coupled with the failure of non-standard, poorly constructed 

private levees. 

EARTHQUAKES 

There has never been a recorded earthquake that occurred in Sacramento County. 

Faults have been identified that traverse the Sacramento County area however, and 

historic earthquakes both to the west and the east have been felt in the county and 

generated damage-producing ground motions. There have been no earthquake disasters 

declared in Sacramento County. 

In 1892, an earthquake centered between Vacaville and Winters caused minor structural 

damage in nearby communities, including Sacramento (and the State Capitol) and 

Lincoln (in neighboring Placer County. 

In 1906, the estimated 8.0 plus Richter magnitude San Francisco earthquake, on the 

northern segment of the San Andreas Fault, damaged the State Capitol, the full extent of 

which was not discovered until the mid-1970s. 

December 16, 1954, a series of earthquakes, particularly the major 7.1 Richter 

magnitude earthquake at Fairview Peak, Nevada (about 100 miles east of Carson City) 

caused some damage in Sacramento while virtually no damage occurred in Reno. 

August 1, 1975, a moderate magnitude earthquake 5.7 occurred near Oroville on the 

Cleveland Hills fault and was felt in Sacramento. 

26 December 2008



Section Two 

Basic Plan 

Earthquakes have been felt and ground motions recorded in Sacramento from more 

recent events including: 

• 1980, the Livermore/Green Valley 

• 1980, Mammoth Lakes 

• 1983, Coalinga 

• 1989, Loma Prieta 

• 1992, Petrolia and 

• 2004, San Simeon. 

Both the San Andreas Fault and the closer Hayward Fault have the potential for 

experiencing major to great events. The US Geological Survey recently (February 2004) 

estimated that there is a 62 percent probability of at least one 6.7 or greater magnitude 

earthquake occurring that could cause widespread damage in the greater San Francisco 

Bay area before 2032. 

Another potential earthquake source are the faults associated with western edge of the 

Central Valley, recently defined as the Coast Range Central Valley (CRCV) boundary 

thrust fault system. Various documents define portions of this little known system as the 

Midland Fault Zone or the Dunnigan Hills fault where the 1892 Vacaville-Winters 

earthquake occurred. A southern part of the CRCV system may have been the source of 

the 1983 very damaging Coalinga earthquake. 

Intense ground shaking can also create the phenomenon of liquefaction, where the soil 

looses its shear strength. The greatest possibility for liquefaction in the County occurs 

where structures may be placed upon inadequate soils or fill material. 

The County has adopted the Uniform Building Code and California Building Code 

standards to ensure that construction of any new structures meet the most stringent 

requirement for the Seismic Zone qualifications. 

WILDLAND FIRES 

Generally, from June to October of each year, much of the County faces a serious threat 

from wildland fires. The California Department of Forestry and Fire Protection has rated 

much of the northern side of the American River Parkway as "Very High" under its Fire 

Hazard Severity Classification System. The eastern 1/3 of the county has been rated as 

"Moderate" and due to the volume and nature of the fuels, this area has the greatest 

history of fires in the county. 

There are currently 12 fire protection jurisdictions located within the county of 

Sacramento. These jurisdictions represent both paid professional and volunteer 

departments. All of the fire agencies within the county have standing reciprocal Automatic 

Aid Agreements in place. Additionally, the California Department of Forestry and Fire 

Protection is responsible for providing wildland fire protection on all State Responsibility 

Area (SRA) watersheds and rangelands in Sacramento County. 

27 December 2008



Section Two 

Basic Plan 

Prevention and awareness are critical to reduce losses due to wildfire. The County 

enforces codes in compliance with State of California Government Code 1270, which 

provides regulations for fire safe standards applicable to CalFire “fire responsibility 

areas.” Sacramento County has also adopted the “Firesafe Requirements of Public 

Resources Code 4290.” This code provides for wildland/urban interface fire safety 

controls. The County also adopted requirements for Class A roofing. In addition the 

County adopted a fire implementation plan for Eastern Sacramento County. 

DISEASE OUTBREAK 

Massive disease outbreaks may be a major risk for the County as it has become more 

urban. The County Health Department completes a regular surveillance of diseases 

reported in the area. The County Health Officer would take early, direct actions to isolate 

and treat virulent, communicable diseases should they appear in the County. The most 

likely source for such outbreaks would be from tourists or people fleeing an outbreak area 

elsewhere. The outbreak of most concern would be a pandemic flu, as occurred during 

and just after WWI. A terrorist act could also be the source of a serious communicable 

disease. 

VOLCANIC ERUPTION 

There are a number of volcanoes in California that could become active. Special planning 

considerations are necessary if these volcanoes are within 100 miles of the County. This 

planning should be discussed with all emergency services in local government, as well as 

the private sector, non-profits, and the public. A Mono County volcanic eruption could 

impact Sacramento County government operations. In select geographic locations, 

depending on the wind, volcanic ash may cause health and equipment operation 

problems. Ash from the Mount St. Helens explosion in 1980 affected government 

operations as far as three states downwind. Although the Long Valley Caldera is some 

130 miles southeast of Sacramento, it still offers a major threat. The Caldera can 

produce pyroclastic flows, ash clouds, and major earthquakes. 

The last major volcanic explosion in California was Mount Lassen in 1914. Mount Lassen 

is still considered potentially active and is also about 130 miles northeast of Sacramento. 

HAZARDOUS MATERIALS 

A hazardous material is any substance that is flammable, combustible, corrosive, 

poisonous, toxic, explosive or radioactive. Hazardous materials require special care in 

handling and storage due to the harm they pose to public health, safety and the 

environment. Many government agencies inspect these facilities to ensure facilities are 

in compliance with State and Federal regulations. 

There are approximately 5400 businesses in Sacramento County that store, handle or 

use hazardous materials, hazardous waste and/or have underground storage tanks. 

This total includes a wide variety of small size businesses to large-scale industries. In 

addition, there are approximately 85 facilities that store, handle or use extremely 

hazardous materials. These facilities are regulated under the California Accidental 

Release Prevention (Cal-ARP) program and are subject to enhanced oversight. 

28 December 2008



Section Two 

Basic Plan 

Most of the Cal-ARP sites located within Sacramento County are water well facilities that 

have chlorine gas or refrigeration units that use anhydrous ammonia. 

Sacramento County has several major transportation arteries that traverse the region 

such as Interstates 5 and 80 as well as Highways 50 and 99. Hazardous materials and 

hazardous waste are transported daily along these routes as well as via rail lines that are 

located throughout the county. The Sacramento County Area Plan to Emergency 

Response of Hazardous Materials Incidents addresses how any accidents or situations 

will be handled. 

The Sacramento County Environmental Management Department (EMD) is the local 

regulatory agency which collects and disseminates to the fire departments the Hazardous 

Materials Business Plan prepared by facilities that store or manage hazardous materials 

or generate hazardous waste in quantities greater than statutory threshold amounts. This 

plan contains chemical inventory sheets, site map, emergency contingency plan and 

other information needed by first responders. EMD staff performs inspections of these 

facilities to ensure public health and the environment is not at risk. 

In addition, EMD’s Hazardous Materials Response Team works closely with HazMat units 

from the Sacramento Fire Department and the Sacramento Metropolitan Fire District in 

handling incidents such as spills on the highway, emergencies at businesses, abandoned 

containers, and clandestine drug labs. 

The various agencies that respond to incidents operate according to the Sacramento 

County Area Plan to Emergency Response of Hazardous Materials Incidents. This plan 

delineates the roles and responsibilities of each responding agency. 

Most releases of hazardous materials are in relatively small quantities and are quickly 

contained and isolated. In the event of a major release, especially involving a Cal-ARP 

facility, evacuations involving large areas could be required. Physical damage is 

generally limited to the immediate surroundings. However, the health threat potential 

could be extensive depending on climatic conditions. 

TRANSPORTATION EMERGENCIES AND MULTI-CASUALTY INCIDENTS (MCI) 

Interstates 5 and 80, and State Highways 99 and 50, are the primary transportation 

access routes through Sacramento County (see Map 15). The County is primarily 

susceptible to transportation emergencies involving major truck/auto accidents. Many of 

these emergency situations may cause ancillary emergencies such as hazardous 

materials spills, which may require evacuation and sheltering efforts (especially in urban 

areas). 

Major trucking routes include Interstates 5 and 80, and State Highways 99 and 50. 

Hazmat traffic has steadily increased due to increased local and adjacent county 

development. Many trucks transport hazardous materials along the interstates and 

highways, including propane, anhydrous ammonia and military armaments. Motor carrier 

transportation of hazardous materials, principally corrosives and other hazardous 

materials are generally transported along these routes. 

29 December 2008



Section Two 

Basic Plan 

A countywide public 9-1-1 paramedic transport system and private ambulances, as well 

as busses from public transit and local schools would be primary sources of 

transportation for a mass casualty incident (MCI). Several regional helicopter ambulance 

services are available to airlift the most severely injured patients. These resources have 

proven extremely effective in the past for managing the large number of local MCI’s 

encountered. Law enforcement, fire, medical personnel work closely during MCI events, 

which can include the application of mutual aid from other counties, as outlined in the 

Region IV MCI and Medical Health Disaster Plan. 

AIRPLANE CRASH 

The impact of an aircraft creates the potential for multiple explosions, resulting in an 

intense fire. The crash may cause injuries, fatalities, and the destruction of property at 

and adjacent to the impact point, including the ignition of a wildfire. The time of day when 

the crash occurs may have a profound effect on the number of dead and injured due to 

exposure. It can be anticipated that the mental health needs of survivors, surrounding 

residents, and emergency responders will greatly increase due to the trauma associated 

with numerous casualties. 

There are five airports within the Sacramento County area. They are: 

• Sacramento International Airport 

• McClellan Airport 

• Mather Airport 

• Sacramento Executive Airport 

• Franklin Field 

Aircraft Rescue Fire Fighting (ARFF) teams are present at all of these airports with the 

exception of Franklin Field. At each of the airports the Airport Department has a planned 

Unified Command between Fire Departments/Districts and airport law enforcement 

departments. This Unified Command structure is not available at Franklin Field. At 

Sacramento International Airport the County maintains its own fire department. The City 

of Sacramento supports the ARFF team at Sacramento International in the event that 

mutual aid is required. McClellan has an ARFF team that is supported by the 

Metropolitan Fire District. Metro Fire maintains a fire station at the McClellan Airport. In 

the event of an Aircraft incident at McClellan Airport, Sacramento International Fire 

Department would send a Battalion Chief for command purposes to the scene at 

McClellan Airport. 

The County Airport Department maintains plans with Sacramento City Fire Department 

and Metropolitan Fire District to handle an offsite crash at any of our airports. Once a 

year the County staff schedules a meeting with the two fire Departments to ensure the 

plans remain up to date and that all parties are in agreement regarding the activation of 

the response plans. 

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Section Two 

Basic Plan 

Four of the five airports can receive small aircraft as well as commercial jets. Franklin 

Field is the only exception. Air Force pilots from Beale Air Force Base routinely conduct 

touch and go take offs and landings at Sacramento International Airport. 

Despite the public’s concern about airline safety, air travel is the safest way to travel 

within the United States and abroad. The picture of an Airliner crash landing and tipping 

end over end is a very remote possibility. The more likely scenario is a short landing, 

where the commercial airliner lands short of the runway and ends up in the dirt; a long 

landing where the commercial airliner runs off the end of the runway and ends up in the 

dirt or a declared in-flight emergency by the pilot. Rarely, if ever, is fog a factor in 

commercial airline mishaps. 

The Aircraft Rescue Fire Fighting teams (ARFF) will respond to all in-flight emergencies 

called by pilots coming in and out of the airports. An in-flight emergency could include fire 

in the cockpit or any part of the airplane. In the case of a fire in the airplane, the pilot has 

the requirement to land the airplane as quickly as possible. If the pilot’s only alternative is 

to land on a field or perhaps on a freeway, that is the pilot’s decision. 

DAM FAILURE 

Dam failure is the collapse or failure of an impoundment that causes significant 

downstream flooding. Flooding of the area below the dam may occur as the result of 

structural failure of the dam, overtopping, or a seiche, similar to a tidal wave but usually in 

a fully enclosed body of water. The principle consequences of dam failure are injury, loss 

of life, and significant downstream property damage. The collapse and structural failure 

of dams in Sacramento County may be caused by a severe storm, earthquakes, internal 

erosion of piping caused by embankment and foundation leakage. Seismic activity may 

also cause inundation by the action of a seismically induced wave that overtops the dam 

without causing failure of the dam, but significant flooding downstream. Landslides 

flowing into a lake may also cause failure or overtopping. 

The loss of some of these dams can be life threatening, and can be the source of an 

interruption of local potable water, interruption of power generation, some road blockage, 

and localized flooding in populated areas of Sacramento County. In some cases there 

are consequences downstream, outside of the County, for populations outside of the 

authority of this emergency plan. 

CIVIL DISTURBANCE 

Civil disturbances include incidents that are intended to disrupt a community to the 

degree that law enforcement intervention is required to maintain public safety. Civil 

disturbances are generally associated with controversial political, judicial, or economic 

issues and/or events. 

The effects of a civil disturbance are varied and are usually based upon the type, 

severity, scope and duration of the disturbance. The effects of civil disturbances include 

traffic congestion or gridlock, illegal assemblies, disruption of utility service, property 

damage, injuries and potentially loss of life. 

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Section Two 

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Although the County Emergency Operations Office is prepared for such events, including 

automatic aid agreements with adjacent Counties, the fact remains that the County of 

Sacramento has had few large-scale civil disturbances that would even begin to compare 

with the LA Riots. There are currently few events that are planned on a regular basis that 

are anticipated to develop civil unrest, e.g., the last day of the State Fair at CalExpo. 

TERRORISM 

Terrorism involves a struggle between competing principles and ideologies below the 

level of conventional war. According to the Federal Emergency Management Agency 

(FEMA) publication Principle Threats Facing Communities and Local Emergency 

Management Coordinators, most terrorist activities are bombing attacks. Principal 

targets include military personnel and facilities, commercial establishments, and federal 

government buildings and property. 

The effects of terrorist activities can vary significantly, depending on the type, severity, 

scope, and duration of the activity. Terrorist activities may result in disruption of utility 

services, property damage, injuries and the loss of lives. 

To date, terrorism has been targeted primarily against United States of America interests 

abroad. However, the events of September 11, 2001, as well as the previous World 

Trade Center bombing in New York and the Oklahoma City bombing, are reminders that 

terrorist attacks may occur anywhere in the United States. Although no known terrorist 

attacks have occurred in Sacramento County, the County and the jurisdictions within the 

County are still vulnerable to the threat of terrorism. Numerous critical infrastructure sites 

as well as major public events are potential targets for attack. The primary concern with 

Sacramento County is the after affects of an attack on high population zones in the Bay 

Area. The influx of the survivors, or those in fear, could easily overcome local resources. 

In the case of bioterrorism, it could bring highly communicable diseases. 

The County has identified the primary threats to the county and its vulnerabilities through 

the self-assessment tools provided by the Office for Domestic Preparedness under the 

Department of Justice and U.S. Department of Homeland Security. Through a series of 

these assessments, and grants to upgrade response equipment, training, and testing, the 

County continues to increase its terrorism consequence management capability. The 

County has also completed a bioterrorism response plan through the Public Health 

Division of the Sacramento County Health and Human Services Department. 

CRITICAL INFRASTRUCTURE FACILITIES VULNERABLE TO HAZARDS 

During a disaster that affects the County of Sacramento, there are certain facilities within 

the County that may be more at risk than other facilities, or that have a high profile for 

impacts on the public health and safety of the residents. The following locations are 

considered as primary sites to protect when a hazard threatens to reach the emergency 

or disaster level: 

• Hazardous materials storage sites, water treatment facilities and 

transportation/equipment yards—to include explosives storage 

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Section Two 

Basic Plan 

• Water treatment and sewage treatment facilities 

• Large dams and their spillways (Folsom) 

• County, State and federal administration offices 

• Critical data centers 

• Court Building 

• Utility lines, including water distribution pipelines 

• Utility distribution hubs (transmitters, transformers, pumping stations) 

• Critical bridges 

• Water impoundments for public drinking water 

• Major tourist sites/attractions. 

MEDICAL FACILITIES 

There are many hospitals located within Sacramento County. There are also many 

nursing facilities or rest homes in the County. These facilities are subject to major 

disruption from flood, disease outbreak, earthquake, utility interruptions, hazardous 

materials releases, and terrorist acts. 

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Section Two 

Basic Plan 

TELECOMMUNICATIONS 

Telephone systems may be affected by system failure, overloads, loss of electrical power 

and possible failure of some alternate power systems. Immediately following a serious 

earthquake, a large riverine flood, specific flash flooding or severe winter storms, and 

fires beneath lines or near relay stations, numerous failures may occur, compounded by 

system use overloads. This will likely disable up to 80% of the telephone system for at 

least one day, although a week of interruption could occur. Radio systems are expected 

to operate at 40% effectiveness the first 12 hours following a major earthquake, increase 

to 50% for the second 12 hours, then begin to slowly decline to approximately 40% within 

36 hours. Microwaves systems will likely be 30% or less effective following a major 

earthquake. Heavy winter storms and wildfires are capable of complete damage to these 

systems, which may cause longer interruptions to allow for repairs. The emergency 

services agencies depend on a series of radio frequency repeaters and telephone 

landlines that cross into the county. 

ELECTRICAL POWER 

Transmission lines are vulnerable to many hazards, due to their length and remoteness 

of the lines. Damage to generation/ substations may cause outages. Earthquakes have 

intense effects on high voltage equipment such as power plants. Damage to substations 

affects delivery. Repairs to electrical equipment require physically clearing roadways, 

and movement of special equipment. Restoration of local electrical power will be 

coordinated with regional and local utility representatives. Up to 60% of the system load 

may be interrupted immediately following the initial earthquake shock wave. Much of the 

affected area may have service restored in days however, a severely damaged area's 

underground distribution system may create longer service delays. 

NATURAL GAS 

There are major natural gas distribution lines in the County. When these are damaged 

there may be service interruptions as well as the threat of fires and explosions. The use 

of propane is also common. Propane tanks are susceptible to physical damage from 

impact, earthquake, and fires. They may also explode during wildfires or when displaced 

by flash flooding. The primary threats are directly to homes with propane tanks in their 

yards. There are several propane storage yards within the County that could expose 

large numbers of residents to danger. 

POTABLE WATER 

Water availability and distribution for supporting life, and treating the sick and the injured 

is of major concern to the County of Sacramento. The primary source for water in much 

of the County is from rivers. Water system distribution can be highly susceptible to 

earthquake activity. Treated potable water systems could be impacted if treatment 

stations and/or the pipelines that distribute potable water are damaged. Water treatment 

facilities could also be severely impacted by high water runoff from flash flooding, or 

riverine flooding, as occurred in the 1997 floods. 

34 December 2008



Section Two 

Basic Plan 

TRANSPORTATION 

Significant damage or blockage can occur on the primary arteries through Sacramento 

County. Interstates 80 and 5 and Highways 50 and 99 all have passes and bridges that, 

if impeded, would restrict travel in the County. There are also rail systems, airports, 

harbors and substantial mass transit systems in and nearby Sacramento County. 

35 December 2008



Section Three 

Basic Plan 

SECTION 3: EMERGENCY MANAGEMENT PRINCIPLES 

ASSUMPTIONS 

Certain assumptions were developed during the development of this plan. These 

assumptions translate into basic principles associated with conducting emergency 

management operations in preparation for, response to and recovery from major 

emergencies. 

• Emergencies or disasters may occur at any time, day or night, in populated, as well as 

remote, areas of Sacramento County. 

• Major emergencies and disasters will require a multi-agency, multi-jurisdictional 

response. For this reason, it is essential that the Standardized Emergency 

Management System (SEMS), and, in many cases, a Unified Command, be 

implemented immediately by responding agencies, and expanded as the situation 

dictates. 

• Sacramento County is primarily responsible for emergency actions in the 

County unincorporated area and will commit all available resources to save lives, 

minimize injury to persons and minimize property damage. 

• Large-scale emergencies and disasters may overburden local resources and 

necessitate mutual aid from neighboring jurisdictions. 

• Large-scale emergencies and disasters and the complex organizational structure 

required to respond to them pose significant challenges in terms of warning and 

notification, logistics, and agency coordination. 

• Major emergencies and disasters may generate widespread media and public 

interest. The media must be considered an ally in large-scale emergencies and 

disasters; it can provide considerable assistance in emergency public information and 

warning. 

• Large-scale emergencies and disasters may pose serious long-term threats to public 

health, property, the environment, and the local economy. While responding to 

significant disasters and emergencies, all strategic decisions must consider each of 

these threats. 

• Disasters and emergencies may require an extended commitment of personnel and 

other resources from involved agencies and jurisdictions. 

36 December 2008



Section Three 

Basic Plan 

EMERGENCY MANAGEMENT PRIORITIES, GOALS & OBJECTIVES 

Priorities 

County government will consider the following priorities in evaluating the mission, goals, 

objectives and operational strategies during response to each emergency: 

• Protect human life and rescue those in immediate danger including the timely 

dissemination of warning information 

• Save human lives and prevent further injuries 

• Maintain the continuity and sustainment of essential government operations 

• Safeguard and maintain critical infrastructure operations 

• Protect public and private property 

• Provide for the needs of survivors and those directly impacted 

• Restore essential services 

• Provide emergency public information 

• Restore normal operations 

EMERGENCY MANAGEMENT ACTIVITIES 

County Government Responsibilities 

In accordance with CGC § 8607, Sacramento County functions as part of SEMS. Local 

government emergency operations, including mutual aid activities are to be conducted 

and coordinated using SEMS, as appropriate. Sacramento County responsibilities 

include: 

• Manage county government’s preparedness for, response to and recovery from major 

emergencies and disasters that may impact unincorporated areas of Sacramento 

County 

• Function as the central point of contact between all local government entities and 

state government on matters associated with emergency management operations 

• Provide a single point of contact for information on an emergency, as well as resource 

requirements and prioritization 

• Act as a single ordering point for response resources, including mutual aid forces 

through the respective Operational Area coordinators 

37 December 2008



Section Three 

Basic Plan 

Operational Area Responsibilities 

The Operational Area emergency organization in almost all counties, including 

Sacramento County, is the same as the designated county emergency management 

organization. An operational area is used by the county and the political subdivisions 

comprising the operational area for the coordination of emergency activities and to serve 

as a link in the system of communications and coordination between the state's 

emergency operation center and the operation centers of the political subdivisions 

comprising the operational area. When activated, the county/OA EOC will establish 

contact with all local government jurisdictions, including incorporated cities, special 

districts, and major state agencies operating within the Sacramento OA. 

As the designated Operational Area coordinating agency, county government will work 

closely with all other responding jurisdictions and agencies to: 

• Serve as the single focal point for the centralized coordination of priorities, resources 

and information, during a disaster or emergency affecting Sacramento County 

• Serve as a communication link to the state for all cities within the Sacramento 

Operational Area. 

• Provide a facility (Emergency Operations Center) from which the county serves as the 


• Coordinate the request for and prioritize the distribution of mutual aid resources 

received through the state and other out-of-county jurisdictions. 

38 December 2008



Section Four 

Basic Plan 

SECTION 4: PREPAREDNESS & READINESS 

GENERAL 

Preparedness is a community-wide function and responsibility. It requires organizational 

preparation as well as individual awareness and action. Individuals, community 

organizations, industry, and government must join and act together to prepare for, 

respond to and plan the recovery from the effects of disaster. 

Readiness is a governmental responsibility that addresses planning and coordination for 

response to and recovery from disaster. Readiness is an ongoing, constantly changing 

process that requires a collaborative effort at all levels of government to ensure that any 

emergency or disaster would be dealt with in most effective possible. 

It is critical that the community and government at all levels assume responsibility for 

community survival prior to, during and following disaster. 

COMMUNITY PREPAREDNESS & AWARENESS 

General Provisions 

The public's response to any emergency is based on an understanding of the nature of 

the emergency, the potential hazards, the likely response of emergency services, and 

knowledge of what individuals and groups should do to increase their chances of survival 

and recovery. 

Public awareness and education prior to an emergency or disaster will directly affect 

Sacramento County’s emergency operations and recovery efforts. For this reason, the 

County Emergency Operations Office will make emergency preparedness information 

from county, state and federal sources available to the Operational Area (OA) member 

jurisdictions and the citizens of Sacramento County. 

Preparedness Actions 

In identifying general preparedness actions, county government works with community 

based organizations, faith-based organizations, local governments, private industry, 

preparedness groups, and other entities to provide information relating to individual and 

group preparedness. 

Government is limited in its ability to provide endless services and support during times of 

disaster, so public preparedness is essential for ensuring individual and organizational 

safety and protection. The County will continue to work with all members of the 

community to achieve a higher level of individual and organizational preparedness, using 

available resources and methods of communication including: 

• Presentation of preparedness materials for individuals and groups 

• Presentation of information seminars 

• Sponsoring community preparedness training 

• Dissemination of preparedness information through the media 

39 December 2008



Section Four 

Basic Plan 

• Collaboration with community organizations on preparedness activities 

• Sponsorship of community-based emergency response teams (CERT) 

• Development of school-based preparedness education for families 

• Specialized preparedness assistance to institutions and groups representing 

populations at risk or non-English language cultures 

CONTINUITY OF GOVERNMENT 

Introduction 

A major disaster could result in great loss of life and property, including the death or 

injury of key government officials, the partial or complete destruction of established seats 

of government, and the destruction of public and private records essential to continued 

operations of government and industry. 

In the aftermath of a major disaster, during the reconstruction period, law and order must 

be preserved and, so far as possible, government services must be maintained. This can 

best be done by civil government. To this end, it is particularly essential that the local 

units of government continue to function. 

Applicable portions of the California Government Code and the State Constitution (listed 

in Paragraph 6) provide authority for the continuity and preservation of state and local 

government. 

Responsibilities 

Government at all levels is responsible for providing continuity of effective leadership and 

authority, direction of emergency operations, and management of recovery. 

PRESERVATION OF LOCAL GOVERNMENTS 

Succession of Local Officials 

Sections 8635 through 8643 of the Government Code: 

1) Furnish a means by which the continued functioning of political subdivisions can be 

assured by providing for the preservation and continuation of (city and county) 

government in the event a State of Emergency or Local Emergency is declared. 

2) Authorize political subdivisions to provide for the succession of officers (department 

heads) having duties related to law and order and/or health and safety. 

3) Authorize governing bodies to designate and appoint three standby officers for each 

member of the governing body and for the Chief Executive, if not a member of the 

governing body. Standby officers may be residents or officers of a political 

subdivision other than that to which they are appointed. Standby officers take the 

same oath as regular officers and are designated Nos. 1, 2, and 3. 

4) Authorize standby officers to report ready for duty in the event of a State of 

Emergency, or Local Emergency at the place previously designated. 

40 December 2008



Section Four 

Basic Plan 

5) Authorize local governing bodies to convene as soon as possible whenever a State 

of Emergency, or Local Emergency exists, and at a place not within the political 

subdivision. Authorize that, should all members, including all standbys, be 

unavailable, temporary officers shall be appointed as follows: 

• By the Chairman of the Board of the county in which the political subdivision is 

located, or 

• By the Chairman of the Board of any other county within 150 miles (nearest and 

most populated down to farthest and least populated), or 

• By the mayor of any city within 150 miles (nearest and most populated down to 

farthest and least populated). 

Temporary County Seats 

Section 23600 of the Government Code provides that: 

• Boards of Supervisors shall designate alternative temporary county seats which 

may be outside the county boundaries. 

• They cannot purchase real property for this purpose. 

• Their resolution is to be filed with the Secretary of State. 

• Different sites can be designated subsequently if circumstances require. 

Temporary Seat of Government 

The temporary seat of government in the event the normal location is not available 

because of emergency conditions will be the county’s primary EOC site. 

The temporary seat of government site will be: 

Sacramento Regional 

Homeland Security and Emergency Training Center 

3720 Dudley Road 

McClellan, CA 95652 

The secondary site will be: 

La Sierra Community Center 

5325 Engle Road 

Carmichael, CA 95608 

41 December 2008



Section Four 

Basic Plan 

Suspensions and Appointments 

Section 8621 of the Government Code: 

The code specifies that during a State of War Emergency, in the event that any officer of 

a political subdivision or employee of a state agency refuses or willfully neglects to obey 

an order or emergency regulation, the Governor may suspend that person and designate 

a replacement. 

Preservation of Essential Records 

Essential records are defined as those records that are necessary to: 

• Protect the rights and interests of individuals. Examples include vital statistics, 

land and tax records, license registers, and articles of incorporation. 

• Conduct emergency response and recovery operations. Records of this type 

include utility system maps, locations of emergency supplies and equipment, EOPs, 

and personnel rosters. 

• Reestablish normal governmental functions. Included in this group are charters, 

statutes, ordinances, court records, and financial records. 

Each level of government down to the departmental level is responsible for designating a 

custodian for essential records, and ensuring that essential records storage and 

preservation is accomplished. Essential records storage methods that might be utilized 

include, but are not necessarily limited to: 

• Overhead sprinkler systems. 

• Fireproof containers. 

• Vault storage (both in and out of the jurisdiction). 

The County Clerk-Recorder is the designated custodian of vital records. 

42 December 2008



Section Four 

Basic Plan 

STANDBY OFFICERS FOR THE LOCAL GOVERNING BODY 

Lines of Succession and Alternate Officials 

1. The Board of Supervisors has provided for the preservation of county government 

in the event of an emergency. The board may designate standby officers to 

reconstitute itself in the event of disaster-caused vacancies. 

2. A successor to the position of Director of Emergency Operations (County 

Executive) is designated by the Emergency Operations Ordinance. Should the 

director be unable to serve, the Assistant Director (Sheriff) shall succeed. An 

individual serving as Acting Director shall have the authority and powers of the 

Director. 

3. The alternates to key positions in units of the emergency organization are shown 

in the Emergency Communications Manual. 

4. The alternates to key positions in the non-response departments and agencies of 

government, or of business and industry, are shown in executive or administrative 

orders (or the equivalent) issued by department or agency authorities. 

READINESS 

Planning 

County government, within the established Emergency Operations Office (EOO) and 

other departments and agencies (Sheriff, DHA,DHHS, DOT, etc.), conducts a wide array 

of emergency planning activities. Planning efforts include development of internal 

operational documents as well as interagency response plans having multi-jurisdictional 

participation. 

In addition to the planning activities conducted by EOO, the departments mentioned 

above and many other county agencies develop internal preparedness and contingency 

plans to ensure provision of government services and maintenance of departmental 

functions during disasters. The Department Operations Plan (DOP) is an integral 

supporting component of the master Emergency Operations Plan (EOP). 

Emergency readiness cannot be conducted within a vacuum. The County, as the 

Operational Area coordinating agency is responsible for working with all other local 

government jurisdictions, special districts, and government agencies considered a 

component of the Sacramento Operational Area. Such coordination extends to the 

following activities: 

• Interagency plan development 

• Interagency training coordination 

• Interagency exercise development and presentation 

• Interagency response management 

• Interagency emergency public information activities 

43 December 2008



Section Four 

Basic Plan 

Response Readiness 

In addition to planning and interagency coordination functions, the emergency 

management program also involves other readiness functions such as resource 

procurement, EOC maintenance, county personnel training, communications 

enhancements, mobilization exercises, situation assessments, and volunteer 

coordination. 

The Emergency Operations Office maintains for preparedness reasons an Emergency 

Communications Manual and an Emergency Resource Directory to obtain public and 

private sector resources. 

These resources include those that might be needed in the initial stages of an emergency 

response such as: sand, sandbags, barricades, buses, heavy equipment, sanitation 

equipment, pharmaceutical supplies, and building materials. 

44 December 2008



Section Five 

Basic Plan 

SECTION 5: CONCEPT OF OPERATIONS 

STANDARDIZED EMERGENCY MANAGEMENT SYSTEM 

California Government Code § 8607 (the Standardized Emergency Management System 

or SEMS) governs how cities, counties, special districts, and the State respond and 

coordinate emergency response and recovery operations. SEMS identifies how each 

level of the emergency organization responds, whether by the actual direction of field 

forces, or by the coordination of joint efforts of public and private agencies. The National 

Incident Management System (NIMS), as required by Homeland Security Presidential 

Directive (HSPD) 5 supports the use of the Incident Command System (ICS) in the field 

and establishes operating standards for local government. 

Organizational Structure and Function 

Field 

Utilizing the Incident Command System (ICS) field responders establish command of the 

scene, develop appropriate incident action plans, notify appropriate response agencies, 

and request and deploy resources as needed, in accordance with identified incident 

objectives. 

Local Government 

Local government consists of the county, cities and special districts. Each level of local 

government provides response to the emergency with the required available resources. 

As needed, the impacted Local Government entity may request assistance from the next 

level of response, the Operational Area. 

Operational Area (OA) 

The Operational Area is a level of support and coordination above that of the local 

jurisdiction. Boundaries of Operational Areas are coincident with geographical county 

boundaries. The Sacramento Operational Area (SacOA) includes all the cities within the 

county (i.e. Citrus Heights, Elk Grove, Folsom, Galt, Isleton, Rancho Cordova and 

Sacramento), all special districts, (i.e. fire, school, reclamation, etc.) and the 

unincorporated regions of Sacramento County. 

If the county requires emergency resources beyond that obtainable through normal 

mutual aid agreements, then the Director of Emergency Operations will activate the 

Operational Area. The Operational Area will be the focal point for information transfer 

and support requests by cities, special districts and the unincorporated areas within the 

county. 

Requests for support that cannot be handled within the Operational Area will be made to 

the State Office of Emergency Services, Inland Region. Information will be provided to 

the Region on a regular basis so they may appropriately allocate resources between 

Operational Areas. 

45 December 2008



Section Five 

Basic Plan 

Mutual Aid Region 

The State of California Office of Emergency Services divides the State of California into 

three (3) administrative regions, which encompass six Mutual Aid Regions. Sacramento 

County is in Mutual Aid Region IV, administratively part of the Inland Region. A Regional 

Administrator heads the emergency management staff of the Inland Region. The 

regional emergency management staff will coordinate and support local emergency 

operations at the request of Operational Area Coordinators. The regional staff will submit 

all requests for support that cannot be obtained within the region, and other relevant 

information, to the State Emergency Management Staff. 

State 

The State Emergency Management Staff is headed by the Director of the State Office of 

Emergency Services (acting as a representative of the Governor), or designated 

representative, and assisted by coordinators provided by state agencies. 

When activated, the State staff will be responsible for coordinating statewide emergency 

operations, to include the provision of mutual aid and other support and the redirection of 

essential supplies and other resources to meet local requirements. 

Federal 

The National Response Framework (NRF) identifies the methods and means for the 

federal resources to provide support to the state and local government. The resources 

would be accessed via the SEMS process through the mutual aid region and state 

operations center. 

46 December 2008



Section Five 

Basic Plan 

47 December 2008



Section Five 

Basic Plan 

SEMS COMPONENTS 

Incident Command System (ICS) 

Most emergencies involve response from multiple disciplines and may involve more than 

one jurisdiction. ICS, because of its standardized organizational structure and common 

terminology, provides a useful and flexible management system that is particularly 

adaptable to incidents involving multi-jurisdictional and multi-agency response, 

particularly in the field. ICS provides the flexibility to rapidly activate and establish an 

organizational form around the functions that need to be performed, in order to efficiently 

and effectively mitigate an emergency. For this reason, ICS will be used in the field 

during all emergency operations in Sacramento County. 

ICS can be utilized for any type or size of emergency, ranging from a minor incident 

involving only a few members of the emergency organization, to a major incident 

involving several agencies and/or jurisdictions. ICS allows agencies throughout California 

and at all levels of government to communicate using common terminology and operating 

procedures. It also allows for the timely acquisition of a combination of resources at the 

time of emergency. 

The ICS organizational structure develops in a modular fashion based upon the type and 

size of the incident: 

• The organization's staff builds from the top down. 

• As the need arises, five separate sections can be activated, each with several subunits 

that may be established as needed. 

• The specific organizational structure established for any given emergency will be 

based on: 

o The needs of the incident; 

o The available resources; and 

o Span of control. 

Multi-Agency Coordination System (MACS) 

The Multi-Agency Coordination System (MACS) is a decision-making system used by 

representatives of responding jurisdictions. The MACS is used to prioritize and 

coordinate resource allocation and response to multiple incidents affecting Sacramento 

County, usually during a large-scale event involving multiple agencies and jurisdictions. 

While MACS is not used as part of the field ICS to develop strategy or tactics associated 

with emergency operations, it can be functional if used in the Emergency Operations 

Center. The MACS concept is an aid for allowing input from responding agencies and 

identifying mutually acceptable overall response objectives. 

48 December 2008



Section Five 

Basic Plan 

Operational Area (OA) 

According to § 8559(b) of the California Government Code (CGC), an Operational Area is 

"an intermediate level of the state emergency services organization, consisting of a 

county and all political subdivisions within the county area." CCR § 2409(a) further 

defines operational areas: "Each county geographic area is designated as an 

Operational Area. An Operational Area is used by the county and the political 

subdivisions comprising the Operational Area for the coordination of emergency activities 

and to serve as a link in the system of communications and coordination between the 

state's emergency operation centers and the operation centers of the political 

subdivisions comprising the Operational Area, as defined in the § 8559(b) CGC & § 8605 

CGC. This definition does not change the definition of Operational Area as used in the 

existing fire and rescue mutual aid system." 

Operational Areas: 

• "Coordinate information, resources, and priorities among the Local Governments 

within the Operational Area." (CCR § 2409(e)(1)) 

• "Coordinate information, resources, and priorities between the Region Level and the 

Local Government Level. Coordination of the fire and law enforcement resources 

shall be accomplished through their respective mutual aid systems." (CCR § 

2409(e)(2)) 

• "Use multi-agency coordination to facilitate decisions for overall Operational Area 

Level emergency response activities." (CCR § 2409(e)(3)) 

While the Operational Area always encompasses the entire county area, it augments, but 

does not replace, any member jurisdiction. "Nothing in this chapter (CGC Chapter 7 -- 

California Emergency Services Act) shall be construed to diminish or remove any 

authority of any city, county, city and county granted by section 7 of Article XI of the 

California Constitution." (§ 8668(b) CGC) 

The CGC § 8605 states: "An Operational Area may be used by the county and the 

political subdivisions comprising the Operational Area for the coordination of emergency 

activities and to serve as a link in the communications system during a State of 

Emergency or a Local Emergency". 

The Operational Area Satellite Information System (OASIS), a satellite communications 

system (voice and data transmission) linking the Governor’s Office of Emergency 

Services (OES) with each Operational Area, facilitates this communication link. 

Mutual Aid 

Mutual aid is designed to ensure adequate resources, facilities, and other support are 

provided to jurisdictions whenever their own resources prove to be inadequate to cope 

with the problems associated with a given emergency or disaster. 

49 December 2008



Section Five 

Basic Plan 

There are four approved, formal Mutual Aid Systems in California. Those systems are: 

• Fire and Rescue 

• Law Enforcement 

• Coroner 

• Emergency Management 

Other informal mutual aid involves, but is not limited to the interchange of: 

• Public Information 

• Health and Medical 

• Communications 

• Transportation Services 

• Facilities 

• Hazardous Materials Mutual Aid System. Fire and Law Enforcement Mutual Aid 

Systems are utilized for a Hazardous Materials incident. 

Mutual Aid Regions 

California is divided into six mutual aid regions, which are subdivisions of the state 

emergency services organization established to facilitate the coordination of mutual aid 

and other emergency operations within an area of the State consisting of two or more 

Operational Areas. Pictured below is the Inland Region Map which shows Mutual Aid 

Region’s III, IV & V, Sacramento County is located in Mutual Aid Region IV. 

50 December 2008



Section Five 

Basic Plan 

GOVERNOR'S OFFICE OF EMERGENCY SERVICES INLAND REGION MAP 

51 December 2008



Section Five 

Basic Plan 

California Master Mutual Aid Agreement 

• Most cities and all 58 counties in California have adopted the California Master Mutual 

Aid Agreement. 

• This agreement creates a formal structure within which each jurisdiction retains 

control of its own personnel and facilities while providing and receiving assistance 

when needed. 

• The state is a signatory to this agreement and provides available resources to assist 

local jurisdictions in emergencies. 

Mutual Aid Coordination 

When activated, the Sacramento Operational Area EOC will coordinate mutual aid 

requests between Sacramento County, the Sacramento Operational Area member 

jurisdictions, and the State OES Inland Region Emergency Operations Center (REOC). 

Requests for mutual aid should specify, at a minimum: 

• Number and type of personnel needed 

• Type and amount of equipment needed 

• Reporting time and location 

• Authority to which forces should report 

• Access routes into the affected area(s) 

• Estimated duration of operations 

• Known or suspected risks or hazards 

52 December 2008



Section Five 

Basic Plan 

Incoming mutual aid resources may be received and processed at several types of 

facilities including staging areas, mobilization centers and incident facilities. See Flow of 

Resources chart below for requesting Mutual Aid. 

State 

State Agencies 

Region 

Unaffected 

Operational 

Areas 

Within the 

Region 

State Agencies 

Local 

Governments 

in 

Unaffected 

Operational 

Area 

Other 

Regions 

Operational 

Areas 

in 

Other Regions 

Unaffected 

Local & State 

Agencies 

in 

Opearational 

Area 

Local 

Governments 

in 

Operational 

Area 

Resource Requests 

53 December 2008



Section Five 

Basic Plan 

Mutual Aid Agreements 

Sacramento County is a participant in the following interagency mutual aid agreements: 

• California Master Mutual Aid Agreement 

• Law Enforcement Mutual Aid Agreement 

• Fire & Rescue Mutual Aid Agreement 

• Coroner’s Mutual Aid Agreement 

• Emergency Management Mutual Aid Agreement 

COMMON SEMS FEATURES 

General 

SEMS will be utilized in the field and in the EOC. The Field Response Level uses 

functions, principles, and components of ICS as required in SEMS regulation. Many of 

these Field Response Level features are also applicable at Local Government, 

Operational Area, Region and State Levels. 

Five Essential SEMS Functions 

The use of the five essential functions of SEMS in both the field and the EOC is identical, 

with one exception. At the EOC Level, the field Command function is replaced by a 

Management function. 

• Command or Management 

• Operations 

• Planning 

• Logistics 

• Finance 

54 December 2008



Section Five 

Basic Plan 

55 December 2008



Section Five 

Basic Plan 

Command or Management 

(a) Command is responsible for overall management of the incident at the scene, while 

Management is responsible for overall management and coordination of multiple 

incidents or the disaster. 

(b) The Command or Management function may be conducted in two general ways: 

Single Command 

In a single command structure, the Incident Commander is solely responsible for the 

overall management of an incident. Likewise in a single management structure in the 

EOC, the designated Manager is solely responsible for the activities in the EOC. 

Unified Command 

Unified Command may be used for: 

Because large or complex incidents usually require a response by multiple agencies and 

jurisdictions, a unified command structure — a hallmark of ICS — is invaluable in 

effectively managing and mitigating an emergency. 

In a Unified Command, all agencies having a jurisdictional responsibility at a multijurisdictional 

incident contribute to the process of: 

• Determining overall incident objectives; 

• Selecting strategies; 

• Joint planning for tactical operations; 

• Maximizing the use of all assigned resources; and 

• Developing the Incident Action Plan at the scene or EOC Action Plan in the EOC. 

The proper selection of participants to work within a Unified Command structure depends 

upon: 

• The location of the incident (e.g., which political subdivisions are involved); and 

• The kind of incident (e.g., which functional agencies are required). 

• A Unified Command structure could consist of a key responsible official from each 

jurisdiction involved in a multi-jurisdictional incident, or it could consist of several 

functional departments within a single political jurisdiction. 

56 December 2008



Section Five 

Basic Plan 

Command or Management Staff elements include: 

Public Information Officer 

The Public Information Officer (PIO) is responsible for developing accurate and complete 

information regarding incident cause, size, current situation, resources committed, and 

other matters of general interest. The Incident Commander must approve the release of 

incident information in the field. The Director of Emergency Operations approves 

releases from the EOC. 

The PIO will normally be the point of contact for the media and other government 

agencies desiring information about the incident. In both single and unified command 

structures, only one PIO is designated, although assistants from other agencies or 

departments may be appointed. 

Safety Officer 

The Safety Officer is responsible for assessing hazardous or unsafe situations and 

developing measures to ensure the safety of incident personnel. 

The Safety Officer must have the authority to stop and/or prevent unsafe acts and 

practices (required for Hazmat by SARA, Title III). 

In both single Incident and Unified Command structures, only one Safety Officer is 

designated, although assistants from other agencies or departments may be appointed. 

Liaison Officer 

The Liaison Officer serves as a point of contact for representatives from other agencies. 

In a single command structure, agency representatives coordinate via the Liaison Officer. 

Under a Unified Command, agencies not represented in the unified command will be 

coordinated through the Liaison Officer. 

Operations Section 

(a) Operations is responsible for the management of all incident tactical operations (e.g., 

those operations directed at the reduction of immediate hazards, the establishment of 

control over the situation, and the restoration of normal activities and conditions). 

(b) An Operations Section Chief activates and supervises organization elements, in 

accordance with the Action Plan, and directs its execution. 

(c) The Operations Section Chief also directs the preparation of unit operational plans, 

requests or releases resources, makes expedient changes to the Action Plan as 

necessary, and reports such to the Incident Commander in the field and the Director of 

Emergency Operations in the EOC. 

Planning Section 

(a) The Planning Section is responsible for the collection, evaluation, analysis and 

dissemination of disaster information. 

57 December 2008



Section Five 

Basic Plan 

(b) The section maintains information on the current and forecast situation and on the 

status of assigned resources. 

(c) The Planning Section is also responsible for the preparation of Action Plans. 

• Action Plans outline the objectives, tactics (in the field) or strategy (in the 

EOC), organization, and resources necessary to effectively mitigate an 

incident. 

• Action Plans cover all tactical or strategic and support activities for a given 

Operational Period. 

Logistics Section 

(a) The Logistics Section is responsible for providing all support needs to an incident, 

including ordering all resources from off-site locations. 

(b) The Logistics Section also provides facilities, transportation, supplies, equipment 

maintenance and fueling, feeding, communications, and medical services. 

Finance Section 

(a) The Finance Section is usually only established on large and complex incidents, and it 

is responsible for all financial and cost analysis aspects of an incident, including 

workers compensation and general liability issues. 

Management by Objectives 

The Management by Objectives (MBO) feature of ICS, as applied to SEMS, means that 

each SEMS Level establishes for a given Operational Period, measurable and attainable 

objectives to be achieved. An objective is an aim or end of an action to be performed. 

Each objective may have one or more strategies and performance actions needed to 

achieve the objective. 

Operational Period 

The Operational Period is the length of time set by command at the Field Response 

Level, and by management at other levels to achieve a given set of objectives. The 

period may vary in length from a few hours to days, and will be determined by the 

situation. 

Action Plans 

Action planning should be used at all SEMS Levels. There are two types of action plans 

in SEMS: Incident Action Plans and EOC Action Plans. The Incident Action Plans (IAP) is 

used at the Field Response Level. The IAP can be either written or verbal although for 

documentation purposes the written IAP is preferable. The IAP contains objectives 

reflecting the overall incident strategy and specific tactical actions and supporting 

information for the next Operational Period. Incident Action Plans are an essential and 

required element in achieving objectives under ICS. 

58 December 2008



Section Five 

Basic Plan 

EOC Action Plans are crafted at Local Government, Operational Area, Region, and State 

EOC Levels. The use of EOC Action Plans provides designated personnel with 

knowledge of the objectives to be achieved and the steps required for achievement. 

EOC Action Plans not only provide direction, but also serve to provide a basis for 

measuring achievement of objectives and overall system performance. Action Plans can 

be extremely effective tools during all phases of a disaster. 

Organizational Flexibility – A Modular Organization 

The intent of this SEMS feature is that at each SEMS Level, only those functional 

elements that are required to meet current objectives need to be activated. All elements 

of the organization can be arranged in various ways within or under the five SEMS 

essential functions. 

The functions of any non-activated element are the responsibility of the next highest 

element in the organization. Each activated element must have a person in charge, 

however, one supervisor may be in charge of more than one functional element. 

Organizational Unity and Hierarchy of Command 

Organizational unity means that every individual within an organization has a designated 

supervisor. Hierarchy of command/management means that all functional elements 

within each activated SEMS Level are linked together to form a single overall 

organization with appropriate span of control limits. 

Span of Control 

Maintaining a reasonable span of control is the responsibility of every supervisor at all 

SEMS Levels. The optimum span of control is one to five, meaning that one supervisor 

has direct supervisory authority over five position or resources. The recommended span 

of control for supervisory personnel at the Field Response Level and all EOC Levels 

should be in the one to three to one-to-seven ratio. A larger span of control may be 

acceptable when the supervised positions or resources are all performing a similar 

activity. 

Personnel Accountability 

An important feature to all SEMS Levels is personnel accountability. This is 

accomplished through the Organizational Unity and Hierarchy of Command or 

Management features, along with the use of check-in forms, position logs and various 

status forms. The intent is to ensure that there are proper safeguards in place so all 

personnel at any SEMS Level can be accounted for at any time. 

Common Terminology 

In SEMS, common terminology is applied to: functional elements, position titles, facility 

designations, and resources. The purpose of having common terminology is to rapidly 

enable multi-agency, multi-jurisdiction organizations and resources to work together 

effectively. This will vary from level to level in terms of directing, controlling, coordinating, 

and resource inventorying. Procedures for effective resources management must be 

geared to the function and the level at which the function is performed. 

59 December 2008



Section Five 

Basic Plan 

Integrated Communications 

This feature of SEMS relates to: hardware systems, planning for system selection and 

linking, and the procedures and processes for transferring information. At the Field 

Response Level, integrated communications is used on any emergency. At and between 

all SEMS Levels, there must be a dedicated effort to ensure that communications 

systems, planning and information flow are accomplished in an effective manner. The 

specifics of how this is accomplished at EOC Levels may be different than at the Field 

Response Level. 

NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) 

NIMS provides a consistent framework for incident management at all jurisdictional 

levels, regardless of the cause, size, or complexity of the incident. Building on the ICS, 

NIMS provides the nation’s first responders and authorities with the same foundation for 

incident management for terrorist attacks, natural disasters, and all other emergencies. 

NIMS requires the institutionalization of ICS and its use to manage all domestic incidents. 

NIMS integrates existing best practices into a consistent, nationwide approach to 

domestic incident management that is applicable at all jurisdictional levels and across 

functional disciplines. Five major components make up the NIMS system’s approach: 

• Command and Management 

• Preparedness 

• Resource Management 

• Communications and Information Management 

• Supporting Technologies 

• Ongoing Management and Maintenance 

EMERGENCY MANAGEMENT ACTIVATION 

General Conditions 

The Sacramento County Emergency Operations Plan (EOP) will be activated when an 

emergency occurs or threatens to exceed local capabilities to adequately respond to and 

mitigate an incident(s). The scope of an emergency, rather than the type, will largely 

determine whether the EOP and EOC will be activated, and to what level. 

For planning purposes, the Governor's Office of Emergency Services (OES) has 

established three "levels" of response to emergencies. The Sacramento OA and county 

government also employ this system to guide local response to emergencies. 

Emergency Response includes the following three levels: 

Level One – Local Emergency (LOW) 

A minor to moderate incident in which local resources are adequate and available. A 

LOCAL EMERGENCY may or may not be proclaimed. The County's Emergency 

Operations Center will not be activated. 

60 December 2008



Section Five 

Basic Plan 

Level Two – Local Disaster (MEDIUM) 

A moderate to severe emergency in which local resources are not adequate and mutual 

aid may be required on a regional or statewide basis. A LOCAL EMERGENCY will be 

proclaimed and a STATE OF EMERGENCY might be proclaimed. The County's 

Emergency Operations Center may be partially or fully activated. 

Level Three – Major Disaster (HIGH) 

A major disaster in which resources in or near the impacted area are overwhelmed and 

extensive state and/or federal resources are required. A LOCAL EMERGENCY and a 

STATE OF EMERGENCY will be proclaimed and a Presidential Declaration of an 

EMERGENCY or MAJOR DISASTER will be requested. The County's Emergency 

Operations Center will be activated. 

The county/OA EOC will be activated and staffed accordingly by county personnel and 

representatives from allied agencies and jurisdictions, as appropriate. 

National Emergency 

In the event of a declared National Emergency, the county/OA EOC could be activated 

and all elements of county and local government organized to respond to the indicated 

threat. A National Emergency may occur due to a real or potential act of terrorism or 

other catastrophic event that affects the country, including Sacramento County. 

EMERGENCY MANAGEMENT OPERATIONS 

Initial Response Operations 

The following initial objectives will be considered when conducting initial response 

operations: 

• Establish contact with the appropriate Incident Commander(s) 

• Activate this Emergency Operations Plan (EOP) and Sacramento County Emergency 

Management Organization (EMO) as soon as possible, as required by the situation. 

• Identify required SEMS/NIMS organization required to respond to the emergency and 

identify staff for the Emergency Operations Center (EOC), as indicated. 

• As soon as conditions permit, initiate damage inspection activities 

• Establish the Disaster Accounting System to capture FEMA cost allowance information. 

• Determine the status of infrastructure. 

• Establish restoration priorities and initiate emergency repairs. 

• Make external notifications to local governments, state agencies, and others as 

indicated. 

61 December 2008



Section Five 

Basic Plan 

• Request and allocate mutual aid resources as warranted by the situation. 

• Advise all employees of the situation, work schedules, compensation provisions and 

similar matters. 

• Provide public and employee information announcements as indicated. 

• Provide for the safety and welfare of extended employee families. 

Extended Response Objectives 

In the event of a major emergency, it is possible that emergency management operations 

could go on for a prolonged period. In the case of extended response operations, the 

following objectives will be considered: 

• Redefine response priorities as needed. 

• Review emergency finances and make adjustments if necessary to meet priority 

response and recovery needs. 

• In conjunction with other local agencies, initiate requests for state and federal disaster 

assistance as warranted. 

• Continue damage assessment, emergency repairs, public and employee information 

announcements, and liaison with external agencies. 

• Ensure adequate resources are in place to continue operations, including the 

provision of relief to emergency workers. 

Volunteer Organizations 

Volunteer and private agencies are part of the Sacramento Operational Area. The 

American Red Cross is a vital element of Sacramento County's response to meet the 

care and shelter needs of disaster victims. Private sector medical/health resources are 

an essential part of the County's medical response. Volunteer and private agencies 

mobilize volunteers and other resources through their own systems. These agencies are 

usually represented at the Sacramento Operational Area EOC when activated and 

needed. 

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Section Five 

Basic Plan 

ACTION PLANNING 

Strategic and Tactical Planning 

Development of strategic goals and tactical objectives are critical for conducting safe and 

effective field response and emergency management operations during periods of major 

crises. Using established action planning processes, field incident commanders and 

EOC management staff can effectively identify needs, obtain resources, deploy forces, 

and manage operations. Regardless of the type or size of an emergency, action planning 

is a critical component of successful incident resolution. 

EOC Emergency Action Plan 

Action planning will occur on a formal basis within the activated EOC. Staff will follow 

established protocols for developing an Emergency Action Plan (EAP) that will guide 

operations during a designated operational period. All aspects of the disaster and county 

government’s response operations will be addressed during the planning process and be 

identified as a component of a formal briefing document. For more detailed information 

on EOC Action Planning refer to EOP Part Two – EOC Protocols and Position Checklists, 

EOC Action Planning. 

EOC Operational Goals 

As identified within the formal Emergency Action Plan, primary EOC operational goals will 

normally include: 

• Ensure the implementation of the Standardized Emergency Management System 

(SEMS) within the Emergency Management Organization (EMO). 

• Centralize the collection and analysis of all relevant information concerning the 

emergency and response activities. 

• Organize situational and operational information for optimal decision making and 

problem solving. 

• Facilitate the coordination of resource procurement and deployment to support 

field operations. 

• Manage all county emergency management and response functions to bring about 

a timely and effective conclusion to the incident. 

• Facilitate the dissemination of critical information to allied government jurisdictions, 

community organizations and the public. 

• Facilitate the timely and efficient transition from response to recovery. 

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Section Six 

Basic Plan 

SECTION 6: SACRAMENTO COUNTY EMERGENCY MANAGEMENT SYSTEM 

COUNTY EMERGENCY MANAGEMENT ORGANIZATION (EMO) 

Sacramento County Designations 

Section 2.46 of the Sacramento County Code establishes the County's Emergency 

Management Organization. The following entities constitute the County Emergency 

Management Organization (EMO): 

• All elected officials, officers and employees of Sacramento County 

• Volunteer forces enrolled by county government 

• All groups, organizations, and persons who may, by agreement or operation of 

law, including persons impressed into service under the provisions of the county 

ordinance, charged with duties incident to the protection of life and property in 

Sacramento County during an emergency. 

Director of Emergency Operations 

As defined by the County Code, the Director of Emergency Operations (County 

Executive) administers and directs the county’s Emergency Management Organization. 

During an emergency when the EOC is activated, the Director of Emergency Operations 

manages and directs all aspects of the county’s emergency response and recovery 

operations. In the Operational Area role, the Director of Emergency Operations serves 

as the OA Director, in support of all local government jurisdictions. 

Emergency Operations Coordinator 

The Emergency Operations Coordinator reports to the County Executive (Director of 

Emergency Operations) and acts as county government’s key representative and lead 

agent for day-to-day emergency mitigation, preparedness, response, and recovery 

activities. In the Operational Area role, the Emergency Operations Coordinator serves as 

the designated OA Emergency Management Coordinator. 

Non-emergency functions include planning, training development, exercise presentation, 

interagency coordination, hazard assessment, development of preparedness and 

mitigation strategies, grant administration and support to county response agencies. 

During emergencies, the Emergency Operations Coordinator shall function as the EOC 

Coordinator, and will aid and assist the Director in coordinating the county’s overall 

response and recovery operations. 

64 December 2008



Section Six 

Basic Plan 

Disaster Service Workers 

Under California Government Code, Section 3100-3109, all public employees are 

obligated to serve as Disaster Service Workers (DSW’s). Public employees (civil service) 

are all persons employed by any county, city, state agency or public district in the State of 

California. Disaster Service Workers provide services and support during declared 

emergencies of disasters. 

In the event of a major emergency or disaster, county employees may be called upon to 

perform certain duties in support of emergency management operations, such as: serve 

in a position in the EOC, support shelter operations, or work at a logistics base in the 

field. 

• County employees may be required to work at any time during a declared 

emergency and may be assigned to disaster service work 

• Assignments may require service at locations, times and under conditions other 

than normal work assignments 

• Disaster Service Worker assignments may include duties within the EOC, in the 

field or at another designated location 

Under no circumstances, will county employees be asked to perform duties or functions 

that are hazardous, that they have not been trained to perform or that are beyond their 

recognized capabilities. 

COUNTY EMERGENCY MANAGEMENT FUNCTIONS 

Emergency Operations Center 

"When a Local Government EOC is activated, communications and coordination shall be 

established between the Incident Commander(s), any activated department operations 

center(s) (DOCs), and the EOC. In the absence of a DOC, communication and 

coordination will be from the Incident Commander(s) to the EOC." (CCR § 2407(2)(b)) 

In the process of conducting centralized emergency management operations, county 

government will utilize trained personnel to staff specific functions within the activated 

Emergency Operations Center (EOC). The EOC, when activated, will provide resource 

and logistical support to field operations, as well as serve as the primary direction and 

control management center for county government, during disasters. 

General characteristics of the EOC will include: 

• The EOC is the location from which centralized strategic management is 

performed. 

• The EOC is a coordination point, not a scene management center; it does not 

provide tactical direction to field activities. 

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Section Six 

Basic Plan 

• The EOC will provide policy and direction for multiple incidents that have 

established Incident Command Posts (ICP)s. 

• The EOC coordinates the procurement and delivery of resources to address 

conditions facing field resources. 

• The local government EOC communicates with the Operational Area Level of 

government to provide information regarding the emergency and the acquisition of 

resources not readily available within the county. 

• Under SEMS, the Operational Area EOC is normally co-located with the County 

EOC, and staffed by county and allied agency personnel. 

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Section Six 

Basic Plan 

EOC Facility 

The county EOC is located at McClellan Park, the former McClellan Air Force Base. 

Maps and an aerial photo of the facility are pictured below. 

67 December 2008



Section Six 

Basic Plan 

The EOC offers the following facilities for use during major emergencies: 

• Dedicated operating space 

• Extensive telephone and information management capabilities 

• Electronic display processing capabilities 

• Limited radio and satellite communications capabilities 

• Office support facilities 

• Dedicated task work areas 

• Auxiliary power generator capability 

• Adequate off-street parking for personnel 

• Adequate restroom/kitchen facilities 

• Joint Information Center/Media Briefing Room 

• Geographic Information Systems Planning Room 

COUNTY/OA EOC SEMS ORGANIZATION 

General Provisions 

Sacramento County operates an EOC staffed by personnel from county departments and 

allied agencies. The EOC team is organized around the five functions of the 

Standardized Emergency Management System (SEMS). County personnel staff the 

positions to ensure coordination. Please see County SEMS Organizational Chart on the 

next page. 

Consistent with SEMS, the county/OA EOC organizational structure develops in a 

modular fashion, based upon the type and size of the incident: 

• The EOC staff builds from the top down. 

• As the need arises, five separate sections can be activated, each 

with several sub-units that may be established as needed. 

• The specific organizational structure established for any given 

incident will be based on the management and resource needs of the 

incident: 

o The needs of the emergency; 

o The available resources; and 

o Span of control. 

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Section Six 

Basic Plan 

69 December 2008



Section Six 

Basic Plan 

COUNTY ROLES AND RESPONSIBILITIES 

Policy Group 

The Policy Group function is responsible to address the economic, social and political 

impacts of an emergency. In the Sacramento County EOC, the Policy function is the 

responsibility of the County Executive or their designee. 

Management Section 

The Director of Emergency Operations (County Executive) leads the Management 

Section and is responsible for the overall management of the EOC operations to address 

the impacts of an emergency directly upon the county and assessing conditions outside 

the county, which have the potential for affecting local resources. The Director of 

Emergency Operations is responsible for directing the creation of an EOC Action Plan 

and the overall strategic direction of response, including appropriate mutual aid liaison 

activities. 

Management Staff 

Assisting the Director of Emergency Operations is the Management Staff. The 

Management Staff is responsible for providing direct administrative and executive-level 

support to the Director, as well as for providing additional emergency support functions 

within selected areas of responsibility. When fully activated the EOC Management Staff 

includes the following: 

EOC Coordinator (Emergency Operations Coordinator) 

In the absence of the Director or designated alternate, the EOC Manager, as Deputy es 

Director of Emergency Operations, shall coordinate and manage all activities and 

functions within the activated EOC. The responsible county department staffing this 

position is the Emergency Operations Office. 

Public Information Officer (PIO) 

The PIO is directly responsible for managing the Emergency Public Information activities 

within the EOC and in support of all county/OA Emergency Public Information operations. 

The PIO may be assisted by additional staff who will conduct assorted Emergency Public 

Information tasks and duties (Rumor Control and activation of the Sacramento County 

Information Center) within the EOC or a Joint Information Center (JIC) if established, or 

at a field incident command post. The responsible county department staffing this 

position is the County Executive’s Office and PIOs in various county departments. 

Legal Affairs Officer 

The Legal Affairs Officer is responsible for providing legal advice and guidance to the 

Director and the Board on all emergency management issues and concerns. The 

responsible county department staffing this position is the County Counsel’s 

Office. 

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Section Six 

Basic Plan 


The Liaison Officer functions as the primary point of contact for all allied agencies and 

jurisdictional representatives not directly assigned to the county/OA EOC. All agency and 

jurisdictional representatives will coordinate with the Liaison Officer, as needed. The 

responsible individuals/agencies staffing this position are designated by the EOC 

Director. 

Safety & Security Officers 

The Safety & Security Officers are responsible for ensuring that the EOC is secure when 

activated, that hazards are identified and mitigated, and that the EOC environment is 

suitable for conducting operations in a safe and healthful manner. The responsible 

county departments staffing these positions are the Sheriff for security and County 

Risk Management for safety. 

Operations Section 

The Operations Section, an element of the EOC General Staff is responsible for 

coordinating the deployment of response resources in support of field operations. Such 

coordination activities will normally include: 

• Manage operational elements of approved Emergency Action Plan (EAP) 

• Support Department Operations Centers (DOC) and field incident commands 

(if DOC’s not activated) and associated response activities 

• Coordinate and liaison with DOC’s for reporting status information to the EOC 

for action planning and situation reporting purposes 

• Liaise with designated Mutual Aid Coordinators 

• Coordinate incident response assets (in accordance with the approved Action 

Plan) regardless of agency affiliation or type of asset (e.g., law enforcement, 

fire suppression, medical, etc.) 

• Assess the emergency within the county or in nearby jurisdictions that affect 

local government’s response organizations. 

This section is composed of several functional groups, each with its own functional 

coordinator. Some or all of the functions may be involved in an incident response. An 

Operations Section Chief (OSC) will be identified between fire, law enforcement, public 

works, public health, or other staff as designated by the EOC Director. 

The Operations Section Chief will activate those functions deemed appropriate. When 

fully activated, the Operations Section could be comprised of the following branches, with 

each position being staffed with county or allied-agency personnel. 

• Law Enforcement Branch - Sherriff 

• Fire and Rescue Branch – County Fire Coordinator 

• Medical/Health Branch - DHHS 

• Mass Care & Shelter Branch - DHA 

• Construction and Engineering Branch - MSA 

71 December 2008



Section Six 

Basic Plan 

Planning Section 

The Planning Section, an element of the EOC General Staff, collects and analyzes 

incident data relating to hazards, damage, operations, and other problems. This section 

becomes the organizational focus for all information or intelligence analysis and 

advanced planning relative to the incident or emergency. 

The Planning Section is divided into several units. Within those units, the following 

emergency support functions are organized and performed as part of the Planning 

Section. 

• Resource Status Unit 

• Situation Status Unit 

• Action Planning Unit 

• Documentation Unit 

• Advanced Planning Unit 

• Technical Specialists Unit 

• Demobilization Unit 

• GIS Unit 

The section will be staffed by the administrative and management personnel 

assigned by County departments as needed to perform the various functions required 

to support emergency management operations within the activated EOC. Additional 

branches or units may be established as needed to meet operational needs. 

Logistics Section 

The Logistics Section is responsible for coordinating the provision of a broad assortment 

of procurement, service, maintenance, communication, and information technology 

services in support of the county’s emergency management activities during a disaster. 

The Logistics Section is divided into several branches. Within those branches, the 

following emergency support functions are organized and performed as part of the 

Logistics Section. 

• Transportation 

• Procurement 

• Feeding 

• Facilities 

• Information Systems & Communications 

• Personnel 

The section will be staffed from county departments such as General Services, 

Human Resources and OCIT, as needed to perform the various functions required to 

support emergency management operations within the activated EOC. Additional 

branches or units may be established as needed to meet operational needs. 

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Section Six 

Basic Plan 

Finance Section 

This section is responsible for the financial management of an operation, including 

payment for equipment, supplies, and services. It is also responsible for maintaining and 

monitoring response costs, personnel time-keeping records, and for providing 

administrative support to the EOC. The following functions are the responsibility of the 

Finance Section. 

• Cost Recovery 

• Fiscal 

• Compensation and Claims 

The section will be staffed by the County Finance Department as needed to perform 

the various functions required to support emergency management operations within the 

activated EOC. Additional branches or units may be established as needed to meet 

operational needs. 

73 December 2008



Section Six 

Basic Plan 

County/Allied Agency EOC Functional Assignments 

In the event of EOC activation, each county department and selected allied agencies are 

assigned specific functions to support emergency management operations. These 

assignments may involve direct participation within the EOC or provide indirect support. 

See the Responsibility Matrix below for primary and support roles for each county 

department/organization. 

74 December 2008



Section Seven 

Basic Plan 

SECTION 7: ALERT, WARNING & PUBLIC INFORMATION 

ALERT & WARNING OPERATIONS 

General Guidance 

In conjunction with established public safety warning protocols, the activated EOC will 

manage the dissemination of timely and adequate warnings to threatened populations in 

the most effective manner possible. Warning information will be issued as quickly as a 

threat is detected, using the most direct and effective means possible. 

Warning Responsibility 

When the EOC is not activated, county Emergency Operations will coordinate the 

dissemination of official alerts and warnings to the general public and allied agencies 

using available methods. This alert and warning activity will be coordinated through the 

county PIO, the county dispatch center and emergency management organizations within 

partner OA jurisdictions and agencies. 

Warning & Alert Mechanisms 

Depending upon the threat and time availability, the EOC will initiate alerts and warnings 

utilizing any of the following methods. As in any emergency, the effectiveness of any 

warning will be dependent upon many factors including: 

• Time availability 

• Initial notice of threat 

• Time of day 

• Language barriers 

• Receiving challenges for the hearing and sight impaired 

• Activation of the Emergency Alert System (EAS) 

• Activation of the Emergency Digital Information System (EDIS) 

• Activation of the California Health Alert Network (CAHAN) 

• Activation of existing automatic telephone notification systems available 

within the County EOC and within other local jurisdictions 

• Rapid field warnings using response personnel 

• Media broadcast alerts 

Warning Conditions 

Typically, warnings will be issued during periods of flash flooding, major hazardous 

materials incidents, public health emergencies, fast moving fires, severe weather 

conditions, and potential acts of violence. However, warnings may be issued wherever a 

threat is perceived and the potential for safeguarding public safety is possible through 

rapid alerting. 

For an expanded description of this section refer to the EOP Part Two – EOC Protocols 

and Position Checklists, Alert, Notification and Warning Operations. 

75 December 2008



Section Seven 

Basic Plan 

EMERGENCY PUBLIC INFORMATION 

General 

Emergency Public Information is a priority of utmost importance during emergencies and 

disasters. County government has a primary responsibility to provide accurate and timely 

information to the public regarding conditions, threats and protective measures. To avoid 

conflicts and confusion, the Emergency Public Information function operates best when 

centralized and coordinated among all involved jurisdictions, agencies and organizations. 

Emergency Public Information Assumptions 

The following assumptions involving public information during emergencies highlight how 

local government response and public preparedness may be affected during a major 

emergency. 

• The public will demand information about the emergency and instructions on 

proper survival/response actions 

• Rumors and misinformation are likely to develop when there is a lack of official 

news and information readily available 

• The media will demand information about the emergency 

• Local and regional radio/television stations without emergency power may also be 

off the air 

• Telephones (cellular and hardwire) may be inoperative 

• The emergency organization will become overwhelmed by the demand for 

information if sufficiently trained staff is not available. 

Emergency Public Information Organization 

The designated Public Information Officer (PIO), a member of the Management Staff 

shall be responsible for managing all aspects of the Emergency Public Information 

program in support of county/OA emergency management operations. The PIO, as 

instructed by the Director of Emergency Operations, will organize an appropriate 

Emergency Public Information organization, utilizing county and allied agency resources 

to manage the function. 

In addition to the primary PIO, additional staff may be assigned to perform functions 

related to managing the Joint Information Center (JIC) if established; staffing a rumor 

control center; developing news releases; providing PIO support in the field; providing 

media interviews; and issuing warnings and preparedness information through available 

communications channels and networks. 

76 December 2008



Section Seven 

Basic Plan 

Joint Information Center (JIC) 

When necessary, a Joint Information Center (JIC) will be established to coordinate the 

handling of Emergency Public Information operations for county government and the OA. 

A JIC will be established at a suitable location, removed from the EOC, but in close 

proximity to provide for effective management of Emergency Public Information functions. 

When activated, the JIC will be staffed by personnel trained to conduct Emergency Public 

Information activities including coordinating inter-jurisdictional media releases and the 

management of rumor control functions. Regardless of where the JIC is established, 

Emergency Public Information functions will continue to be managed from the EOC. 

Emergency Public Information Functions 

The Emergency Public Information section of the EOP describes the county PIO 

organization and prescribes operational guidelines and protocols listed below: 

• Facilitate the issuance of effective warning information using available 

communications networks 

• The timely and accurate dissemination of official information to the public during 

periods of emergency 

• Coordinating the release of official news and information through recognized 

broadcast and print media services and organizations 

• Response to specific media inquiries and calls from the public requesting 

information assistance 

• Establishment and operation of a 24-hour Emergency Public Information point of 

contact 

• Establishment and operation of a Joint Information Center (JIC), as necessary to 

support county government and Operational Area Emergency Public Information 

activities 

• Provision of Emergency Public Information support to field incident commands as 

requested 

• Control of rumors and misinformation 

Call Center Operations 

In addition to the rapid dissemination of warnings, personnel may staff a call center, at 

the Sacramento County Information Center to process requests for information from the 

public and assist with Rumor Control activities and other agencies. The EOC possesses 

the capability of receiving multiple calls, although in a major emergency the system could 

be initially overwhelmed and will require dedicated staffing to operate. 

77 December 2008



Section Eight 

Basic Plan 

SECTION 8: POST-DISASTER RECOVERY 

GENERAL ASSUMPTIONS 

In the aftermath of a disaster, many citizens will have specific needs that must be met 

before they can pick up the thread of pre-disaster lives. Typically, there will be a need for 

expanded government assistance to support victims and those directly impacted by the 

disaster. 

County government can help families and individuals to recover by coordinating with 

other public agencies and private organizations that provide assistance to ensure these 

services are readily available and accessible. The provision of assistance and services 

to disaster victims may require substantial government support and resources, for an 

extended period, during the course of the recovery process. The county’s efforts will be 

coordinated with state and federal relief efforts to ensure an integrated response to 

recovery. 

SHORT TERM RECOVERY 


Short-term recovery operations will begin during the response phase of the emergency. 

Short-term recovery operations may include any of the jurisdictions and agencies 

participating in the Sacramento Operational Area. 

Goals and Activities 

The goal of short-term recovery is to restore local government to at least a minimum 

capacity, and to provide immediate relief and assistance within the community to 

establish a sense of normalcy. Primary activities associated with short-term recovery 

operations include: 

• Re-establishment of county and local government operations 

• Rapid debris removal and cleanup 

• Orderly and coordinated restoration of essential services and critical infrastructure 

• Restoration of transportation routes and services 

• Provision of expanded human services to victims and those impacted by the 

disaster 

• Centralized or consolidated provision of disaster recovery services 

• Vector control; environmental health inspection; structural inspection and 

hazardous site mitigation 

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Section Eight 

Basic Plan 

With public safety a primary concern, rapid recovery may require adjustments to policies 

and procedures to streamline the recovery process 

Each jurisdiction will coordinate its efforts to restore utility systems and services during 

recovery operations. Medical services may need to operate from temporary facilities, as 

necessary. An appropriate mental health and crisis intervention agency will coordinate 

Critical Incident Stress Debriefings for emergency response personnel and victims of the 

disaster event. 

LONG TERM RECOVERY 


Long-term recovery operations will begin with the cessation of response operations and 

when minimal stabilization has been achieved within impacted areas. Long-term 

recovery operations may include or involve any of the jurisdictions and agencies 

participating in the Sacramento Operational Area. 

Goals and Activities 

The goal of long-term recovery is to restore facilities to pre-disaster condition. Long-term 

recovery includes hazard mitigation activities, restoration or reconstruction of public 

facilities, and disaster response cost recovery. 

Primary activities associated with long-term recovery operations include: 

• Coordinated delivery of extended social and health services 

• Improved land use planning 

• Improved Sacramento County Emergency Operations Plan 

• Re-establishing the local economy to pre-disaster levels 

• Recovery of disaster response costs 

• Effective integration of mitigation strategies into recovery planning and operations 

• Continuing coordinated public information activities to assist victims and the 

general public with long-range recovery issues 

Each affected jurisdiction will be responsible for its own approach to mitigation, which 

could include zoning variances, building code changes, plan reviews, seismic safety 

elements, and other land use planning measures. For more detailed information on 

Recovery actions please see Part IV Recovery, of this plan. 

79 December 2008



Section Eight 

Basic Plan 

HAZARD MITIGATION 

Hazard mitigation actions will need to be coordinated and employed in all activities by all 

jurisdictions in order to ensure a maximum reduction of vulnerability to future disasters. 

All jurisdictions within the Operational Area, including special districts, should strive to 

restore essential facilities to an appropriate level of functionality by retrofit, repair or 

reconstruction during long-term recovery operations. Recovery programs will also be 

sought for individual citizens and private businesses. The redevelopment agencies for 

the county’s and other Operational Area jurisdictions will play a vital role in rebuilding 

commercial areas. 

For a more detailed explanation of Disaster Recovery refer to EOP Part Three – 

Recovery. 

80 December 2008



Section Nine 

Basic Plan 

SECTION 9: TRAINING & EVALUATION 

AFTER ACTION REPORTING 

The Standardized Emergency Management System (SEMS) and National Incident 

Management System (NIMS) protocols require any city, city and county, or county 

declaring a local emergency for which the Governor proclaims a State of Emergency, to 

complete and transmit an After-Action Report (AAR) to State OES within 90 days of the 

close of the incident period. 

The after-action report will provide, at a minimum, the following: 

• response actions taken; 

• application of SEMS; 

• suggested modifications to SEMS; 

• necessary modifications to plans and procedures; 

• training needs; and 

• recovery activities to date. 

The after-action report will serve as a source for documenting Sacramento County’s 

emergency response activities and identifying areas of concern and successes. It will 

also be utilized to develop a work plan for implementing improvements. 

An after-action report will be a composite document for all SEMS levels, providing a 

broad perspective of the incident, referencing more detailed documents, and 

addressing all areas specified in regulations. 

It will include an overview of the incident, including enclosures, and will also address 

specific areas of the response, if necessary. It will be coordinated with, but not 

encompass, hazard mitigation. Hazard mitigation efforts may be included in the 

“recovery actions to date” portion of the after-action report. 

The Sacramento County Emergency Operations Office will be responsible for the 

completion and distribution of the Sacramento County after-action report, including 

sending it to the Governor’s Inland Region Office of Emergency Services within the 

required 90 day period. 

They may coordinate with the Operational Area jurisdictions and special districts in 

completion of the after-action report. The designated emergency services coordinators 

for each affected Operational Area jurisdiction will be responsible for submitting the 

jurisdiction’s report to the Governor’s Inland Region Office of Emergency Services 

within the 90 day period. They may incorporate information from special districts. 

For Sacramento County and other Operational Area jurisdictions, the after-action 

report’s primary audience will be County and city employees, including management. 

As public documents, they are accessible to anyone who requests a copy and will be 

made available through the Sacramento County Emergency Operations Office. 

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Section Nine 

Basic Plan 

The after-action reports will be written in simple language, well structured, brief and well 

presented, and geared to the primary audience. Data for the after-action report will be 

collected from debrief reports, RIMS documents, other documents developed during the 

disaster response, and discussions with emergency responders. The most up-to-date 

form, with instructions, can be found on RIMS. 

READINESS TRAINING 

The Emergency Operations Office will notify holders of this plan of training opportunities 

associated with emergency management and operations. Individual jurisdictions and 

agencies are responsible for maintaining training records. Jurisdictions and agencies 

having assigned functions under this plan are encouraged to ensure that assigned 

personnel are properly trained to carry out these tasks. 

The Emergency Operations Office will develop and execute a comprehensive training 

program for emergency management topics on an annual basis. The established training 

schedule will include applicable courses of instruction and education that cover 

management subjects. Such instruction shall meet or exceed State SEMS and Federal 

NIMS training requirements. 

EXERCISE & EVALUATION 

Elements of this plan will be exercised regularly. The Emergency Operations Office will 

conduct emergency preparedness exercises, in accordance with its annual exercise 

schedule, following appropriate state and federal guidance. Deficiencies identified during 

scheduled exercise activities will result in the development of an action plan to initiate 

appropriate corrections. 

The planning for, development and execution of all emergency exercises will involve 

close coordination between the Emergency Operations Office and participating local 

jurisdictions, agencies, special districts, and supporting community and public service 

organizations. 

The primary focus will be to establish a framework for inter-organizational exercise 

coordination in conjunction with all-hazard response and recovery planning and training 

activities, conducted within Sacramento County. 

Emergency exercise activity will be scheduled as to follow state and federal guidance and 

program requirements. Exercise activity may include any of the following: 

• Drills 

• Seminars 

• Table Top Exercises (TTE) 

• Functional Exercises (FE) 

• Full Scale Exercises (FSE) 

82 December 2008



EOC Protocols and Position Checklists 

SECTION 1 – ALERT AND WARNING 

Overview 

Public alert and warning is necessary to increase public awareness of an impending 

threat, and to provide clear instructions should an emergency situation require the need 

for evacuation. In fact, the vital first step of a successful evacuation in Sacramento 

County is contingent on timely public alerting that allows the public the opportunity to 

safely move to non-impacted areas. 

The County is committed to alerting the public about the event that has occurred, and 

initiating evacuation actions due to the threat. In many cases once the emergency 

situation has significantly commenced, the opportunity to evacuate is lost, and persons 

must be rescued and/or deal with life-threatening hazards. 

This Section is devoted to the available systems and mechanics of public alerting. The 

actual verbal or written messages that will be given, whether through the media, the 

Reverse 9-1-1 system, the Emergency Alert System, or other messaging systems, are 

the responsibility of the Public Information Officer, the Joint Information Center and the 

EOC. 

A well-informed public is less likely to panic in the case of an emergency situation or an 

actual disaster. In Sacramento County and surrounding areas, there are many ways to 

inform the public. These include: 

• Emergency Alert System 

• Fire and Law Enforcement Loudspeakers 

• Media Hotline and Media Release 

• Reverse 9-1-1 System 

• 2-1-1 Sacramento 

• County Information Services: Sacramento County Information Center and County 

Operator 

• Websites 

• Alerting Vulnerable Populations and Those with Special Needs 

• Neighbors Alerting Neighbors 

• Sirens (City of Sacramento Only) 

• Email, Text Messaging 

Emergency Alert System 

The Emergency Alert System (EAS) began in 1997, taking the place of its predecessor 

warning system, the Emergency Broadcast System (EBS). The EBS warning system was 

put into place in 1963 at the height of civil defense era to allow the President to alert the 

nation to an emergency, and specifically a nuclear attack. The system evolved and 

expanded through the efforts of the National Weather Service (NWS) and the Federal 

Communications Commission, permitting the EBS to be used for state and local 

emergencies such as storms and other emergencies. The EBS and EAS have been used 

over 20,000 times since its inception for civil emergency and severe weather warnings. 

1 December 2008




The EAS is designed to provide emergency information by the use of radio, television 

and cable television. The EAS is controlled by the FCC. There are strict rules on the 

activation and use of the system. 

The Emergency Alert System should only be activated in extreme emergencies by 

authorized individuals. In the Sacramento Region, the following broadcast companies are 

part of the EAS: 

• Primary Radio Station: KFBK, 1530 AM, 92.5 FM 

• Secondary Radio Station: KSTE, 650 AM; KGBY, 92 FM 

• Primary Television Station: KCRA, Channel 3; www.KCRA.com 

In an emergency, it is very important that all media outlets (radio, television, cable 

television) are kept informed of the emergency. Once the EOC is activated, it is the 

EOC’s responsibility to keep the media informed through the Joint Information Center 

(JIC) on a regular basis so current information flows to the public. 

How to Activate: The County Executive, Fire Chief, Sheriff or County Emergency 

Operations Office has authority to activate the EAS. 

Media Hot Line 

The Media Hot Line is used by both the Fire Department and the Sheriff’s Department to 

make the media aware of an incident that is in progress. Once the media is informed, the 

media decides how to cover the incident. Providing accurate messages in a timely 

manner is crucial since the local media scans Fire and Law Enforcement radio channels 

and can arrive at an incident in the early stages of an event seeking information. 

How to Activate: The Fire PIO, Sheriff PIO, or the lead PIO’s at the Joint Information 

Center are responsible to supply messages to the Media Hot Line. The PIOs have 

access to place messages on the hotline. 

News conferences for radio, television and print media should be held on a regular basis. 

The media is the main source of information for the community. It is the role of the EOC, 

and specifically the Joint Information Center (JIC) to provide the media with accurate 

information for the community. 

Fire and Law Enforcement Loudspeakers 

All Fire vehicles and Sheriffs cars are equipped with loudspeaker systems. The Sheriff’s 

Department also has helicopters with loudspeakers that can be used to make 

announcements over neighborhoods. The loudspeakers are useful in making 

announcements for neighborhood actions, directing traffic and warning people not to 

enter areas. The vehicle loudspeakers are the best way to give instant directions to the 

public that may not be near, or own, a radio or TV, during late night hours when most of 

the public is likely asleep and away from media (for EAS alerts) or their phones (for 

Reverse 9-1-1 alerts), during power outages or once people have left their homes. In the 

case of emergencies, these vehicles can drive through a neighborhood and make 

2 December 2008




announcements such as; evacuate, shelter-in-place, or report to a designated area. 

They can also make an all-clear announcement once the emergency is over. These 

vehicles are under the control of the Incident Commander (IC) of the incident. The IC 

should coordinate messages and activities with the EOC and the JIC. 

How to Activate. The Incident Commander(s) will provide directions to the field fire and 

law enforcement units, and should provide the message to be broadcast through the 

vehicle loudspeakers. The IC should consult with the EOC, and especially the PIO/JIC for 

the appropriate message to be sent. All vehicles must be transmitting the same message 

via the loudspeakers to avoid confusion. Messages must be direct and simple. Those 

needing detailed information could check details on website, or call the 2-1-1 Sacramento 

or other key numbers for more information, and/or check the EAS TV or radio sources. 

Reverse 9-1-1 System 

Sacramento County and the City of Sacramento have jointly contracted for a 

Reverse 9- 1-1 system that can send out a voice message to individual households and 

businesses. The current system has the capacity to send out approximately 5,700 

calls/hour in the County and City. If more capacity is needed, the EOC can contact the 

provider and contract for expanded service. The messages are sent to the phone 

numbers listed in the current 9-1-1 database. 

How to Activate: The Reverse 9-1-1 can be activated in the County by the Emergency 

Operations Coordinator or the Sheriff. The message to be sent should be crafted by, or 

reviewed by, the JIC, which is made up of PIOs from Sheriff, Fire, City Police and other 

Departments. The PIOs from the County and impacted cities within the operational area 

may also be involved at the JIC. 

2-1-1 Sacramento 

The 2-1-1 system is designed to provide callers with information and referrals regarding 

social, health and community services. The Community Services Planning Council is the 

non-profit that operates 2-1-1 Sacramento in the County and also operates the Hands on 

Sacramento (HOS) program. 2-1-1 operators can refer 2-1-1 Sacramento calls to the 

correct county government offices when referrals are needed and questions are asked. In 

an evacuation emergency, many citizens may call 2-1-1 Sacramento for information or 

directions, and may call for support if they find delays with 9-1-1 operators. 2-1-1 

Sacramento operators cannot take the place of 9-1-1 for dispatch and emergency calls; 

they can, however, relay the emergency information that is being provided by callers. 

Furthermore, many vulnerable persons may call 2-1-1 Sacramento as they become 

accustomed to its referral service for their special needs. 2-1-1 Sacramento will have a 

person assigned to the EOC and the JIC specifically so that they can relay reliable 

information to their operators. In addition, 2-1-1 Sacramento provides bilingual services 

through both bilingual staff and Tele-interpreters that provide translation services via a 

three-way call. 

2-1-1 Sacramento operates within the standards of the Alliance of Information Referral 

System (AIRS). AIRS standards are required of 2-1-1 Sacramento Systems by the 

3 December 2008




California Public Utilities Commission. 2-1-1 Sacramento has information for over 1,000 

agencies in California, and has over 2,400 records. The database is built on a national 

standard using taxonomy developed by Federal Health and Human Services. Currently, 

AT&T, Cingular, Sprint and Verizon cell-phone callers have access to 2-1-1 Sacramento. 

The 2-1-1 Sacramento System’s durability is enhanced by its ability to be transferred to 

other counties. 2-1-1 Sacramento is transferred to 2-1-1 Bay Area in emergencies, and in 

turn will receive calls from adjacent counties when they need help with an overflow of 2- 

1-1 Sacramento volume. Operators have access to their adjacent county’s appropriate 

databases. 

How to Activate. 2-1-1 Sacramento is operational twenty-four hours a day. The key to 

its effective support of public alerting is having clear information exchange between the 

JIC or EOC and the 2-1-1 Sacramento Call Center. 

County Information Services 

The primary information services provided by the County include the Sacramento County 

Information Center and the County Operator. While none of these services is expected to 

initiate public alerts and warning, they are likely to be an integral part of the alerting and 

communication process. Many of the alerted public will be seeking more information and 

clarification on the current situation. 

Sacramento County Information Center 

The Sacramento County Information Center is a program that responds to citizen calls for 

nonemergency requests or for general information regarding County Departments or for 

such issues as traffic lights, sewage, downed trees, broken water mains, and noise and 

code violations. The County receives over eighty-five thousand non-emergency phone 

calls a year to their Information Center number, (916) 875-5656. There are twenty (20) 

operators that answer the phone line from 7:30 am to 9:00 pm on Monday through 

Friday. After hours calls are referred to the County Operator. 

County Operator. The County Operator number is (916) 875-5000. This number is a 24- 

hour operation with a supervisor and two operators on duty. 

Websites 

Many persons will consult County web-pages for details regarding emergencies. 

Information that people will want to look at could include: areas threatened, evacuation 

procedures, safety messages and general situation information. While there are many 

websites affiliated with the County’s programs and services, all information should be 

posted at Sacramento County’s Main website at www.saccounty.net 

http://www.saccounty.net From the main webpage, citizens can then go to the emergency 

information tab to see updated information regarding the emergency. 

http://www.saccounty.net/emergency-information/index.htm. 

4 December 2008




The Sacramento Operational Area has developed a website aptly titled 

SacramentoReady.org at www.sacramentoready.org. Once fully developed, the site will 

provide emergency updates and situation information for the citizens within Sacramento 

County. There are also sections on how to prepare, respond and recovery from an 

emergency such as an evacuation event. 

How to Activate. Sacramento County’s webmaster can update the site, once tasked to 

do so by the EOC. The Webmaster is part of the Department of General Services. The 

key is providing consistent message to the website. 

5 December 2008




SECTION 2 - EOC OPERATIONS 

Emergency Operations Center Protocols 

Within Sacramento County, the various departments and agencies that are dispersed 

throughout Sacramento County conduct normal day-to-day operations. The Sacramento 

County EOC is a location from which centralized emergency management can be 

performed during a major emergency or disaster. The EOC, as the County EOC or as 

the activated Operational Area EOC, facilitates a coordinated response by all the 

departments and agencies that are assigned emergency management responsibilities. 

The level of EOC staffing will vary with the specific emergency situation. Departments 

with critical response functions have their own Department Operation Centers (DOC) that 

act as conduits of information between field operations and the EOC. 

An EOC provides a central location of authority and information, and allows for 

face-to-face coordination among personnel who must make emergency decisions. The 

following functions are performed in Sacramento County's EOC: 

□ Managing and coordinating emergency operations. 

□ Receiving and disseminating warning information. 

□ Developing emergency policies and procedures. 

□ Collecting intelligence from, and disseminating information to, the various EOC 

representatives, and, as appropriate, to State agencies, military, and federal 

agencies. 

□ Preparing intelligence/information summaries, situation reports, operational 

reports, and other reports as required. 

□ Maintaining general and specific maps, information display boards, and other data 

pertaining to emergency operations. 

□ Continuing analysis and evaluation of all data pertaining to emergency operations. 

□ Controlling and coordinating, within established policy, the operational and 

logistical support of departmental resources committed to the emergency. 

□ Maintaining contact and coordination with support DOCs, other local government 

EOCs, and the Sacramento Operational Area. 

□ Providing emergency information and instructions to the public, making official 

releases to the news media and the scheduling of press conferences as 

necessary. 

6 December 2008




Joint County and City EOC Organization 

The Sacramento County EOC is designed to serve as a Joint Facility with the City of 

Sacramento and additionally, for the Operational Area, enabling the efficient use of 

available city and county staff. When the Operational Area (OA) and City/County EOC 

are both activated, some staff may be doing multiple tasks, coordinating Operational Area 

and city/county government-level functions. 

The EOC team is organized around the five functions of the Standardized Emergency 

Management System (SEMS). Both city and county personnel staff the positions to 

ensure coordination. The five functions include: Management, Operations, Planning, 

Logistics and Finance. The functional flexibility associated with SEMS is particularly 

useful in EOC operations, as is MACS' emphasis on coordination, incident prioritization, 

and resource allocation. 

7 December 2008




Primary and Alternate EOC Locations 

The primary Sacramento County EOC is located at: 

Sacramento Regional Homeland Security and Emergency Training Center 

3720 Dudley Blvd 

McClellan, CA 95652 

8 December 2008




The alternate Sacramento County EOCs are as follows: 

First Alternate: 

Second Alternate: 

Third Alternate: 

La Sierra Community Center 

Sacramento Convention Center 

City of Folsom EOC 

Activation Policy 

Sacramento County has criteria (developed by State OES) that identify the 

events/situations and may require an EOC activation. 

The County of Sacramento and/or Sacramento Operational Area EOC may be activated 

when: 

• Local Government activates EOC and requests EOC activation 

• Two or more cities within the OA proclaim a local emergency 

• County and one or more cities within the OA proclaim a local emergency 

• City, City and County, or County request’s a Governor’s state of emergency 

proclamation 

• Governor proclaims a State of Emergency for County or two or more Cities 

• OA requests resources from outside it’s boundaries 

• OA receives resource requests from outside it’s boundaries 

• Requested by the Director of Emergency Operations or alternates; 

If EOC activation is warranted, the first EOC staff member to arrive begins set-up 

procedures, the Director of Emergency Operations or successor makes all decisions 

regarding the level and scope of EOC operations, and the scope and nature of the 

emergency, current conditions, and potential concerns dictate the level of EOC 

operations and staffing requirements. 

Security and Access Control 

Upon activation, only authorized personnel are permitted in the EOC. Access shall be 

granted to all personnel identified as EOC staff or county officials, and those persons 

having legitimate business in the EOC. 

Authorized EOC staff and visitors shall be issued identification for EOC access. The 

identification shall distinguish the bearer as a member of the EOC team or as a visitor. 

Media are allowed access to the Media Center which is located on the Public Health 

Conference Facility located outside the main building. 

9 December 2008




Staffing 

Level 1 (monitoring) and/or Level 2 (partial) activation staffing requirements will be based 

upon the scope and nature of the emergency, as well as current requirements. The 

County Emergency Operations Coordinator, in collaboration with the Director of 

Emergency Operations, ensures the appropriate functions are notified for Level 1 and 2 

EOC activation. The Director of Emergency Operations may consult the designated 

Section Chiefs to help make the staffing assessment. 

Level 3 (full) activation requires staffing of all EOC functions. Extended EOC operations 

may require the use of multiple shifts and position alternates. The Director of Emergency 

Operations will make this determination as the situation dictates. 

EOC COORDINATION WITH OTHER GOVERNMENT LEVELS 

Coordination with Field Response Level 

Since the Sacramento County EOC is also the Sacramento Operational Area's EOC, 

communications and coordination must be established between the EOC and field 

responders who are responding to both incorporated and unincorporated parts of the 

County. This is accomplished through coordination with the County Department 

Operations Centers, when activated, and as necessary through the City or special 

district’s EOCs. 

Coordination with State and Federal Field Response 

There are some instances where a state or federal agency will have a field response. 

State agency field response may result from a flood fight effort, oil spill, hazardous 

materials accident or other hazard scenarios. Federal field response could result from 

the same scenarios or a military aircraft accident, terrorism incidents, or when the federal 

military authorities act as the Incident Commander. When a state agency or federal 

agency is involved in field operations, coordination will be established with Sacramento 

County Emergency Operations Office. State or federal agencies operating in the field 

may be found in any ICS section, branch, or unit or part of a Unified Command. The 

incident will determine their location. Per NIMS, any multi-agency response will require 

the formation of a Unified Command structure. 

Coordination with Sacramento Operational Area Member Jurisdictions 

Direct communications and coordination will be established between Sacramento County 

and any Operational Area member jurisdictions' activated EOC. Additionally, as time 

permits, communications will be established with other member jurisdictions that have not 

activated their EOCs. Initially, communications will be established by any means 

available and with whoever is available, regardless of his functional EOC position. 

Ideally, communications and coordination with the cities and special district EOCs will 

occur along functional lines. 

An agency representative from any OA jurisdiction that activated its EOC may request to 

have a liaison at the Sacramento County EOC. Due to space limitations, this would only 

be recommended during complex or large operations between the County and other OA 

members. 

10 December 2008




The chart on this page shows coordination between the Sacramento Operational Area 

and member jurisdictions. 

11 December 2008




Coordination with Cities and Special Districts 

The emergency response role of cities and special districts is generally focused on 

restoring their normal services or functional area of responsibility. During disasters, 

some types of special districts will be more extensively involved in the emergency 

response by directly coordinating, communicating, and assisting local governments (for 

instance utilizing SMUD for electrical outages). 

If a city or special district does send a representative to the OA EOC, then the Liaison 

Officer in the EOC will be responsible for establishing communications and coordination 

with the special district liaison. 

Coordination with Volunteers and the Private Sector 

Within Sacramento County, coordination of response activities with non-governmental 

agencies may occur, primarily at the local government level. The County EOC will 

address volunteer requests from the general public by directing them to the Citizens 

Corps Volunteer Management program. 

Private sector corporate interests may contact the EOC through the appropriate liaisons 

to express their interest in assisting in response and recovery. 

Coordination with the Inland Region Emergency Operations Center 

Direct coordination and communications with the Inland Region Emergency Operations 

Center (REOC) are essential. There is one primary method and one alternate method for 

the Operational Area to coordinate with the Inland EOC: 

• Primary Method - The REOC sends a field representative to the Operational Area. 

• Alternate Method - The Operational Area and the REOC coordinate through 

various telecommunications systems. 

Coordination and communications between the County EOC and the Inland Regional 

EOC will occur between the five SEMS functions. Direct coordination and 

communications will also be established between the Operational Area Mutual Aid 

Coordinators, who are located in the County EOC, and the Region's Mutual Aid 

Coordinator, who are sometimes located in the State's Inland Regional EOC. These 

coordinators may be functioning from their respective Operational Area and regional 

EOCs or from other locations depending on the situation and the mutual aid system. 

EOC REPORTING 

Information may be sent to Cities within the Operational Area, County departments and 

other key agencies within the county and the State OES Inland Region REOC using the 

Response Information Management System (RIMS), OASIS, radio, telephone, email, 

internet or fax. Regardless of the method of communication, all data should be verified 

prior to transmission. If unverified data must be transmitted, it should be clearly 

designated as unconfirmed information. The County of Sacramento EOC shall transmit 

the following reports: 

12 December 2008




Preliminary Reports 

Preliminary Reports are used during the first two hours of an emergency to transmit 

information. 

• Information contained in these reports is intended to paint an initial picture of the 

scope and magnitude of the situation. 

Situations Reports 

Situation Reports are brief narratives that present a concise picture of the emergency 

situation and are prepared for specific time periods. 

• At the beginning of an emergency response, the EOC Management and Planning 

staff will determine appropriate times for submitting data and issuing Situation 

Summaries. 

• The Situation Report is intended for use after the first two hours of an emergency 

and can be updated as requested or needed. 

• The Situation Reports contain the information presented on the Situation Report 

form located in Part Four of the EOP. The information may be transmitted via the 

Internet or fax. 

Flash Reports 

Flash Reports are used for transmitting critical, time-sensitive information outside 

regularly scheduled Preliminary Reports or Situation Reports. For example, a Flash 

Report would be used to report an impending dam failure or a federal declaration of a 

Major Disaster. 

• Oral Flash Reports may precede written reports. The written report later serves as 

a confirmation and documentation. 

Documentation 

Position Activity Logs are used to record significant events and actions associated with 

an emergency for a given operational period (shift). Each EOC staff position is 

responsible for maintaining an Activity Log. 

All copies of reports, SEMS forms, and logs must be submitted to the Planning Section 

Documentation Unit prior to the close of each operational period (or prior to EOC 

deactivation if operations do not require multiple shifts). 

Status Boards 

Status Boards are erasable boards located around the EOC or in the EOCWeb. The 

Status Boards provide decision-makers and EOC staff with essential information at a 

glance. 

13 December 2008




EOC Reporting Systems 

EOCWeb is a grouping of network available software and tools for use by Sacramento 

County EOC responders. The system provides users functional email capability, 

situation/status forum boards, EOC forms and space for maps produced during events. 

There is other information for use such as: EOC seating charts, SEMS organizational 

charts, and county plans to utilize for reference. EOCWeb is available on all PCs located 

in the EOC and can also be accessed through the county’s network 

14 December 2008




The State of California has an internet based information reporting system for use during 

emergencies. The purpose of the Response Information Management System (RIMS) is 

to improve the state’s ability to respond to major disasters. The system will increase the 

level of service and efficiency by improving the state’s ability to: 

• Respond to, manage and coordinate requests for resources 

• Collect, process, and disseminate information during and after a disaster 

RIMS is available through the Internet, with appropriate security passwords. A link and 

screen shot of the RIMS system is pictured below. 

http://www.oes.ca.gov/WebPage/oeswebsite.nsf/Content/D2DADC9F47D335558825742 

E0053C2E5?OpenDocument 

15 December 2008




EOC BRIEFINGS 

The purpose of briefings is to familiarize or update EOC staff on the current emergency 

situation. Briefings provide an opportunity for the Section Chiefs, the Emergency 

Operations Center (EOC) Director and all EOC staff to exchange information on the 

incident, create and evaluate an Action Plan, and make any revisions deemed necessary 

to the response strategy and/or priorities. Regular briefings provide a forum away from 

the high level of activity in the EOC for ensuring that each of the five essential SEMS 

functions are coordinated (Management, Operations, Planning, Logistics and Finance) 

and that the EOC staff have the same information from which to base individual and 

collective actions and decisions. 

16 December 2008




Management and General Staff 

The Management and General Staff conducts regular briefings to receive updated 

information, evaluate the effectiveness of the response strategy, identify and solve 

problems, and revise objectives, response strategy and priorities as necessary. These 

briefings do not replace the Action Planning Sessions, which are required for each 

Operational Period. The General Staff briefings should be conducted outside the activity 

of the EOC. Each Section Chief will appoint someone in the Section to assume his/her 

role for the duration of the briefing. 

During the briefing, the Director of Emergency Operations asks each Section Chief for a 

thorough, but concise status report. Only information relevant to the entire EOC should 

be discussed in the group briefing. Function-specific issues and questions should be 

discussed one-on-one between the Director of Emergency Operations and the involved 

Section Chief. 

At the conclusion of each briefing, the time for the next General Staff briefing is set. 

Section Chiefs leave each General Staff briefing with a clear understanding of the 

objectives to be accomplished and the specific information to be collected before the next 

briefing. 

Section Briefings 

Following each General Staff briefing, Section Chiefs provide their respective Section 

staff with a briefing. Overall situation status and response objectives, strategy and 

priorities should be reviewed. Each Section member must have a clear understanding of 

the activities s/he is expected to perform, including any coordination requirements with 

other EOC staff or external agencies. 

Incoming Briefing 

Upon arrival at the EOC, Section Chiefs are briefed by the Director of Emergency 

Operations to obtain an overall perspective on the current situation. Section Chiefs 

provide a similar briefing to the personnel assigned to their respective Sections. 

Incoming briefings include: 

• Current situation assessment 

• Summary of the significant actions taken or in process 

• Initial incident objectives and priorities 

• Any limitations on available communications or personnel/equipment resources 

• Any directives on specific actions to be taken 

In addition to the above information, Section Chiefs review the following information with 

assigned staff: 

• Responsibilities of the assigned function 

• Any specific actions to be taken 

• Appropriate flow/sharing of information within and between Sections 

• Work shifts 

17 December 2008




• Eating and sleeping arrangements, if necessary 

• Time of next briefing 

Update Briefings 

Throughout EOC activation, General Staff and individual Section briefings are conducted 

on a regular, predetermined basis, and whenever a major change in incident status has 

occurred. Update briefings should include a review of the following information: 


• Current and potential problems 

• Actions being taken, including staff assigned 

• Weather forecast, if applicable 

• Time for next scheduled briefing 

Shift Change Briefing 

Shift change briefings are a component of the EOC Action Planning Process. At these 

briefings the current Action Plan is “handed off,” and a briefing on assignments for the 

operational period which is about to begin, is presented. Facilitated by the Planning 

Section Chief, this briefing is approved by the Director of Emergency Operations and 

attended by the Operations, Logistics and Finance Section Chiefs, PIO, Liaison, and 

other EOC staff as appropriate. Shift change briefings should include the following: 


• Current and potential problems 

• Review of the Action Plan 

• Weather forecast, if applicable 

• Time for next scheduled briefing 

Deactivation Briefing 

Immediately following deactivation of the EOC, the Director of Emergency Operations, 

with all EOC staff, conducts a deactivation briefing. The purpose of this briefing is to 

advise all EOC staff of the specific contacts and/or referrals to be made for any incidentrelated 

questions or concerns that may arise. 

DEACTIVATION 

Once the critical aspects of an emergency or disaster have been secured, EOC 

operations may begin to scale down as conditions warrant. The purpose of this procedure 

is to outline the process to be followed whenever it is determined that the EOC can be 

deactivated. The Director of Emergency Operations, with input from the Section Chiefs, 

may decide to deactivate the EOC. 

Deactivation Triggers 

Once the emergency response phase has been terminated and system operations are 

stabilized, the Director of Emergency Operations may determine that the EOC can be 

deactivated. Triggers for determining deactivation may include: 

18 December 2008




• The emergency response phase has been terminated and recovery operations are 

underway. 

• No further city, Operational Area, state, media or public information dissemination 

is needed. 

Procedure for Deactivation 

The Director of Emergency Operations will: 

• Determine if deactivation is appropriate after consultation with the Section Chiefs 

• Establish the time period for deactivation 

• Advise EOC staff of the actions to be taken, including time 

• Identify EOC staff to be on-call if stand down is implemented 

• Direct the Liaison or other EOC staff to make notifications 

Notifications 

All internal and external individuals, groups and agencies that were notified of activation 

will be notified of stand down and/or deactivation. At a minimum, all department 

managers, elected officials, neighboring Operational Areas, responding county agencies, 

and State OES will be notified. The person making the notifications documents the date, 

time, name and contact method for all persons/organizations notified. Notifications will 

include: 

• Date and time of stand down period or deactivation 

• A 24-hour contact number for further information 

19 December 2008




SECTION 3 - ACTION PLANNING 

Introduction 

The use of Action Plans in the Sacramento County EOC provides a clear and 

measurable process for identifying objectives and priorities for a given event. Action 

Planning is an important management tool that involves: 

• Process for identifying priorities and objectives for emergency response or 

recovery efforts. 

• Plans which document the priorities and objectives, and the tasks and personnel 

assignments associated with meeting the objectives. 

The Action Planning process should involve the EOC Director and Section Chiefs (one 

from each Section), along with other EOC staff, as needed, such as special districts, and 

other agency representatives. 

Planning Requirement 

The initial EOC Action Plan may be a verbal plan that is developed during the first hour or 

two following EOC activation. A verbal plan may also be utilized for incidents involving a 

limited scope, short duration (less than 12 hours) and a limited number of response 

personnel. An EOC Action Plan shall be developed whenever the EOC is activated, 

either partially or fully. A written EOC Action Plan is required whenever: 

• Two or more agencies are involved in the response 

• The incident overlaps more than one operational period 

• All EOC functions are fully staffed 

The EOC Action Plan addresses a specific operational period (not to exceed 24 hours). 

The plan should be regularly reviewed and evaluated throughout the operational period 

and revised or updated as warranted. 

20 December 2008




Plan Elements 

The elements to be included in the EOC Action Plan include: 

• Operational period covered by the plan 

• Identify parts of EOC organization that have been activated on an organization 

chart 

• Assignment of primary and support personnel and material resources to specific 

tasks and locations 

• Describe any logistical or technical support to be provided and by whom 

• State the objectives (attainable, measurable and flexible) to be accomplished 

• Establish the current priorities to meet the objectives 

• Describe the strategy to be utilized to achieve the objectives 

In addition to the required elements listed above, the Action Plan may also include: 

• Specific departmental mission assignments 

• Policy and/or cost constraints 

• Any inter-agency considerations 

Planning Responsibilities 

Primary responsibility for developing the EOC Action Plan rests with the Planning 

Section. However, development of the plan requires the active participation of the 

Director of Emergency Operations and the General Staff. The Operations Section, in 

particular, must work closely with the Planning Section during Action Plan development. 

When indicated, the Planning Section Chief will request specific technical experts to 

provide input to the plan. The Director of Emergency Operations is responsible for 

approving the plan. 

For incidents requiring close coordination with external agencies (e.g., local fire or police 

departments, special districts, etc.), input from the involved agencies should also be 

included in the Action Planning process. 

Specific EOC staff responsibilities include the following: 

Director of Emergency Operations 

• Provide general incident objectives and strategy. 

• Provide direction and overall management. 

• Ensure incident safety. 

• Approve the completed Action Plan. 

21 December 2008




Operations Section Chief 

• Determine the tactics necessary to achieve objectives. 

• Determine resource requirements. 

• Communicate Action Plan to EOC staff and Incident Commanders, as appropriate. 

Conduct Operations Shift Briefing. 

Planning Section Chief 

• Conduct the Action-Planning meeting. 

• Establish planning timelines. 

• Coordinate preparation of the Action Plan. 

• Manage planning process. 

Logistics Section Chief 

• Establish/confirm procedure for off-incident resource ordering. 

• Ensure that resource ordering procedures are communicated to EOC/ICP staff. 

• Ensure that Logistics Section can support the Action Plan. 

Finance Section Chief 

• Provide cost assessment of incident objectives. 

• Ensure that adequate finance approvals are in place for implementation of the 

Action Plan. 

Planning Process 

The Planning Section staff will maintain the EOC Major Incident Status Board and will 

develop short- and long-term planning scenarios based upon the situation and its impacts 

on facilities and operations, as reported. Utilizing these planning scenarios, the Planning 

Section Chief will conduct an Action Planning meeting with the Director of Emergency 

Operations, General Staff and appropriate technical experts. The Operations Section 

Chief will immediately report any significant changes in information verbally to the 

Planning Section Chief. 

22 December 2008




Planning Considerations 

In developing the Action Plan, a number of issues should be considered, as outlined in 

the table below. Applicable issues should be addressed in each iteration of the Action 

Plan. 

23 December 2008




Planning Cycle The Planning/Intelligence Section Chief, with input from the Director of 

Emergency Operations and the Operations Section Chief, establishes the schedule and 

cycle for action planning. Initially, meetings may be conducted every few hours or several 

times each day. Over time, meetings may be held twice each day, and then daily. The 

following table provides a suggested schedule for development of the Action Plan. 

24 December 2008




Documentation and Distribution 

Written EOC Action Plans will be documented on the attached form. The 

Planning/Intelligence Section Sitstat function is responsible for: 

• Posting a copy of the current Action Plan in the EOC and on the Intranet, if 

operational 

• Maintaining a copy of each Action Plan as part of the permanent incident record 

• Distributing copies of the current Action Plan to all involved agencies and other 

personnel as directed by the Planning Section Chief 

The Operations Section Chief will ensure that the current EOC Action Plan is distributed 

to all Operations Section personnel. Please refer to EOP Part Four – Supporting 

Documents for a sample of an EOC Action Planning Form. 

25 December 2008




SECTION 4 - RESOURCE MANAGEMENT 

Resource Priorities 

When activated, the County of Sacramento EOC establishes priorities for resource 

allocation during the emergency. All county resources are considered part of a pool, 

which may be allocated by the County EOC to fulfill priority missions. Each department 

retains control of its non-assigned resources until released for an emergency assignment 

by the EOC. 

Resources Requests 

Resource Requests will be made through one of the following processes: 

• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for 

resources that are normally within the inventories of the mutual aid system will go 

from local coordinator to Operational Area Mutual Aid Coordinator to the Regional 

Mutual Aid Coordinator. 

• All other resource requests will be made through the logistics function at each 

level. 

Resource requests from jurisdictions within the OA will be coordinated to determine if the 

resource is available from other local governments or other sources within the OA. 

Emergency Management Mutual Aid Coordinators at each level will keep the Operations 

Chiefs informed of the status of resource requests and allocations. Coordinators at each 

level will communicate and coordinate with each other to maintain current status on 

resource requests and allocations within the disaster area. 

Resource requests from Sacramento Operational Area members will be verbally 

requested and then documented on the Resources Request Form, located on the 

EOCWeb system. Available resources will be allocated to the requesting local 

government. If requests for a specific resource exceed the supply, the available 

resources will be allocated consistent with the priorities established through the action 

planning process. The Section Chiefs of the County EOC are responsible for ensuring 

that priorities are followed. 

Resources that are not available within the Operational Area will be requested through 

the regional level, the State's Inland REOC. Resource requests should be coordinated 

internally at the Operational Area level before being forwarded to the regional level. The 

Resource Status Unit in the Planning Section, in coordination with various Operations 

Branches, is responsible for tracking resource requests. 

26 December 2008




SECTION 5 - EXPENDITURE TRACKING 

Purpose 

The County of Sacramento may be reimbursed from state and/or federal sources for 

disaster-related expenses. The purpose of this section is to provide guidance on the 

record keeping requirements for claiming such expenses. 

Eligible Expenses 

Eligible costs are extraordinary costs incurred while providing emergency service 

required by the direct impact of a declared disaster and which service is the responsibility 

of the applicant agency. Eligible costs are generally considered to be the net costs over 

and above any increased revenue or subsidy for the emergency service. Ineligible 

expenses include costs for standby personnel and/or equipment and lost revenue. 

Record Keeping Requirements 

State and federal governments require very detailed information. Funding will be 

approved or denied based upon the information supplied by applicant agencies. 

Documentation supporting all costs claimed will be required, and all information must 

relate back to individual original source records. The following guidelines should be 

followed when documenting disaster-related reimbursable expenses: 

• Costs and revenues associated with emergency operations should be segregated 

from normal operating expenses. 

• Separate records should be maintained for each vehicle and piece of heavy 

equipment used for emergency operations. 

• Vehicle and equipment documentation should include the miles and/or hours 

operated by location and by operator. 

• Vehicle operating expenses should include fuel, tires, tubes and maintenance. 

• Labor costs should be compiled separate from vehicle and/or equipment 

expenses. 

• Equipment documentation should include exactly where the equipment was used 

and for what; hours and minutes used; and the name of the equipment operator if 

applicable. 

• Revenues and subsidies for emergency operations must be subtracted from any 

costs claimed. 

• Requisitions, purchase orders, and invoices must be maintained for all supplies, 

materials and equipment expenses claimed. 

• Costs for supplies and materials must include documentation of exactly where 

resources were used and for what purpose. 

27 December 2008




• All noncompetitive procurements must be justified. 

Expenditure tracking should commence upon notice or obvious occurrence of disasters 

that require expense of labor, equipment use, materials, and other expenses. The 

Incident Commander(s), Director of Emergency Operations, and EOC staff are 

responsible for maintaining written records of all disaster-related personnel overtime, 

requests for supplies, equipment and contract personnel, and receipts for emergency 

purchases of supplies, equipment and other disaster-related expenses. The County’s 

Disaster Accounting System will be activated and special coding for emergency tracking 

is used for both labor and equipment. COMPASS tracks costs, but information on 

COMPASS, particularly personnel costs are not immediately available. 

The Finance Section will compile reports, including total expenditures by category. The 

Finance Section Chief will submit a summary report on total costs to the Emergency 

Operations Center Director as requested. This information will be used for state and 

federal disaster assistance applications. The expenditure data and documentation is vital 

to state and federal agencies for requesting financial assistance during and after the 

disaster. 

28 December 2008




SECTION 6 - EOC POSITION CHECKLISTS 

General 

The five SEMS functions in the Sacramento County EOC are: Management, Operations, 

Planning, Logistics, and Finance. These functions are the basis for structuring the 

Sacramento County EOC Organization. 

• The Management function is responsible for overall emergency policy and 

coordination through the joint efforts of governmental agencies and private 


• The Operations function is responsible for coordinating support for local 

government's emergency response, coordinating inter-jurisdictional responses, 

and coordinating countywide activities through implementation of the County 

Action Plan. 

• The Planning function is responsible for collecting, evaluating, and disseminating 

information, developing the County Action Plan in coordination with other 

functions, and maintaining documentation. 

• The Logistics function is responsible for providing facilities, services, personnel, 

equipment, and materials to support the emergency response. 

• The Finance function is responsible for financial and other administrative activities. 

The duties and responsibilities for these functions are depicted in the EOC Position 

Checklists, which are provided for each SEMS function. The checklists on the following 

pages are based on three phases: Activation, Operational, and Deactivation. A generic 

checklist, which applies to each EOC position for both the activation and deactivation 

phases, is also provided. Some positions may have unique actions to take under these 

two phases, which will be noted on their specific checklists. For more detailed 

information and duties refer to the following Position Checklists. 

29 December 2008




All Staff Position Checklist 

To be used by all staff in EOC 

Read entire position checklist before taking any action! 

Activation Phase 

□ Check in with the Logistics Section, Personnel Unit upon arrival at the Emergency 

Operations Center (EOC). 

□ Report to EOC Director, Section Chief, Branch Coordinator, or other assigned 

Supervisor. 

□ Set up your workstation and review your position responsibilities. 

□ Establish and maintain a position log, which chronologically describes significant 

actions taken during your shift. 

□ Determine your resource needs, such as a computer, phone, plan copies, and 

other reference documents. 

□ Ensure Situation Status information if reported appropriately. 

Demobilization Phase 

□ Deactivate your assigned position and close out logs when authorized by the EOC 

Director or Section Chief. 

□ Complete all required forms, reports, and other documentation. All forms should 

be submitted through your supervisor to the Planning Section, as appropriate, prior 

to your departure. 

□ Be prepared to provide input to the After Action Report. 

□ If another person is relieving you, ensure they are thoroughly briefed before you 

leave your workstation. 

□ Clean up your work area before you leave. 

□ Leave a forwarding phone number where you can be reached. 

□ Ensure any open actions not yet completed will be handled after deactivation or 

handed off to the appropriate staff. 

30 December 2008




MANAGEMENT SECTION POSITION CHECKLISTS 

Management 

EOC Director 

Emergency 

Operations 

Coordinator 

Public 

Information 

Officer 


Legal Affairs 

Officer 

Safety Officer 

Security Officer 

Purpose 

The Management Section directs the County of Sacramento Emergency Management 

Organization, coordinates the actions of the EOC staff, establishes operational priorities, 

ensures development and implementation of strategies to meet the needs of the 

emergency, works with Elected Officials on issues related to emergency response and 

recovery, communicates with the media, coordinates response with outside agencies 

including federal and state resources, and ensures the safety of the responders. The 

Management Section staff must evaluate the potential economic, social and 

environmental impacts of the disaster on its citizens, while managing response to the 

conditions within the county. Additionally, the Management Section must consider 

whether an emergency in a neighboring county could impact the County of Sacramento, 

or draw upon resources normally available to the county. 

When fully staffed, the Management Section may include each of the following positions. 

If staffing is not available for each position, the duties assigned to the unfilled position are 

the responsibility of the Director of Emergency Operations. 

• Director of Emergency Operations 

• Emergency Operations Coordinator 

• Public Information Officer 

• Liaison Officer 

• Legal Affairs Officer 

• Safety Officer 

• Security Officer 

31 December 2008




Objectives 

The overall objective of emergency management is to ensure the effective management 

of response forces and resources in preparing for and responding to situations 

associated with natural disasters and technological incidents. To carry out its 

responsibilities, the Management Section will accomplish the following objectives during 

a disaster/emergency: 

• Overall management and coordination of emergency response and recovery 

operations. 

• Coordinate and liaison with appropriate federal, state and other local government 

agencies, as well as applicable segments of private sector entities and volunteer 

agencies. 

• Establish priorities and resolve any conflicting demands for support. 

• Prepare and disseminate emergency public information to inform, alert and warn 

the public. 

• Disseminate damage information and other essential data. 

32 December 2008




EOC Director Position Checklist 



1. Establish the appropriate staffing level for the Sacramento County Emergency 

Operations Center (EOC) and continuously monitor organizational effectiveness, 

ensuring that appropriate modifications occur as required. 

2. Exercise overall management responsibility for the coordination between 

Emergency Response Agencies within the jurisdiction. In conjunction with the 

General Staff, set priorities for response efforts. Ensure that all agency actions are 

accomplished within the priorities established. 

3. Ensure that Inter-Agency Coordination is accomplished effectively within the EOC. 


□ Determine appropriate level of activation based on situation as known. 

□ Mobilize appropriate personnel for the initial activation of the EOC. 

□ Respond immediately to EOC site and determine operational status. 

□ Obtain briefing from whatever sources are available. 

□ Ensure that the EOC is properly set up and ready for operations. 

□ Ensure that an EOC check-in procedure is established immediately. 

□ Ensure that an EOC organization and staffing chart is posted and completed. 

□ Determine which sections are needed, assign Section Chiefs as appropriate and 

ensure they are staffing their sections as required. 

□ Determine which Management Section positions are required and ensure they are 

filled as soon as possible. 

□ Ensure that communications with emergency response agencies are established 

and functioning. 

□ Schedule the initial Action Planning meeting. 

33 December 2008




□ Confer with the General Staff to determine what representation is needed at the 

EOC from member jurisdictions, special districts, and other emergency response 

agencies. 

□ Assign a liaison officer to coordinate outside agency response to the EOC, and to 

assist as necessary in establishing an Interagency Coordination Group. 

Operational Phase 

□ Monitor General Staff activities to ensure that all appropriate actions are being 

taken. 

□ 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. 

□ Based on current status reports, establish initial strategic objectives for the EOC. 

□ In coordination with Management Staff, prepare management function objectives 

for the initial Action Planning Meeting. 

□ Convene the initial Action Planning meeting. Ensure that all Section Chiefs, 

Management Staff, and other key agency representatives are in attendance. 

Ensure that appropriate Action Planning procedures are followed. (refer to 

Planning Section, “Action Planning Job Aid.”) Ensure the meeting is facilitated 

appropriately by the Planning Section. 

□ Once the Action Plan is completed by the Planning Section, review, approve and 

authorize its implementation. 

□ Conduct periodic briefings with the General Staff to ensure strategic objectives are 

current and appropriate. 

□ Conduct regular briefings for the Elected and Executive representatives and/or 

their designee. 

□ Formally issue Emergency Proclamation and coordinate local government 

proclamations with other agencies as appropriate. 

□ Brief your relief at shift change, ensuring that ongoing activities are identified and 

follow-up requirements are known. 

34 December 2008





□ Authorize deactivation of sections, branches, and units when they are no longer 

required. 

□ Notify the other activated EOCs, emergency response agencies, and other 

appropriate organizations of the planned deactivation time. 

□ Ensure that any open actions not yet completed will be handled after deactivation. 

□ Ensure that all required forms or reports are completed prior to deactivation. 

□ Be prepared to provide input to the After Action Report. 

□ Deactivate the EOC at the designated time, as appropriate. 

□ Proclaim termination of the emergency and proceed with recovery operations 

35 December 2008




EOC Emergency Operations Coordinator Position Checklist 



1. Facilitate the overall functioning of the Sacramento Emergency Operations Center 

(EOC.) 

2. Assist and serve as an advisor to the EOC Director and General Staff as needed, 

providing information and guidance related to the internal functions of the EOC 

and ensure compliance with existing emergency plans and procedures. 

3. Assist the Liaison Officer in ensuring proper procedures are in place for directing 

agency representatives and conducting VIP/visitor tours of the EOC. 


□ Follow generic Activation Phase Checklist. 

□ Assist the EOC Director in determining appropriate staffing for the EOC. 

□ Provide assistance and information regarding section staffing to all General Staff. 


□ Assist the EOC Director and the General Staff in developing overall strategic 

objectives as well as section objectives for the Action Plan. 

□ Advise the EOC Director on procedures for enacting emergency proclamations, 

emergency ordinances and resolutions, and other legal requirements. 

□ Assist the Planning Section in the development, continuous updating and 

execution of the EOC Action Plan. 

□ Provide overall procedural guidance to General Staff as required. 

□ Provide general advice and guidance to the EOC Director as required. 

□ Ensure that all notifications are made to the State OES Inland Region Emergency 

Operations Center (REOC) and represent Sacramento on any and all Inland 

REOC conference calls or briefings. 

□ Ensure that all communications with jurisdictional emergency response agencies 

have been established and are maintained. 

36 December 2008




□ Assist the EOC Director, PIO and Liaison in preparing for and conducting briefings 

with Management Staff, the Elected/Executives members, the media, and general 

public. 

□ Assist the EOC Director and Liaison Officer in establishing and maintaining an 

Inter-agency Coordination Group comprised of outside agency representatives 

and executives not assigned to specific sections within the EOC. 

□ Assist the Liaison Officer with coordination of all EOC visits. 

□ Provide assistance with shift change activity, as required. 


□ Follow generic Demobilization Phase Checklist. 

37 December 2008




Public Information Officer Position Checklist 



1. Serve as the coordination point for all media releases for the Sacramento 

Emergency Operations Center (EOC). Represent the Sacramento EOC as the 

lead Public Information Officer (PIO). 

2. Ensure that the public within the affected area receives complete, accurate, and 

consistent information about life safety procedures, public health advisories, relief 

and assistance programs and other vital information. 

3. Coordinate media releases with Public Information Officers representing other 

affected emergency response agencies within the jurisdiction. 

4. Coordinate the provision of situation information on SacReady.org and ensure that 

Rumor Control is provided with the same information throughout the event. 

5. Organize the format for press conferences in conjunction with the EOC Director. 

6. Maintain a positive relationship with the media representatives. 

7. Supervise the Rumor Control function (IF ACTIVATED). 



□ Determine staffing requirements and make required personnel assignments for the 

JIC function as necessary. 


□ Obtain policy guidance from the EOC Director with regard to media releases. 

□ Keep the EOC Director advised of all unusual requests for information and of all 

major critical or unfavorable media comments. Recommend procedures or 

measures to improve media relations. 

□ Coordinate with the Situation Status and Intelligence Unit and identify method for 

obtaining and verifying significant information as it is developed. 

□ Develop and publish a media briefing schedule, to include location, format, 

preparation, and distribution of handout materials. 

38 December 2008




□ Implement and maintain an overall information release program. 

□ Establish a Media Information Center, as required, providing necessary space, 

materials, telephones, and electrical power. 

□ Maintain up-to-date status boards and other references at the media information 

center. Provide adequate staff to answer questions from members of the media. 

□ Interact with other EOC sections, branches, and units to provide and obtain 

information relative to public information operations. 

□ Develop content for state Emergency Alert System (EAS) releases. Monitor EAS 

releases, as necessary. 

□ In coordination with other EOC sections and as approved by the EOC Director, 

issue timely and consistent advisories and instructions for life safety, health, and 

assistance for the public. 

□ At the request of the EOC Director, prepare media briefings for Elected and 

Executive representatives and/or their designees, other government officials, and 

provide 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. 

□ Ensure that adequate staff is available at incident sites to coordinate and conduct 

tours of the disaster areas. 

□ Provide sufficient staffing and telephones to efficiently handle incoming media and 

public calls. 

□ Prepare, update, and distribute to the public a Disaster Assistance Information 

Directory which contains locations to obtain food, shelter, supplies, health 

services, etc. 

□ Ensure that announcements, emergency information, and materials are translated 

and prepared for special populations (non-English speaking, hearing impaired, 

etc.). 

□ Monitor broadcast media, using information to develop follow-up news releases 

and rumor control. 

□ Ensure that file copies are maintained of all information releases (for submission to 

Planning Section). 

39 December 2008




□ Provide copies of all releases to the EOC Director. 

□ Conduct shift change briefings in detail, ensuring that in-progress activities are 

identified and follow-up requirements are known. 

□ Prepare final news releases and advise media representatives of points-of-contact 

for follow-up stories. 



40 December 2008




Liaison Officer Position Checklist 



1. Oversee all liaison activities, including coordinating outside agency 

representatives assigned to the Sacramento Emergency Operations Center (EOC) 

and handling of requests from other EOCs for Sacramento EOC agency 

representatives. 

2. Establish and maintain a central location for incoming agency representatives, 

providing workspace and support as needed. 

3. Ensure that position specific guidelines, policy directives, situation reports, and a 

copy of the EOC Action Plan is provided to Agency Representatives upon checkin. 

4. In conjunction with the EOC Coordinator and the PIO, provide orientations for VIPs 

and other visitors to the EOC. 

5. Ensure that deactivation is accomplished when directed by the EOC Director. 




□ Contact Agency Representatives already on-site, ensuring they: 

Sign into the EOC organization 

Understand assigned functions 

Know work locations 

Review and understand Sacramento’s EOC organization and floor plan 

□ Determine if additional agency representation is required from: 

Other agencies 

Schools 

Volunteer organizations 

Private organizations 

Utilities not already represented 

□ Arrange and coordinate VIP tours with the PIO, EOC Coordinator and the 

Elected/Executive members or their designees. 

□ Determine the status and resource needs and availability of other agencies. 

41 December 2008




□ In conjunction with the EOC Director and EOC Coordinator, establish and maintain 

an Interagency Coordination 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 and with distribution of the current EOC 

Action Plan and Situation Report. 

□ Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous 

releases which may impose risk across boundaries. 

□ Request that agency representatives maintain communications with their agencies 

and obtain Situation Status Reports regularly. 

□ Act as liaison with state or federal emergency response officials and appropriate 

city and/or county personnel. 

□ With the approval of the EOC Director, provide agency representatives from 

Sacramento EOC to other EOCs, as required and requested. 

□ Determine if there are any communication problems in contacting outside 

agencies. Provide this information to the Information Systems and 

Communications Branch in Logistics Section. 

□ Maintain a roster of agency representatives located at the EOC. Roster should 

include the assignment within the EOC (Section or Interagency Coordination 

Group). Roster should be distributed internally on a regular basis. 



□ Release agency representatives that are no longer required in the EOC when 

authorized by the EOC Director. (be sure to get contact information from 

representative before demobilization) 

42 December 2008




Legal Affairs Officer Position Checklist 



1. Legal Affairs Officers help facilitate requests for Local Emergency proclamations 

and requests for a State of Emergency to the Governor, but normally do not 

directly act on or process resource requests. 

2. Legal Affairs Officers are responsible for supporting requests from management 

about actions which may have impacts that require a legal opinion regarding 

jurisdictional policy and authority by ordinances, statutes and under state and 

federal laws (e.g., evacuations, quarantines, etc.) 



□ Check in with the EOC Director and clarify any issues regarding authority and 

assignment, including the functions of others in the EOC organization. 

□ Establish communications with the jurisdictional legal offices for support. 

□ Unpack any materials you may have brought with you and set up your assigned 

station, and request through the Logistics Section to obtain any necessary 

materials and equipment. 

□ Obtain an EOC organization chart, floor plan, and telephone list from the Logistics 

section. 

□ Contact the EOC sections or branches that are appropriate to your responsibility 

and advise them of your presence and assigned work location in the EOC. 


□ Facilitate requests for support or information as requested. 

□ Prepare the templates for declarations and other actions. 

□ Provide appropriate declaration status to the Planning Section. 

□ Keep the jurisdictional Executives and /or their representatives informed and 

provide policy guidance and clarification for the Sacramento County EOC Director 

as required. 

43 December 2008




□ Maintain logs and files associated with position. 



□ Ensure completion of all final reports, close out activity log, and transfer any 

ongoing missions and/or actions to the Emergency Operations Coordinator or 

other designated individual. 

□ Ensure copies of all documentation generated during the operation are submitted 

to the Planning Section Documentation Unit. 

44 December 2008




Rumor Control Unit Position Checklist 

(Usually for large disasters otherwise PIO performs this function) 



1. Provide staffing for rumor control telephone bank. 

2. Establish a "Disaster Hotline" with an up-to-date recorded message. 

3. Supervise the Rumor Control Unit. 




□ Obtain "confirmed" disaster information. 

□ Operate a telephone bank for receiving incoming inquiries from the general public. 

□ Correct rumors by providing factual information based on confirmed data. 

□ Establish a "Disaster Hotline" recorded message and provide updated information 

periodically. 

□ Refer inquiries from member of the media to the lead Public Information Officer or 

designated staff. 



45 December 2008




Safety Officer Position Checklist 



1. Ensure that all buildings and other facilities used in support of the Sacramento 

EOC are in safe operating condition. 

2. Monitor operational procedures and activities in the EOC to ensure they are being 

conducted in a safe manner considering the existing situation and conditions. 

3. Stop or modify all unsafe operations outside the scope of the EOC Action Plan, 

notifying the EOC Director of actions taken. 




□ Tour the entire EOC facility and evaluate conditions. Advise the EOC Director of 

any conditions and actions that might result in liability - e.g., oversights, improper 

response actions, etc. Include these when writing the Safety Plan for the EOC. 

□ Study the EOC facility and document the locations of all fire extinguishers, 

emergency pull stations, and evacuation routes and exits. 

□ Be familiar with particularly hazardous conditions in the facility and reduce their 

threats. 

□ Prepare and present safety briefings for the EOC Director and General Staff. 

□ If the event, which caused activation, was an earthquake, provide guidance 

regarding actions to be taken in preparation for aftershocks. 

□ Ensure that the EOC facility is free from any environmental threats - e.g., radiation 

exposure, air purity, water potability, etc. 

□ Keep the EOC Director advised of unsafe conditions take action when necessary. 

□ Coordinate with the Finance Section in preparing any personnel injury claims or 

records necessary for proper case evaluation and closure. 

46 December 2008






47 December 2008




Security Officer Position Checklist 



1. Provide 24-hour security for the Sacramento EOC. 

2. Control personnel access to the Sacramento EOC in accordance with policies 

established by the EOC Director. 


□ Follow the generic Activation Phase Checklist. 


□ Determine the current EOC security requirements and arrange for staffing as 

needed. 

□ Determine needs for special access to EOC facilities. 

□ Provide elected/executive and VIP security as appropriate and required. 

□ Provide recommendations as appropriate to EOC Director. 

□ Prepare and present security briefings for the EOC Director and General Staff at 

appropriate meetings. 


□ Follow the generic Demobilization Phase Checklist. 

48 December 2008




OPERATIONS SECTION POSITION CHECKLISTS 

Operations 

Law Branch Fire Branch Construction & 

Engineering 

Branch 

Health/Medical 

Branch 

Care & Shelter 

Branch 

Purpose 

The Operations Section supports all tactical emergency response assets, regardless of 

agency affiliation or type of asset. The Operations Section orchestrates strategic support 

to all emergency response operations. The Operations Section implements the 

Emergency Operations Center (EOC) Action Plan and facilitates the direction of and 

makes changes based on the needs of the emergency. The Operations Section staff 

must evaluate the potential economic, social and environmental impacts of the disaster 

on its citizens, while managing response to the conditions within the county. Additionally, 

the Operations Section staff must consider whether an emergency in a neighboring 

jurisdiction could impact the County of Sacramento, or draw upon resources normally 

available to the county. 

When fully staffed, the Operations Section may include each of the following positions. If 

staffing is not available for each position, the duties assigned to the unfilled position are 

the responsibility of the Operations Section Chief. 

• Law Branch 

• Fire Branch 

• Construction and Engineering Branch 

• Health/Medical Branch 

• Care and Shelter Branch 

49 December 2008




Objectives 

The Operations Section carries out the objectives of the EOC Action Plan and requests 

additional resources as needed. The Operations Section's primary responsibilities in a 

disaster/emergency are to: 

• Manage tactical operations. 

• Assist in the development of the Operations Section portion of the EOC Action 

Plan. 

• Request, coordinate and manage resources needed to implement the Operations 

Section tactics as a part of the EOC Action Plan development. 

• Report situation status information through DOC’s, or if no DOC is activates to 

field directly. 

50 December 2008




Operations Section Chief Position Checklist 



1. Ensure that the Operations function is carried out including coordination of 

response for all operational functions assigned to the Emergency Operations 

Center (EOC). 

2. Ensure that operational objectives and assignments identified in the EOC Action 

Plan are carried out effectively. 

3. Establish the appropriate level of branch and unit organizations within the 

Operations Section, continuously monitoring its effectiveness and modifying 

accordingly. 

4. Exercise overall responsibility for the coordination of Branch and Unit activities 

within the Operations Section. 

5. Ensure that the Planning Section is provided with Branch Status Reports and 

Major Incident Reports. 

6. Conduct periodic Operations briefings for the EOC Director, as required or 

requested. 

7. Overall supervision of the Operations Section. 



□ Ensure that the Operations Section is set up properly and that appropriate 

personnel, equipment, and supplies are in place, including maps and status 

boards. 

□ Meet with Planning Section Chief obtain a preliminary situation briefing. 

□ Based on the situation, activate appropriate branches within the section. 

Designate Branch Coordinators as necessary, per the EOC Organization Chart. 

□ Determine the need for Mutual Aid. 

□ If Mutual Aid systems are activated, ensure that the appropriate Mutual Aid 

Coordinator or representative is located in the corresponding branch in operations. 

□ Request additional personnel for the section as necessary for 24-hour operation. 

51 December 2008




□ 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. 

□ Determine estimated times of arrival of section staff from the Personnel Branch in 

Logistics. 

□ Confer with the EOC Director to ensure that the Planning and Logistics Sections 

are staffed at levels necessary to provide adequate information and support for 

Operations. 

□ Coordinate with the Liaison Officer regarding the need for agency representatives 

in the Operations Section. 

□ Establish radio or cell phone communications with Incident Commander(s) 

operating in the field, if no DOC is activated. 

□ Determine activation status of other EOCs in the jurisdiction and establish 

communication links with their Operations Sections. 

□ Based on the situation known or forecasted, determine likely future needs of the 

Operations Section. 

□ Identify key issues currently affecting the Operations Section meet with Section 

personnel to determine appropriate section objectives for the first operational 

period. 

□ Review responsibilities of branches in section develop an Operations Plan 

detailing strategies for carrying out Operations objectives. 

□ Adopt a proactive attitude. Think ahead and anticipate situations and problems 

before they occur. 

52 December 2008





□ Ensure that all section personnel are maintaining their individual position logs. 

□ Ensure that situation and resources information is provided to the Planning 

Section on a regular basis or as the situation requires, including Branch Status 

Reports and Major Incident Reports. 

□ Ensure that all media contacts are referred to the Public Information Officer. 

□ Conduct periodic briefings and work to reach consensus among staff on objectives 

for forth-coming operational periods. 

□ Attend and participate in EOC Action Planning meetings. 

□ Provide the Planning Section Chief with the Operations Section's objectives prior 

to each Action Planning meeting. 

□ Work closely with each Branch Coordinator to ensure that the Operations Section 

objectives, as defined in the current Action Plan, are being addressed. 

□ Ensure that the branches coordinate all resource needs through the appropriate 

Mutual Aid Coordinators or the Logistics Section. 

□ Ensure that information from Branch Coordinators is made available to the 

Planning Section in a timely manner. 

□ Ensure that fiscal and administrative requirements are coordinated through the 

Finance/Administration Section (notification of emergency expenditures and daily 

time sheets). 

□ Brief the EOC Director on all major incidents and document for submission to the 

Planning Section. 

□ Brief Branch Coordinators periodically on any updated information you may have 

received. 

□ Share status information with other sections as appropriate. 



53 December 2008




Law Enforcement Branch Coordinator Position Checklist 



1. Coordinate movement and evacuation operations during a disaster. 

2. Assist with notification of the public of the impending or existing emergency. 

3. Coordinate law enforcement and traffic control operations during the disaster. 

4. Coordinate site security at incidents. 

5. Coordinate Law Enforcement Mutual Aid requests from emergency response 

agencies within the Operational Area. 

6. Coordinate the Coroner's response for the jurisdiction. 

7. Supervise the Law Enforcement Branch. 



□ Based on the situation, activate the necessary Units within the Law Enforcement 

Branch per the EOC Organization Chart. 

□ Contact and assist the Law Enforcement Mutual Aid Coordinator with the 

coordination of mutual aid resources as necessary. 

□ Provide an initial situation report to the Operations Section Chief. 

□ 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. 


□ Ensure that Branch and Unit position logs and other appropriate files are 

maintained. 

□ Maintain current status on Law Enforcement missions being conducted in your 

area of responsibility. 

54 December 2008




□ Provide the Operations Section Chief and the Planning Section Chiefs with an 

overall summary of Law Enforcement Branch operations periodically or as 

requested during the operational period. 

□ On a regular basis, complete and maintain the Law Enforcement Branch Status 

Report. 

□ Refer all contacts with the media to the Public Information Officer. 

□ Determine need for Mutual Aid. 

□ If law enforcement or coroner's mutual aid systems are activated, ensure that the 

appropriate mutual aid coordinator or representative is available in the EOC for 

coordination purposes. 

□ Ensure that all fiscal and administrative requirements are coordinated through the 

Finance/Administration Section (notification of any emergency expenditures). 

□ Prepare objectives for the Law Enforcement Branch for the subsequent operations 

period and provide them to the Operations Section Chief prior to the end of the 

shift and the next Action Planning meeting. 

□ Provide your relief with a briefing at shift change, informing him/her of all ongoing 

activities, branch objectives for the next operational period, and any other pertinent 

information. 



55 December 2008




Law Enforcement Operations Unit Leader Checklist 



1. Evaluate and process requests for Law Enforcement Mutual Aid Resources 

through the Sacramento Operational Area Law Enforcement Mutual Aid 

Coordinator. 

2. Establish and maintain communication with the Law Enforcement Branch Directors 

in the field. 

3. Respond to requests for Law Enforcement resources from the field in a timely 

manner, following established priorities (life safety, protection of property, and then 

the environment). 

4. Monitor and track law enforcement resources utilized during the event. 

5. Provide general support to field personnel as required. 

6. Supervise the Law Enforcement Operations Unit. 




□ Establish and maintain a position log and other appropriate files. 

□ Establish and maintain radio or cell-phone communication with the Law 

Enforcement Branch Directors at the field level. 

□ Obtain regular status reports on the law enforcement situation from the 

Department Operations Center or Law Enforcement branch at the field level. 

□ Assess the impact of the disaster/event on the Sacramento County Sheriff’s 

Department’s operational capability. 

□ 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. 

56 December 2008




□ If the Sacramento Sheriff’s Department Communications Center is unavailable, 

ensure that the assignment of the law enforcement resources are closely 

monitored and coordinated, and that on-scene time is logged at the field level. 

□ If not addresses at the ICP, ensure that incident facilities are established (staging 

areas, etc.) to coordinate incoming law enforcement mutual aid and resources, as 

requested. 

□ In conjunction with Situation Status and Intelligence Unit, determine if current and 

forecasted weather conditions will affect law enforcement operations. 

□ Coordinate with the Fire Operations Branch to determine geographical boundaries 

of evacuations. 

□ Coordinate with the Care and Shelter Branch to establish suitable shelter locations 

and appropriate shelter facilities for evacuated population. 

□ Assist in establish camp facilities for law enforcement personnel, through the 

Logistics Section, if not addressed at the ICP. 

□ Reinforce the use of proper procedures for media contacts. 

□ Provide law enforcement status updates to the Law Enforcement Branch 

Coordinator on a regular basis. 

□ Evaluate and process all requests for law enforcement resources through the 

Sacramento Operational Area Law Enforcement Mutual Aid Coordinator. 



57 December 2008




Coroner Unit Position Checklist 



1. Coordinate resources for the collection, identification, and disposition of deceased 

persons and human remains. 

2. Establishment and operation of morgue facilities and maintenance of detailed 

records of fatalities. 

3. Supervision of the Coroner Unit. 



Operational Phase Actions 


□ Ensure that locations where fatalities are discovered are secured. 

□ Ensure that fatality collection points are established and secured as necessary. 

□ Ensure that morgue facilities are established. 

□ Activate the State of California, State OES Law Enforcement Branch, Coroner's 

Mutual Aid Plan (March 2006) as required. 

□ Procure, through logistics, all necessary fatalities management equipment and 

supplies, such as temporary cold storage facilities or vehicles, body bags, etc. 

□ Ensure that qualified personnel are monitoring the collection and tagging of 

remains. 

□ Coordinate with the Search & Rescue Unit to determine location and number of 

extricated fatalities. 

□ Ensure that human remains are transported from fatality collection points to 

morgue(s). 

□ Ensure that remains are identified and notifications are made to next of kin. 

58 December 2008




□ Coordinate the reburial of any coffins that were surfaced and/or disturbed as a 

result of the disaster/event. 

□ Inform the Law Enforcement Branch Coordinator of the Coroners Unit activities on 

a regular basis. 

□ Inform the Law Enforcement Branch Coordinator, the Situation Status and 

Intelligence Unit, and the Public Information Officer of the number of confirmed 

fatalities resulting from the disaster or event. 

□ Ensure that all media contacts are referred to the Public Information Officer. 



59 December 2008




Fire and Rescue Branch Coordinator Position Checklist 



1. Coordinate fire, hazardous materials, and search and rescue operations. 

2. Assist the Fire & Rescue Mutual Aid Coordinator in acquiring mutual aid 

resources, as necessary. 

3. Complete and maintain branch status reports for major incidents requiring or 

potentially requiring operational area, state, and federal response, and maintain 

status of unassigned operational area, state, and federal fire & rescue resources in 

the region. 

4. Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue 

Branch. 

5. Overall supervision of the Fire & Rescue Branch. 



□ Prepare and submit a preliminary branch status report and major incident reports 

as appropriate to the Operations Section Chief. 

□ Prepare objectives for the Fire & Rescue Branch provide them to the Operations 

Section Chief prior to the first Action Planning meeting. 


□ Ensure that Branch and Unit position logs and other files are maintained. 

□ Maintain current status of Fire & Rescue missions being conducted in your area of 

responsibility. 

□ Provide the Operations Section Chief and the Planning Section Chief with an 

overall summary of Fire & Rescue Branch operations periodically or as requested 

during the operational period. 

□ On a regular basis, complete and maintain the Fire & Rescue Branch Status 

Report. 


60 December 2008




□ Ensure that fire, hazardous material, and search and rescue resources are 

channeled through the mutual aid coordinators. 


Finance/Administration Section (notification of any emergency expenditures). 

□ Prepare objectives for the Fire & Rescue 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. 

□ Provide your relief with a briefing at shift change inform him/her of all ongoing 

activities, and branch objectives for the next operational period, and any other 

pertinent information. 



61 December 2008




Fire Operations Unit Leader Checklist 



1. Evaluate and process requests for fire resources through the Sacramento 

Operational Area Fire & Rescue Mutual Aid Coordinator. 

2. Establish and maintain communication with Fire Branch Directors in the field for 

incidents occurring in the County. 

3. Respond to requests for fire resources from the field in a timely manner, following 

established priorities (life safety, property, and then the environment). 

4. Monitor and track fire resources utilized during the event. 

5. Provide general support to field personnel, as required. 

6. Supervise the Fire Operations Unit. 





□ Establish and maintain radio or cell-phone communication with the Department 

Operations Center or Fire Branch Director at the field level. 

□ Obtain regular status reports on the fire situation from the Fire & Rescue Branch at 

the field level. 

□ Assess the impact of the disaster/event on the Sacramento County Metro Fire’s 

operational capabilities. 

□ Establish the objectives of the Fire Operations Unit based on the nature and 

severity of the disaster, and provide them to the Fire & Rescue Branch 

Coordinator prior to the first Action Planning Meeting. 

□ If the Department Operations Center is not activated, ensure that the assignment 

of fire resources are closely monitor and coordinated, and that on-scene time is 

logged at the field level. 

62 December 2008




□ Provide fire status updates to the Fire & Rescue Branch Coordinator on a regular 

basis. 

□ Evaluate and process all requests for fire mutual aid resources through the 

Operational Area Fire & Rescue Mutual Aid Coordinator. 

□ If not addressed at the Incident Command Post, ensure that incident 

facilities are established (marshaling areas, staging areas, etc.) to 

coordinate incoming fire mutual aid resources, as required. 

□ In conjunction with Situation Status and Intelligence Unit, determine if current and 

forecasted weather conditions will affect fire and rescue operations. 

□ Inform the Fire & Rescue Branch Coordinator of all significant events that occur. 

□ Coordinate with the Law Enforcement Branch to determine status of evacuations 

and shelter locations. 

□ Assist in establishing camp facilities through the Logistics Section, if not 

addressed at the ICP or DOC. 

□ Reinforce the use of proper procedures for media contacts. 



63 December 2008




Hazardous Materials Unit Position Checklist 



1. Determine the scope of hazardous materials incidents throughout the jurisdiction. 

2. Assist in mobilizing hazardous materials teams at the request of the Incident 

Commanders in the field. 

3. Provide hazardous materials support as required to Emergency Response 

Agencies consistent with established priorities and objectives. 

4. Ensure that deployed teams are provided with adequate support. 

5. Supervise the HazMat Unit. 





□ Work closely with all Operations Section Branch Coordinators to determine the 

scope of hazmat incident response required. 

□ Coordinate with the Fire and Rescue Branch Coordinator to determine missions 

for hazmat teams based on established priorities. 

□ Mobilize and deploy available hazmat teams in a manner consistent with the 

HazMat Mutual Aid System established priorities. 

□ Establish radio or cell-phone communication with all deployed hazmat teams to 

determine the scope of support required. 

□ Work closely with the Resources Tracking Unit to determine the status and 

availability of HazMat Response Teams in the jurisdiction. 

□ Coordinate with Construction and Engineering to provide on-site assistance with 

hazmat operations at the request of field Incident Commander. 

□ Coordinate with the Medical and Health Branch to determine medical facilities 

where victims of hazmat incidents can be transported following decontamination. 

64 December 2008




□ Coordinate with the Coroner to provide on-site assistance for fatalities at hazmat 

scenes. 

□ Monitor and track the progress and status of each hazmat team. 

□ Ensure that HazMat Team Leaders report all significant events. 

□ Assist in establishing camp facilities for hazmat teams through the Logistics 

Section, if not addressed at the ICP. 

□ 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 seeking technical information on the 

hazardous material, statistical information, or personal identities of injured victims 

or fatalities. 



65 December 2008




Construction and Engineering Branch Coordinator Position Checklist 



1. Survey all utility systems and restore systems that have been disrupted, including 

coordinating with utility service providers in the restoration of disrupted services. 

2. Survey all public and private facilities, assessing the damage to such facilities and 

coordinating the repairs of damage to public facilities. 

3. Assist other sections, branches, and units as needed. 

4. Supervise the Construction/Engineering Branch. 



□ Based on the situation, activate the necessary units within the 

Construction/Engineering Branch per the EOC Organization Chart. 

□ Contact and assist the jurisdictions Public Works Mutual Aid Coordinator with the 

coordination of mutual aid resources as necessary. If there is none, work through 

a Coordinator in an adjacent County. 

□ 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. 


□ Ensure that branch and unit position logs and other necessary files are 

maintained. 

□ Maintain current status on all public works activities being conducted in your area 

of responsibility. 

□ Ensure that damage and safety assessments are being carried out for both public 

and private facilities request mutual aid as required. 

□ Determine and document the status of transportation routes into and within the 

affected areas. 

66 December 2008




□ Coordinate debris removal services as required. 

□ Provide the Operations Section Chief and the Planning Section Chief with an 

overall summary of the Construction/Engineering Branch operations periodically 

during the operational period or as requested. 

□ Ensure that all Utilities and Construction/Engineering Status Reports, as well as 

the Initial Damage Estimates are completed and maintained. 


□ Ensure that public works resources are channeled through the Mutual Aid 

Coordinators. 


Finance/Administration Section (notification of any emergency expenditures and 

daily time sheets). 

□ Prepare objectives for the Construction/Engineering Branch for the subsequent 

operations period, and provide them to the Operations Section Chief prior to the 

end of the shift and the next Action Planning meeting. 


activities, branch objectives for the next operational period, and any other pertinent 

information. 



67 December 2008




Roads and Bridges (Transportation) Unit Position Checklist 



1. Provide road closure and traffic light outage information to the EOC. 

2. Coordinate with Fire and Law on road closures and openings. 

3. Ensure that current road closures and traffic signal outage information is displayed in 

the EOC. 

4. Participate in evacuation route planning. 

5. Coordinate Transportation related activities with other operations units. 

6. Coordinate with Cal Trans and CHP on status of highways. 

7. Coordinate and track mutual aid resources. 

8. Maintain contact with department operations centers and ensure coordination and 

information exchange between field responders and the EOC. 




□ Collect preliminary situation information on division activities, the emergency 

situation, and the status of resources. 

□ Based on the situation, staff the unit to perform the following functions: 

Road closure coordination 

DOC/field coordination 

Evacuation coordination 

□ Brief the Branch Coordinator on the emergency situation: 

Scope of the division’s involvement in the incident 

Personnel and resources committed, need for mutual aid 

Current and potential threats to life and property 

Recommend course of action to mitigate immediate threats 

Share current situation status and division activities that may impact another 

department’s operations to ensure field activities are coordinated 

Discuss strategies for dealing with potential problems 

Identify critical issues, needs, and resources 

68 December 2008




Update the Action Plan and report back on previously assigned tasks 

□ Warn the Branch Coordinator immediately when the emergency situation 

escalates or there is a critical situation occurring. 

□ Assist with Action Planning: 

Prepare objectives for the Branch Coordinator prior to the briefing/planning 

meetings. 

Brief unit on the EOC Action Plan objectives and assign specific 

responsibilities. 

Provide unit tactical plan to the Branch Coordinator. 

□ Coordinate critical emergency information within the unit and with other 

units in the branch. 

□ Assist with resource management by tracking resources used in the response, or 

sent/received as mutual aid and coordinate with the resources tracking unit. 

□ Provide periodic situation or status reports to the Branch Coordinator for update of 

the overall situation. 

□ Ensure that unit position logs are maintained. 

□ Identify issues, resources needs, and shortfalls for the next operational period. 

□ Brief your replacement at shift change. Ensure that in-progress activities are 

identified and follow-up requirements are conveyed 



69 December 2008




Flood Control Unit Position Checklist 



1. Gather information about the status of small streams, rivers, dams and levees and 

provide information about flooding and levee status in affected areas to the EOC 

Coordinator. 

2. Provide affected agencies with information and coordinate mutual aid requests for 

assistance/resources from agencies within the jurisdiction, including but not limited 

to, specialized personnel, equipment, transportation, and local government 

coordination. 

3. Manage the process of tracking, requesting, and deploying flood control mutual aid 

resources. 

4. Provide status information and reports to the Planning Section for inclusion into 

the juristictional situation report. 


□ Upon arrival at the EOC: 

Check-in with the Operations Section Chief and EOC Coordinator to receive 

initial briefing 

Check-in with the Planning Section for the latest information 

□ Review your position responsibilities. 

□ Maintain activity log for the flood control function. At a minimum, the log should 

record the following: 

Conversations in which decisions were reached, instructions given or received, 

vital information exchanged 

Requests filled, mission assignments from State OES 

Major events/activities 

□ Set-up section work area 


□ Establish contact with the following agencies/jurisdictions. See the Emergency 

Contacts section of this plan for a list of emergency contacts in OA jurisdictions. 

70 December 2008




Sacramento County Water Resources, Floodplain Management/drainage 

section 

City of Sacramento Utilities, Floodplain Management/drainage section 

City of Folsom Public Works 

City of Citrus Heights Public Works 

City of Galt Public Works 

City of Isleton Fire Chief 

American River Flood Control District (ARFCD) 

Reclamation Districts 

City of Elk Grove 

City of Rancho Cordova 

□ Request and obtain reports from flood control agencies within the affected area. 

This information should include: 

Status of rain/stream gages ALERT 

Status of levee patrols 

Damage to levees/flood fight locations status and risk 

Flooding occurring or imminent, areas of impact, estimated damages 

Sump pump outages and causes of outage and when repairs will be complete 

and street flooding and risk of structure flooding 

Status of storm drain systems 

Status of all dams within the affected area inflow and outflow and volume 

Special resources required to accomplish flood fight and major problem 

identification 

Projection of impending areas of concern 

Established locations for staging and processing incoming support resources 

□ Consolidate all information on the Flood Control Status Report form. Provide 

information to the Planning Section. 

□ Determine the various flood control agencies capabilities to staff flood fight, and 

level of additional support needed. 

□ Assess resource capabilities within the jurisdiction and be prepared to respond to 

mutual aid resources requests. 

□ Coordinate requests for additional personnel or other support with other agencies 

and jurisdictions. 

□ Process requests for mutual aid to REOC Operations Chief if resources within the 

jurisdiction are inadequate. 

□ Participate in Action Planning sessions. 

71 December 2008




□ Conduct continuous coordination with local jurisdictions and agencies and the 

REOC to fill the resource requirements. 

□ Disseminate established flood control priorities to jurisdictions. 

□ Monitor the status of flooding and flood control activities. 

□ Follow up with agencies receiving mutual aid to confirm arrival of request 

assistance. 

□ Brief EOC Coordinator on major problem areas that need immediate action and/or 

important information as it becomes available. 

□ Brief your relief at shift change time. Ensure that in-progress activities are 

identified and follow-up requirements are known. 


□ When deactivation is ordered, contact any agencies and/or persons worked with 

and advise them of: 

When deactivation will take place 

Whom they should contact (include phone number) for the completion of 

ongoing actions or new requirements 

□ Ensure that you have completed the following: 

Filling out of final reports 

Close out of flood control activity log 

Transfer of ongoing missions and/or actions to appropriate full-time staff or 

appropriate emergency services staff person 

□ Ensure copies of all documentation generated during the operation are submitted 

to the Planning Section or emergency services staff. 

72 December 2008




Debris Management, Waste Management 

and Recycling Position Checklist 



1. Assess and project debris types and quantities generated by the event. 

2. Identify preferred debris collection, storage, diversion, and disposal alternatives. 

3. Coordinate intra-departmental and intra-jurisdictional debris management efforts. 

4. Supervise the Debris Management Center. 



□ Determine regulatory compliance needs. 

□ Based on the situation, activate the necessary units with the DMC per the DMC 

organization chart. 

□ Contact and coordinate with other county departments and/or Cities to establish 

collection and disposal of debris with the mutual aid resources. 

□ Provide an initial situation report to the EOC Operations Section Chief. 

□ Based on the initial EOC strategic objectives prepare objectives for the Debris 

Management Unit and provide them to the Construction & Engineering Branch 

(MSA) chief prior to the first Action Planning meeting. 


□ Ensure that Debris Management Center position logs and other necessary files 

are maintained. 

□ Maintain current status on all debris management activities being conducted in 

your area of responsibility. 

□ Ensure that debris assessments are being carried out for both public and private 

facilities, request mutual aid as required. 

73 December 2008




□ Ensure that regular residential refuse and recycling collection services are 

maintained to the extent possible. Identify areas where service is not possible and 

communicate to the EOC. 

□ Ensure that the County waste disposal and transfer facilities remain operational. 

□ Ensure that adequate public education efforts aimed at keeping Household 

Hazardous Waste (HHW) and source separated materials segregated are 

executed. 

□ Secure debris removal services from franchised haulers and other services 

providers as required. 

□ Provide the Construction & Engineering Chief an overall summary of the Debris 

Management Center operations periodically during the operational period or as 

requested. 

□ Ensure that all Debris Management Center status reports are completed and 

maintained. 

□ Coordinate all contacts with the media with the Public Information Officer. 


Finance/Administration Section (notification of any emergency expenditure and 

daily time sheets). 

□ Prepare objectives for the Debris Management Center for the subsequent 

operation period, and provide them to the Operations Section Chief prior to the 

end of the shift and the next Action Planning meeting. 


activities, Debris Management Center objectives for the next operational period, 

and any other pertaining information. 


□ Follow the generic demobilization checklist 

□ Ensure that the temporary Debris Storage facilities are returned to their pre-event 

condition prior to the site closure 

□ Ensure that debris tonnage jurisdictional allocations are distributed accurately 

□ Ensure that all necessary data and records are submitted to the EOC Finance Unit 

for reimbursement in a useful and accurate form, and in a timely manner. 

74 December 2008




Building Inspection Unit Position Checklist 



1. Collect initial damage/safety assessment information from other branches/units 

within the Operations Section. 

2. Provide detailed damage/safety assessment information to the Planning Section, 

with associated loss damage estimates. 

3. Maintain detailed records on damaged areas and structures. 

4. Coordinate mutual aid requests for engineers to inspect structures and/or facilities, 

to include organizing the inspectors into inspection teams upon their arrival. 

5. Supervise the Building Inspection Unit. 




□ Establish and maintain a position log and other necessary files. 

□ Obtain initial damage/safety assessment information from the Fire & Rescue 

Branch, Law Enforcement Branch, Utilities Unit, and other branches/units as 

necessary. 

□ Coordinate with the American Red Cross, utility service providers, and other 

sources for additional damage/safety assessment information. 

□ Prepare detailed damage/safety assessment information, including estimate of 

value of the losses, and provide to the Planning Section. 

□ Clearly label each structure and/or facility inspected in accordance with ATC-20 

standards and guidelines. 

□ Maintain a list of structures and facilities requiring immediate inspection or 

engineering assessment. 

□ Coordinate all requests for engineers and building inspectors from emergency 

response agencies. Communicate mutual aid resource needs with the OES Inland 

REOC. 

75 December 2008




□ Keep the Construction/Engineering Branch Coordinator informed of the inspection 

and engineering assessment status. 




76 December 2008




Energy Unit Position Checklist 



1. Assess the status of utilities, and provide Energy Status Reports as required. 

2. Coordinate restoration of damaged utilities with utility representatives. 

3. Supervise the Energy Unit. 





□ Establish and maintain communications with the Sacramento Municipal Utilities 

District (SMUD). 

□ Determine the extent of damage to utility systems in the city. 

□ Coordinate with the Liaison Officer to ensure that agency representatives from 

SMUD are available to respond to the EOC. 

□ Ensure that all information on system outages are consolidated and provided to 

the Situation Status and Intelligence Unit in the Planning Section. 

□ Ensure that support to utility providers is available as necessary to facilitate 

restoration of damaged systems. 

□ Keep the Construction/Engineering Branch Coordinator informed of the restoration 

status. 

□ Complete and maintain the Utilities Status report. 




77 December 2008




Health/Medical Branch Coordinator Position Checklist 



1. Coordinate all health/medical activities associated with the incident. 

2. Exercise overall responsibility for the coordination of activities within your branch. 

3. Activate units within the branch as needed. Fulfill all responsibilities of your 

branch until units are staffed. 

4. Assist units in acquiring mutual aid resources. 

5. Create and implement the objectives of the EOC Action Plan for your branch. 

6. Provide status information and reports to the Operations Section Chief as 

requested or scheduled. 

7. Ensure that Branch position logs are being maintained and costs documented. 



□ Determine level of staff required for current operations as well as relief shifts. 

Public Health 

Emergency Medical Services 

Environmental Health 

Health and Human Services 

□ Use the CAHAN System as needed. 

□ Open and maintain Branch logs. 

□ Set up section work area. 

Contact Region IV RDMHC, State EMS Authority, State Department of Public Health, and 

the OES Inland REOC Health and Medical Branch (when activated). 

□ Prepare the initial Health and Medical Situation Report. 

□ Prepare objectives for the Health and Medical Branch and provide them to the 

Operations Section Chief prior to the first Action Planning Meeting. 

78 December 2008






□ Ensure that Health and Medical Branch and unit position logs and other necessary 

files are maintained. 

□ Maintain current status on Health and Medical operations being conducted within 

the Operational Area. 

□ Ensure that branch status reports are prepared periodically. 

□ Respond to requests for health and medical resources in coordination with 

Logistics and other SEMS functions. 

□ Coordinate with the RDMHC and REOC for health and medical resource needs 

which cannot be provided within the Operational Area. 

□ Participate in health/medical interagency conference calls. 

□ Monitor and support environmental and public health response operations at the 

local government and operational area level. 

□ Support the acquisition of potable water supplies as required. 

□ Ensure adequate environmental controls are initiated and maintained as required. 

□ Ensure that public health and medical information updates are provided to the 

Public Information Officer and that all media inquiries are referred to the PIO as 

required. 

□ Coordinate with other response agencies to meet public health and medical needs 

for sheltered populations. 

□ Ensure that Branch objectives are identified and reviewed as required to facilitate 

the Action Planning process. 


79 December 2008






□ Ensure that public health information guidelines are issued to the PIO and the 

State for periodic media releases during the recovery phase. 

80 December 2008




Public Health Unit Position Checklist 

(Performed by the Health Officer serving also as the 

Medical/Health Operational Area Coordinator) 

Read this entire checklist before taking any action! 

1. Coordinate the provision of public health and sanitation. 

2. Surveillance and epidemiological services as needed. 

3. Disease Recommend appropriate disease prevention measures, i.e. inoculation, 

water purification, pest control, etc. 

4. Recommend a declaration of a Health Emergency if warranted. 

5. Coordinate the release of public information regarding health hazards. 

6. Coordinate with State Department of Public Health. 

7. Maintain contact with department operations and ensure coordination and 






□ Assess Situation: Collect preliminary information on public health activities, the 

emergency situation and the status of resources. 

□ Brief the Branch Coordinator on the following: 


Resources committed, need for mutual aid 

Current and potential threats to public health 

Recommended course of action to mitigate immediate threats 

Share current situation status and division activities that may impact another 



Identify critical issues, needs, resources 

81 December 2008




□ Update the Action Plan and report back on previously assigned tasks. 

□ Provide information to the PIO on health hazards/means to prevent or lessen. 

□ Assist with Action Planning by: 

Preparing objectives for the Branch Coordinator prior to the briefing/planning 

meetings. 

Briefing the unit on the EOC Action Plan objectives and assign specific 


Providing unit tactical plan to the Branch Coordinator. 

□ Coordinate critical intelligence and emergency information within the unit and with 

other units in the branch. 

□ Ensure that public health status information is displayed in the EOC. 

□ Track resources used in the response, or sent/received as mutual aid. 

□ Warn the Branch Coordinator immediately when the emergency situation 

escalates or there is a critical situation occurring. 


□ Monitor the coordination of public health related activities with both public and 

private agencies or groups. 

□ Provide periodic situation or status reports to the Health/Medical Branch 

Coordinator (MHOAC). 


□ Brief your replacement at shift change. Ensure that in-progress activities and 

follow-up requirements are known. 



82 December 2008




EMS Unit Position Checklist 



1. Coordinate personnel, equipment and resources to provide the best possible 

emergency medical care and transportation during a disaster. 

2. Monitor and coordinate all tactical operations of out-of-hospital triage. 

3. Assess number of medical casualties and needs. 

4. Coordinate resources and communication with health care facilities and 

transportation agencies for patient evacuation and care. 

5. Maintain contact with medical field operations and ensure coordination and 


6. Provide information on affected and unaffected hospitals, casualty collection 

points, etc. to the PIO. 



□ Determine level of staff required for current operations as well as relief shifts. 

□ Open and maintain Unit logs using RIMS. 

□ Set up Unit work area. 

□ Contact Region IV RDMHC, State EMS Authority, State Department ofPublic 

Health, and the OES Inland REOC Medical and Health Branch’s EMS Unit (when 

activated). 

□ Prepare objectives for the EMS Unit and provide them to the MHOAC prior to the 

first Action Planning Meeting. 



Assess the situation by collecting preliminary information on medical activities and status 

of resources. 

83 December 2008




Brief the MHOAC about the: 

Scope of medical involvement 

Resources committed, need for mutual aid 

Approximate number/location of casualties that require hospitalization 

□ Advise the Disaster Control Facility (DCF) to assess/report back on local hospital 

capabilities and impact on operations. 

□ Coordinate with the DCF and the Fire Branch for transportation and care of injured 

persons, including transportation to appropriate care facilities/areas. 

□ Provide information on established disaster routes to hospitals, healthcare 

facilities, and to other transport agencies 

Coordinate with Law Enforcement during evacuations to relocate and reduce the patient 

population in affected hospitals, nursing homes and other care facilities. 

□ Coordinate continued medical care for patients who cannot be moved when 

hospitals/nursing homes/healthcare facilities are evacuated. 

□ Identify facilities that could be expanded or utilized for emergency treatment 

andextended care centers. 

□ Establish and coordinate the staffing of casualty collection points (CCP) as needed 

□ Coordinate/provide for appropriate medications to be distributed to hospitals, 

shelters, CCPs and/or treatment areas. 

□ Advise Region 4 Disaster Medical Health Coordinator (RDMHC) of the current 

status, including any requests for additional personnel and resources from outside 

the OA. 

□ Coordinate with DCF for National Disaster Medical System (NDMS) response. 

□ Establish mobilization centers for mutual aid resources as necessary. 

□ Establish a patient tracking system in coordination with Fire and Law. 

□ Maintain regular contact with DCF, RDMHC, and NDMS throughout the incident. 

□ Provide periodic situation or status reports to the Health/Medical Branch 

Coordinator (MHOAC). 

84 December 2008





□ Brief your replacement at shift change. 

Additional Actions for Flooding or Dam Failure 

□ Identify health care facilities subject to flooding and coordinate with Law and Fire 

for evacuation as necessary. 

Additional Actions for HazMat Incidents 

□ Coordinate with DCF and Fire for decontamination, out-of-hospital care and 

transportation of patients to pre-designated acute care facilities with specialized 

decon/isolation capability. 



85 December 2008




Care and Shelter Branch Chief Position Checklist 


Responsibilities: 

1. Manages or assumes responsibilities of those functions assigned to the Care and 

Shelter Branch, including staffing the branch positions. 

2. Coordinates with OA members and the ARC on the overall management of mass 

care shelters, including the preparation of action plans, listing objectives to be 

accomplished, and formation of strategies to achieve those objectives as well as 

advanced planning considerations. 

3. Coordinates with counterparts in the EOC to ensure support services are provided 

to shelters, including medical, public and behavioral health, security/law, 

fire/safety, and building inspection. 

4. Coordinates with social service agencies of cities, State and federal government. 

5. Communicates care and shelter activities to the EOC OA Coordinator, other 

agencies, and the Care and Shelter Coordinator at the REOC. 

6. Ensures coordination with the American Red Cross (ARC) to provide temporary 

shelter, food, clothing, medical care, and other essential life support needs for 

persons impacted by the disaster. 

7. Works with OA members and the ARC to assure an orderly transition from mass 

care to separate family living to post-disaster recovery. 

8. Performs functions of any one of the positions within the Care and Shelter Branch 

as needed. 

9. Participates in the deactivation process. 

Activation Phase: 


□ Notify DHA’s Emergency Response Coordinator (ERC) of emergency situation 

and to report to EOC. 

□ Activate, or designate ERC to activate the call-out procedures to staff the 

EOC/DOC Positions. 

□ Proceed to the EOC and assume operational control of the Care and Shelter 

Branch upon notification by the EOC. 

86 December 2008




□ Notify Operations Chief and EOC Operational Area (OA) Coordinator of arrival in 

EOC. 

□ Advise EOC Operations Chief or OA Coordinator if the Department of Health and 

Human Services (DHHS), Animal Care and Regulation, and City Neighborhoods, 

Planning and Development Services Division (NPDSD) are needed, if these 

groups are not already at the EOC. 

Operational Phase: 

□ Establish and maintain your position log and other necessary files. 

□ Coordinate with the Liaison Officer to request an Agency Representative from the 

American Red Cross. Work with the Agency Representative to coordinate all 

shelter and congregate care activity. 

□ Provide the Operations Chief and Planning Chief with updates and/or reports as 

requested or appropriate. 

□ Communicate care and shelter activities to the EOC OA Coordinator, other 


□ Prepare objectives for the Care and Shelter Branch for the subsequent operational 

period and provide them to the Operations Section Chief prior to the end of the 

shift and the next Action Planning meeting. 

□ Brief relief staff of in-process and follow-up activities at shift change. 

□ Maintain a position log and other necessary documents. 

□ Maintain a record of time spent (time sheet), supply expenses, and mileage 

connected with the disaster relief effort. 

□ Check with ERC to see if assistance is needed in coordinating and acquiring 

mutual aid and resources if needed. 

□ Check with the ERC for status of American Red Cross (ARC) providing temporary 


persons impacted by the disaster, and the overall management of public shelters 

and mass care shelters, including registration of those sheltered. 

□ Verify with the ERC that support services are provided to shelters, including 

medical, public and behavioral health, security/law, fire/safety, and building 

inspection. 

87 December 2008




□ Assist ERC in working with OA members and the ARC to assure an orderly 

transition from mass care to separate family living to post-disaster recovery, if 

needed. 


Demobilization Phase: 


□ Complete all necessary forms, logs and reports. 

□ Ensure appropriate full time staff and/or emergency workers are notified of 

deactivation of EOC and/or shelters. 

□ Ensure all agencies and/or persons worked with during emergency are contacted 

and advised of deactivation, points of contact for the completion of ongoing actions 

or new requirements. 

□ Ensure copies of all documentation are provided to the Planning Section, 

Documentation Unit. 

88 December 2008




Care and Shelter Branch Emergency Response Coordinator (ERC) 

Position Checklist 



1. Manages or assumes responsibilities of those functions assigned to the Care and 

Shelter Branch, including staffing the branch positions. 

2. Coordinates with OA members and the ARC on the overall management of mass 

care shelters, including the preparation of action plans, listing objectives to be 

accomplished, and formation of strategies to achieve those objectives as well as 

advanced planning considerations. 

3. Coordinates with counterparts in the EOC to ensure support services are provided 

to shelters, including medical, public and behavioral health, security/law, 

fire/safety, and building inspection. 

4. Coordinates with social service agencies of cities, State and federal government. 

5. Communicates care and shelter activities to the EOC OA Coordinator, other 


6. Ensures coordination with the American Red Cross (ARC) to provide temporary 


persons impacted by the disaster. 

7. Works with OA members and the ARC to assure an orderly transition from mass 

care to separate family living to post-disaster recovery. 

8. Performs functions of any one of the positions within the Care and Shelter 

Branch as needed. 

9. Participates in the deactivation process. 

10. Coordinates mutual aid requests for shelter needs between jurisdictions in the 



□ Proceed to the EOC and assume coordination of the Care and Shelter service 

upon notification by the EOC or Branch Chief. 

□ Check in with the Branch Chief and/or Operations Chief to advise of arrival. 

89 December 2008




□ Set up Care and Shelter Branch work area with supplies from EOC closet 

designated as Care and Shelter, sign in, and put on Care and Shelter Coordinator 

badge. 

□ Check in with the Operational Area Coordinator to receive initial briefing. 

□ Check in with OA Planning Section for the latest information on situation. 

□ Identify, with Branch Chief, staffing requirements and initial scheduling of the Care 

and Shelter EOC/DOC teams. 


□ Maintain an activity/position log – include conversations in which decisions were 

reached, instructions given or received, vital information exchanged, requests 

made and filled, major events/activities, etc. 

□ Instruct the ERTC to open shelter site(s) as determined by the EOC. 

□ Obtain ERT status of mobilization from ERTC and report to Branch Chief and 

American Red Cross (ARC). 

□ Provide the Branch Chief and Operations Chief with updates and/or reports 

(Situation Report and Care and Shelter Status Reports) as requested or 

appropriate. 

□ Contact Animal Care and Regulation, if not already activated, regarding sheltering 

of animals. 

□ Request status reports from local jurisdictions and relief agencies within the area 

affected, i.e., Animal Care and ARC. 

□ Gather and consolidate shelter data from ERTC on the Care and Shelter Status 

Form, advise the Branch Chief and forward the following to the OA Planning 

Director: Shelter locations, # of persons displaced, # of persons in shelters, # of 

persons in need of shelters, feeding sites – fixed and mobile, and special resource 

requirements for displaced persons. 

□ Contact Isleton, Galt, Citrus Heights, Folsom, Rancho Cordova, and Elk Grove to 

see if they need assistance and gather report statistics - provide shelter 

information to OA Planning Section, advise Branch Chief and Operations Chief, 

and coordinate mutual aid as appropriate. 

90 December 2008




□ Notify the Branch Chief and Operations Chief of intent to activate the Mutual Aid 

system, and provide assistance in coordinating and acquiring mutual aid and 

resources if needed. 

□ Request assistance from REOC if needed. Provide situation reports specifying the 

number of persons along with the type of assistance needed (persons to manage 

shelter, etc.), specific classifications if necessary, reporting location, travel and 

lodging arrangement, and estimated length of utilization. 

□ Work with counterparts in the EOC to obtain support services for shelters, 

including medical, public and behavioral health, security/law, fire/safety, and 

building inspection. 

□ Assist the American Red Cross with inquiries and registration services to reunite 

families or respond to inquiries from relatives and friends. 

□ Assist OA members and the ARC to assure an orderly transition from mass care to 

separate family living to post-disaster recovery. 

□ Identify issues, resource needs, and shortfalls for the next operational period. 

□ Maintain a record of time spent (time sheet), supply expenses, and mileage 

connected with the disaster relief effort and forward copy to Documentation Unit in 

EOC/DOC. 

□ Brief relief staff of in-process and follow-up activities at shift change. 

□ Assist DOC Logistics in working with the American Red Cross (ARC), or other 

agencies, to provide temporary shelter, food, clothing, medical care, and other 

essential life support needs for persons impacted by the disaster. 



□ Complete all necessary forms, logs and reports. 

□ Ensure appropriate full time staff and/or emergency workers are notified of 

deactivation of EOC and/or shelters. 

□ Contact all agencies and/or persons worked with during emergency and advise of: 

when deactivation will take place, whom they should contact for the completion of 

ongoing actions or new requirements. 

□ Provide copies of all documentation to the Planning section, Documentation Unit. 

91 December 2008




Animal Care Unit Position Checklist 



1. Provide information to the EOC about animal rescues, shelters, and other 

emergency situations involving animal disaster care. 

2. Coordinate the provision of animal shelter with other operations units and 

Logistics. 

3. Coordinate with DHA Care & Shelter Branch Coordinator on care of disaster 

victims’ pets. 

4. Coordinate with veterinarians/CVMA to prevent the spread of animal diseases 

during disasters. 

5. Ensure that damage shelter information is displayed in the EOC. 


7. Maintain contact with department operations center and ensure coordination and 

information exchange between field, DOC, and the EOC. 

8. Work with the Sacramento County Agricultural Commissioner on issues 

associated with livestock. 



□ Upon receiving EOC activation notification, contact Disaster Team responders, 

consisting of ACR staff and volunteers. 

□ Depending upon the type and scope of the disaster, we would mobilize the animal 

control trucks and trailers to the mass care and shelter location or evacuation site. 

These vehicles will contain animal housing, handling and maintenance equipment 

to receive the displaced animals. 

□ If necessary, neighboring animal control agencies and NGO animal welfare groups 

and large animal haulers will be requested to assist us in our efforts. 

□ Field – The ACOs would initially respond and assess the scope of the event. As 

needed, additional staff and trained volunteers would be requested to assist the 

ACOs in the field events. Minimum staff would respond to routine requests for 

service. 

92 December 2008




□ Shelter – The ACAs and trained volunteers would assist in the setup of the 

temporary shelter at the designated mass care and shelter location. Minimum 

ACA staffing would remain at the main shelter for routine maintenance customer 

service. 


□ MSA’s Communication Officer will be notified of our activation and response level. 




□ Staff the unit and perform DOC/field coordination. 

□ Brief the Branch Coordinator on the emergency situation: 





□ Support Action Planning by: 

Preparing objectives for the Branch Coordinator prior to the briefing/planning 

meetings. 

Briefing unit on the EOC Action Plan objectives and assign specific 


Providing unit tactical plan to the Branch Coordinator. 

Coordinating critical intelligence and emergency information within the unit and 

with other units in the branch. 

□ Keep Branch Coordinator advised by: 

Sharing current situation status and division activities that may impact another 


Discussing strategies for dealing with potential problems 

Identifying critical issues, needs, resources 

Updating the Action Plan and report back on previously assigned tasks 

□ Track resources used in the response, or sent/received as mutual aid. 

93 December 2008




□ Warn Branch Coordinator immediately when the emergency situation escalates or 

there is a critical situation occurring. 

□ Provide periodic briefings to the Branch Coordinator on the overall situation. 

□ Ensure that Branch and unit position logs are maintained. 




□ Begin the process of displaced animal reunification and or placement. 

□ Disassemble the temporary animal shelter. Disinfect and store the equipment. 

□ Gather event records to create and submit event report for restitution and 

response evaluation. 

94 December 2008




PLANNING SECTION POSITION CHECKLISTS 

Planning 

Technical 

Specialist 

Resources 

Unit 

Situation 

Status & 

Intelligence 

Unit 

Action 

Planning Unit 

Purpose 

The Planning Section is responsible for directing and managing the creation of a 

comprehensive situation status report, development of EOC Action Plans for each 

operational period, and maintenance of all documentation related to the emergency. The 

Planning Section staff must evaluate the potential economic, social and environmental 

impacts of the disaster on its citizens, while managing response to the conditions within 

the county. Additionally, the Planning Section staff must consider whether an emergency 

in a neighboring jurisdiction could impact the County of Sacramento, or draw upon 

resources normally available to the county. 

The Planning Section Chief identifies whether full or partial staff are required to respond. 

When fully activated the Chief may rely on each of the following positions: 

• Technical Specialist Unit 

• Resources Unit 

• Situation Status & Intelligence Unit 

• Action Planning Unit 

• Documentation Unit 

• Advance Planning Unit 

• Demobilization Unit 

• GIS Unit 

Documentation 

Unit 

Objectives 

The Planning Section will accomplish the following specific objectives during a 

disaster/emergency: 

• Collect initial situation and damage assessment information. 

• Display situation status information in the Emergency Operations Center (EOC) 

using maps and visual aids. 

• Disseminate intelligence information to the EOC Director, Emergency Operations 

Coordinator, Public Information Officer, and the General Staff. 

• Conduct mapping and documentation operations. 

Advance 

Planning 

Demobilization 

Unit 

GIS Unit 

95 December 2008




• Disseminate summary situation status and damage assessment reports to other 

sections, County departments, and State OES. 

• Prepare required reports identifying the extent of damage and financial losses. 

• Determine the County's post-event condition. 

• Provide planning support to other sections. 

• Ensure accurate recording and documentation of the incident. 

• Prepare the County's EOC Action Plan. 

• Prepare a post-disaster recovery plan. 

• Maintain proper and accurate documentation of all actions taken to ensure that all 

required records are preserved for future use and State OES and FEMA filing 

requirements. 

• Acquire technical experts for special interest topics or special technical knowledge 

subjects. 

96 December 2008




Planning Section Chief Position Checklist 



1. Ensure that the responsibilities of the Planning Section are carried out, to include: 

Ensure collecting, analyzing, and displaying of situation information 

Preparing periodic Situation Reports 

Preparing and distributing the EOC Action Plan and facilitating the Action 

Planning meeting 

Conducting Advance Planning activities and report 

Providing technical support services to the various EOC sections and branches 

Documenting and maintaining files on all EOC activities. 

2. Establish the appropriate level of organization for the Planning Section. 

3. Ensure the early and continued coordination with the Planning Sections of other 

activated EOCs within the jurisdiction (i.e. special districts, OA EOC or Inland 

REOC). 

4. Exercise overall responsibility for the coordination of branch/unit activities within 

the section. 

5. Keep the EOC Director informed of significant issues affecting the Planning 

Section. 

6. In coordination with the other Section Chiefs, ensure that Branch Status Reports 

and Situation Status Reports are used to develop the EOC Action Plan. 

7. Supervise the Planning Section. 



□ Ensure that the Planning Section is set up properly and appropriate personnel, 

equipment, and supplies are in place, including maps and status boards. 

□ Based on the situation, activate branches within the section as needed and 

designate Branch or Unit Leaders for each element per the EOC Organization 

Chart. 

□ Request additional personnel for the section as necessary to maintain a 24-hour 

operation. 

97 December 2008




□ Establish contact with all activated EOCs within the jurisdiction and coordinate 

Situation Status Reports with their Planning Sections. 

□ Meet with Operations Section Chief and obtain and review any major incident 

reports. 

□ Review responsibilities of branches in section develop plan for carrying out all 


□ Make a list of key issues to be addressed in the EOC Action Plan process by 

consulting with Section Chiefs, including specific objectives to be accomplished 

during the initial Operational Period. 

□ Keep the EOC Director informed of significant events. 

□ Adopt a proactive attitude, thinking ahead and anticipating situations and problems 

before they occur. 


□ Ensure that Planning position logs and other necessary files are maintained. 

□ Ensure that the Situation Analysis Unit is maintaining current information for the 

Situation Status Report. 

□ Ensure that major incidents reports and branch status reports are completed by 

the Operations Section and are accessible by Planning Section. 

□ Ensure that a Situation Status Report is produced and distributed to all EOC 

Sections and the OES Inland REOC at least once, prior to the end of the 

operational period. 

□ Ensure that all status boards and other displays are kept current and that posted 

information is neat and legible. 

□ Ensure that the Public Information Officer has immediate and unlimited access to 

all status reports and displays. 

□ Conduct periodic briefings with section staff and work to reach consensus among 

staff on section objectives for forthcoming operational periods. 

□ Facilitate the EOC Director's Action Planning meetings approximately two hours 

before the end of each operational period. 

98 December 2008




□ Ensure that objectives for each section are completed, collected, and posted 

in preparation for the next Action Planning meeting. 

□ Ensure that the EOC Action Plan is completed and distributed at the start of the 

next operational period. 

□ Work closely with each branch/unit within the Planning Section to ensure the 

section objectives as defined in the current EOC Action Plan are being addressed. 

□ Ensure that the Advance Planning Unit develops and distributes a report that 

highlights forecasted events or conditions likely to occur beyond the forthcoming 

operational period (usually within the next 36-72 hours) particularly those 

situations which may influence the overall strategic objectives of the EOC. 

□ Ensure that the Documentation Unit maintains files on all activities related to the 

event, and provides reproduction services for the EOC, as required. 

□ Provide technical services, such as energy advisors and other technical specialists 

to all EOC sections as required. 

□ Ensure that fiscal and administrative requirements are coordinated through the 

Finance/Administration Section. 



99 December 2008




Technical Specialists Unit Position Checklist 



1. Provide technical observations and recommendations to the EOC in specialized 

areas, as required. 

2. Ensure that qualified specialists are available in the areas required by the 

particular event or disaster. 

3. Supervise the Technical Services Unit. 




□ Maintain a position log and other necessary files. 

□ Coordinate with the Logistics Section to ensure that technical staff are located and 

mobilized. 

□ Assign technical staff to assist other EOC Sections in coordinating specialized 

areas of response or recovery. 

□ Assign technical staff to assist the Logistics Section in interpreting specialized 

resource. 



100 December 2008




Resources Tracking Unit Position Checklist 

Please read entire position checklist before taking any action! 


1. Prepare and maintain displays, charts and lists which reflect the current status and 

location of controlled resources, transportation and support vehicles. 

2. Establish a resources reporting system for field and EOC units. 

3. Prepare and process resource status change information. 

4. Coordinate with city/county/state counterparts. 

5. Ensure unit personnel and services/supplies costs are documented with the 

Finance/Administration Section. 



□ Ensure adequate staff are available to maintain the Resources Tracking Unit. 

□ Prepare Resources Tracking Unit objectives for the initial Action Planning meeting. 


□ Develop a system to track resources deployed for disaster response. 

□ Establish a reporting procedure for resources at specified locations. 

□ Direct the collection, organization and display status of incident resources to 

include allocation, deployment and staging areas. 

□ Maintain a master list of all resources reported. 

□ Provide for an authentication system in case of conflicting resources status 

reports. 

□ Provide a resources overview and summary information to the Situation Status 

and Intelligence Unit of the Planning Section as requested and written status 

reports on resources allocations as requested by the Section Chiefs. 

□ Assist in strategy planning based on the evaluation of the resources allocation, 

resources en route and projected resources shortfalls. 

101 December 2008




□ Ensure that available resources are not overlooked by the Operations Section 

staff. 

□ Make recommendations to the Planning Section Chief of resources that are not 

deployed or should be deactivated. 

□ Prepare a situation summary for the EOC Action Planning meeting. 

□ Ensure that adequate staff are assigned to maintain all maps, status boards, and 

other displays. 



102 December 2008




□ Situation Status Unit Position Checklist 



1. Oversee the collection, organization, and analysis of disaster situation information. 

This includes gathering data by contacting all activated EOCs in the jurisdiction. 

2. Ensure that information collected from all sources is validated prior to posting on 

status boards. 

3. Ensure that Situation Status Reports are developed for dissemination to EOC staff 

and the OES Inland REOC. 

4. Ensure that an EOC Action Plan is developed for each operational period, based 

on objectives developed by each EOC Section. 

5. Ensure that all maps, status boards, and other displays contain current and 

accurate information. 

6. Supervise Situation Analysis Unit. 



□ Ensure there is adequate staff available to collect and analyze incoming 

information, maintain the Situation Status Report and facilitate the Action Planning 

process. 

□ Prepare Situation Analysis Unit objectives for the initial Action Planning meeting. 


□ Ensure position logs and other necessary files are maintained. 

□ Oversee the collection and analysis of all event or disaster related information. 

□ Oversee the preparation and electronic distribution of the Situation Status Report. 

Coordinate with the Documentation Unit for manual distribution and reproduction 

as required. 

□ Ensure that each EOC Section provides the Situation Analysis Unit with Branch 

Status Reports on a regular basis. 

103 December 2008




□ Meet with the Public Information Officer to determine the best method for providing 

them with up-to-date information. 

□ Prepare a situation summary for the EOC Action Planning meeting. 

□ Ensure each section provides an update on their objectives at least 30 minutes 

prior to each Action Planning meeting. This includes those completed, and the 

status of those not completed, as well as new objectives to be added to the Action 

Plan. 

□ 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 the meeting room is set up with appropriate equipment 

and materials (easels, markers, Situation Status Reports, etc.). 

□ Following the meeting, ensure that the Documentation Unit publishes and 

distributes the action Plan at the beginning of the next operational period. 

□ Ensure that adequate staff is assigned to maintain all maps, status boards, and 

other displays. 



104 December 2008




Action Planning Unit Position Checklist 



1. Establish an EOC Action Planning meeting schedule for the operational period 

with the EOC Director and Planning Section Chief. 

2. Coordinate the calling of EOC Action Planning meetings and reminding Section 

Chiefs to bring summaries of their issues and needs, along with updates on the 

existing Action Plan. 

3. Facilitate the EOC Action Planning Meeting. 

4. Complete and distribute the initial/updated EOC Action Plan (EAP). 




□ Maintain a position log. 

□ Monitor the current Situation Report. 

□ Coordinate the EOC Action Plan (IAP) meeting with the EOC Director and 

Planning Section Chief. 

□ Remind all of the Section Chiefs and the EOC Director about ten minutes before 

the EAP meeting so they can prepare their concerns, needs, and updates to any 

action items on the existing EAP. 

□ Facilitate the EAP meeting by ensuring the following actions occur in the meeting: 

Provide a short briefing on situation and resource status. 

Set control objectives for the event---desired management outcomes. 

Plot control lines and division boundaries for the event. 

Specify tactics for each Section. 

Specify resources needed by each Section. 

Specify Operations facilities and reporting locations--Plot on map. 

Place resource and personnel orders. 

Consider Communications, Medical and Traffic Plan requirements. 

Finalize, approve and implement EOC Action Plan. 

105 December 2008




□ Prepare a draft EAP and submit it to the EOC Director/Planning Section chief for 

approval. 

□ Print and distribute the approved EAP as directed by the Planning Section Chief. 

(Ensure that a copy is provided to all EOC positions). 



106 December 2008




Documentation Unit Position Checklist 



1. Collect, organize and file all completed event or disaster related forms, to include: 

all EOC Position Logs, Situation Status Reports, EOC Action Plans, and any other 

related information, just prior to the end of each operational period. 

2. Provide documentation reproduction services to EOC staff. 

3. Distribute the EOC Situation Status Reports, EOC Action Plan, and other 

documents, as required. 

4. Maintain a permanent electronic archive of all Situation Reports and Action Plans 

associated with the event or disaster. 

5. Assist the EOC Coordinator in the preparation and distribution of the After Action 

Report. 

6. Supervise the Documentation Unit. 





□ Meet with the Planning Section Chief to determine what EOC materials should be 

maintained as official records. 

□ Meet with the Emergency Operations Coordinator to determine what EOC 

materials and documents are necessary to provide accurate records and 

documentation for recovery purposes. 

□ Initiate and maintain a roster of the County EOC staffing to ensure that position 

logs are accounted for and submitted to the Documentation Unit at the end of each 

shift. 

□ Reproduce and distribute the Situation Status Reports and Action Plans either 

manually or electronically. Ensure distribution is made to the OES Inland REOC. 

107 December 2008




□ Keep extra copies of reports and plans available for special distribution, as 

required. 

□ Set up and maintain document reproduction services for the EOC. 



108 December 2008




Advance Planning Unit Position Checklist 



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. 

2. Review all available Status Reports, Action Plans, and other significant 

documents. 

3. Determine potential future impacts of the event or disaster particularly issues 

which might modify the overall strategic EOC objectives. This includes 

coordination of information with all activated jurisdictional EOCs. 

4. Provide periodic briefings for the EOC Director and General Staff addressing 

Advance Planning issues. 

5. Supervise the Advance Planning Unit. 





□ Monitor the current Situation Report to include recent updates. 

□ Meet individually with the General Staff and determine best estimates of the future 

direction of the event or disaster. 

□ Develop an Advance Plan identifying future policy related issues, social and 

economic impacts, significant response or recovery resource needs, and any other 

key issues likely to affect EOC operations within a 36 to 72 hour time frame 

□ Submit the Advance Plan to the Planning Chief for review and approval prior to 

conducting briefings for the General Staff and EOC Director. 

□ Review Action Planning objectives submitted by each section for the forthcoming 

operational period. In conjunction with the General Staff, recommend a transition 

strategy to the EOC Director when EOC activity shifts predominantly to Recovery 

Operations. 

109 December 2008






110 December 2008




Demobilization Unit Position Checklist 



1. Develop a Demobilization Plan for the EOC based on a review of the pertinent 

planning documents and status reports. Ensure demobilization is coordinated with 

demobilization activities in the activated jurisdictional EOCs as well as the 

Logistics sections as they will carry out the Demobilization Plan. 

2. Supervise personnel assigned to the Demobilization Unit. 




□ Monitor the current situation report to include recent updates. 

□ 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. 

□ Utilizing the worksheets, develop the Demobilization Plan circulate to the EOC 

Director and General Staff for review. 

□ Formalize the Demobilization Plan for the EOC Director. 

□ Demobilization planning must occur at least once during the operational period for 

as long as EOC Sections are formally staffed. 

□ Advise all Section Chiefs to ensure that demobilized staff complete all reports, 

timesheets, and exit surveys in coordination with the Personnel Unit prior to 

leaving the EOC. 


□ . Follow the generic Demobilization Phase Checklist. 

111 December 2008




GIS Unit Position Checklist 



1. Install, activate, and maintain GIS systems for the EOC. 

2. Assist EOC positions in determining appropriate types and numbers of maps to 

display and computer mapping applications required to facilitate operations. 

3. Ensure GIS data between EOC sections is consistent. 

4. Supervise the Information Systems Unit. 




□ Establish and maintain a GIS Unit log and other necessary files, including all base 

files for threat analysis. 

□ Continually monitor and test the GIS data input to verify reliability and validity. 

Keep the Branch Coordinator informed of system failures and restoration activities. 

□ Develop instructional guidance for requesting map support, as well as how to 

interpret map results. Be prepared to conduct training sessions for EOC staff as 

necessary. 

□ Request additional computer, printer and display equipment as required through 

the Communications Branch Coordinator. 

□ Compile records of all maps that were distributed/printed during the event in 

chronological order so they can be used to evaluate the response and recovery 

during after action analysis. 



112 December 2008




LOGISTICS SECTION POSITION CHECKLISTS 

Logistics 

Transportation 

Branch 

Procurement 

Branch 

Feeding 

Branch 

Facilities 

Branch 

Information 

Systems & 

Communications 

Branch 

Purpose 

The Logistics Section's primary responsibility is to ensure the acquisition, transportation 

and mobilization of resources to support the response effort at the disaster sites, public 

shelters, EOCs, etc. This Section provides all necessary personnel, supplies and 

equipment procurement support. Methods for obtaining and using facilities, equipment, 

supplies, services and other resources to support emergency response at all operational 

sites during emergency conditions will be the same as those used during normal 

operations unless authorized by the Director of Emergency Operations. 

The Logistics Section ensures that all other sections are supported for the duration of the 

incident. Any personnel, equipment, supplies or services required by the other sections, 

except mutual aid resources requested through law enforcement and fire mutual aid 

channels, will be ordered through the Logistics Section. 

The Logistics Section will accomplish the following specific objectives during a disaster: 

When fully staffed, the Logistics Section may include each of the following positions. If 

staffing is not available for each position, the duties assigned to the unfilled position are 

the responsibility of the Logistics Section Chief. 

• Transportation Branch 

• Procurement Branch 

• Feeding Branch 

• Facilities Branch 

• Information Systems and Communications Branch 

• Personnel Branch 

Objectives 

The Logistics Section ensures that all other sections are supported for the duration of the 

incident. Any personnel, equipment, supplies or services required by the other sections, 

except mutual aid resources requested through law enforcement and fire mutual aid 

channels, will be ordered through the Logistics Section. 

113 December 2008




The Logistics Section will accomplish the following specific objectives during a disaster: 

• Collect information from other sections to determine needs and prepare for 

expected operations. 

• Coordinate provision of logistical support with the EOC Director. 

• Prepare required reports identifying the activities performed by the Logistics 

Section. 

• Determine the County's logistical support needs and plan for both immediate and 

long-term requirements. 

• Maintain proper and accurate documentation of all actions taken and all items 

procured to ensure that all required records are preserved for future use and State 

OES and FEMA filing requirements. 

114 December 2008




Logistics Section Chief Position Checklist 



1. Ensure the logistics function is carried out in support of the Emergency Operations 

Center (EOC). This function includes providing communication services, resource 

tracking, acquiring equipment, supplies, personnel, facilities, and transportation 

services as well as arranging for food, lodging, and other support services to the 

EOC and its supporting facilities. 

2. Establish the appropriate level of branch and/or unit staffing within the Logistics 

Section, continuously monitoring the effectiveness of the organization and 

modifying as required. 

3. Ensure section objectives, as stated in the EOC Action Plan are accomplished 

within the operational period or within the estimated time frame. 

4. Coordinate closely with the Operations Section Chief to establish priorities for 

resource allocation to activated EOCs within the jurisdiction. 

5. Keep the EOC Director informed of all significant issues relating to the Logistics 

Section. 

6. Supervise the Logistics Section. 



□ Ensure the Logistics Section is set up properly and that appropriate personnel, 

equipment, and supplies are in place, including maps, status boards, vendor 

references, and other resource directories. 

□ Based on the situation, activate Branches/Units within the Section as needed and 

designate Branch and Unit Leaders for each element per the EOC Organization 

Chart. 

□ Mobilize sufficient Section staffing for 24-hour operations. 

□ Establish communications with Logistics Sections in activated EOCs within the 

jurisdiction. 

□ Advise Logistics Section Branches and Units to coordinate with appropriate 

branches in the Operations Section to prioritize and validate resource requests 

115 December 2008




from activated EOCs within the jurisdiction. This should be done prior to acting on 

the request. 

□ Meet with the EOC Director and General Staff and identify immediate resource 

needs. 

□ Meet with the Finance Section Chief and determine level of purchasing authority 

for the Logistics Section. 

□ Assist Branch and Unit Leaders in developing objectives for the section as well as 

plans to accomplish their objectives within the first operational period, or in 

accordance with the Action Plan. 

□ Provide periodic Section Status Reports to the EOC Director. 


before they occur, especially regarding the acquisition, movement, and deployment 

of resources. 


□ Ensure that Logistics Section position logs and other necessary files are 

maintained. 

□ Meet regularly with Section staff and work to reach consensus on section 

objectives for forthcoming operational periods. 

□ Provide the Planning Section Chief with the Logistics Section objectives at least 30 

minutes prior to each Action Planning meeting. 

□ Attend and participate in EOC Action Planning meetings. 

□ Ensure that the Procurement Unit coordinates closely with the Fiscal Unit in the 

Finance Section, and that all required documents and procedures are completed 

and followed. 

□ Ensure that transportation requirements, in support of response operations, are 

met. 

□ Ensure that all requests for facilities and facility support are addressed. 

□ Ensure that all resources are tracked and accounted for, as well as resources 

ordered through Mutual Aid. 

116 December 2008




□ Provide section staff with information updates as required. 



117 December 2008




Transportation Branch Position Checklist 



1. Provide road closure and traffic light outage information to the EOC. 

2. Coordinate with Fire and Law on road closures and openings. 

3. Ensure that current road closures and traffic signal outage information is displayed 

in the EOC. 

4. Participate in evacuation route planning, transportation routes and resources to 

support operations. 

5. Coordinate transportation related activities with other operations units to include 

heavy equipment resources. 

6. Coordinate with the Sacramento County Operational Area EOC for Highway status 

with Cal Trans and CHP. 


8. Maintain contact with department operations centers and ensure coordination and 







□ Based on the situation, staff the branch to perform the following functions: 

Road closure coordination 

DOC/field coordination 

□ Brief the Branch Chief on the emergency situation: 

Scope of the branches involvement in the incident 




118 December 2008




Share current situation status and division activities that may impact 

another department’s operations to ensure field activities are 

coordinated 


Identify critical issues, needs, and resources 

Update the Action Plan and report back on previously assigned tasks 

□ Warn the Branch Chief immediately when the emergency situation escalates or 

there is a critical situation occurring. 

□ Coordinate transportation resources to support evacuation. 

□ Assist with Action Planning: 

Prepare objectives for the Branch Chief prior to the briefing/planning 

meetings. 

Brief unit on the EOC Action Plan objectives and assign specific 


Provide unit tactical plan to the Branch Chief. 

□ Coordinate critical intelligence and emergency information within the branch. 

□ Assist with resource management by tracking resources used in the response, or 

sent/received as mutual aid. 

□ Provide periodic situation or status reports to the Branch Chief for update of the 

overall situation. 



□ Brief your replacement at shift change. Ensure that in-progress activities are 

identified and follow-up requirements are conveyed. 



119 December 2008




Procurement Branch Position Checklist 



1. Oversee the procurement and allocation of supplies and material not normally 

provided through mutual aid channels. 

2. Coordinate procurement actions with the Finance Section. 

3. Coordinate delivery of supplies and material as required. 

4. Supervise the Procurement Branch. 





□ Determine if requested types of supplies and material that are available in the 

jurisdictional warehouses and storerooms, along with inventory levels and if not 

available determine need to procure the appropriate resources. 

□ Determine procurement spending limits with the Fiscal Unit in the Finance Section. 

Obtain a list of pre-designated emergency purchase orders as required. 

□ Whenever possible, meet personally (usually telephone) with the requesting party 

to clarify types and amount of supplies and material, and also verify that the 

request has not been previously filled through another source. 

□ In conjunction with the Resource Tracking Unit, maintain a status board or other 

reference depicting procurement actions in progress and their current status. For 

Example: 

resources readily available 

resource requests 

status of shipments 

priority resource requirements 

shortfalls 

□ Determine if the procurement item can be provided without cost from another 

jurisdiction or organization within the jurisdiction. 

120 December 2008




□ Determine unit costs of supplies and material, from suppliers and vendors, and if 

they will accept purchase orders as payment prior to completing the order. 

□ Orders exceeding the purchase order limit must be approved by the Finance 

Section before the order can be completed. 

□ If vendor contracts are required for procurement of specific resources or services, 

refer the request to the Finance Section for development of necessary 

agreements. 

□ Determine if the vendor or provider will deliver the ordered items. If delivery 

services are not available, coordinate pick-up and delivery through the 

Transportation Branch. 

□ In coordination with the Personnel Branch, provide food and lodging for EOC staff 

and volunteers as required. Assist the field level with food services at supporting 

facility locations as requested. 

□ Keep the Logistics Section Chief informed of significant issues affecting the 

Procurement Branch. 



121 December 2008




Feeding Branch Position Checklist 



1. Determine feeding requirements for the EOC and supporting facilities. 

2. Complete menu planning including determining the required catering options and 

food distribution facilities. 

3. Provide water and general maintenance of the food service areas. 

4. In conditions wherein food preparation is conducted relative to the response 

scenario, direct food preparation including serving. 




□ Determine location of working assignment of catering and service staff at the EOC 

and supporting facilities. 

□ Determine method of feeding to best fit each situation. 

□ Obtain necessary equipment and supplies to operate food service facilities. 

□ Set up food unit equipment. 

□ Prepare menus to ensure personnel of well-balanced meals, appropriate snacks 

and an adequate supply of drinks available. 

□ Ensure that sufficient water is available to meet all personnel needs. 

□ Ensure that all appropriate health and safety measures are taken. 

□ Supervise all food unit personnel. 

□ Keep inventory of food on hand, and check in food orders. 

□ Provide Procurement Branch with food supply orders. 

□ Keep the Logistics Section Chief informed of significant issues affecting the Food 

Unit. 

122 December 2008






123 December 2008




Facilities Branch Position Checklist 



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 adequate to 

accomplish the mission. 

2. Ensure acquired buildings, building floors, and/or workspaces are returned to their 

original state when no longer needed. 

3. Supervise the Facilities Branch. 





□ Work closely with the EOC Coordinator and other sections in determining facilities 

and furnishings required for effective operation of the EOC. 

□ Coordinate with branches and units in the Operations Section to determine if 

assistance with facility acquisition and support is needed at the field level. 

□ Arrange for continuous maintenance of acquired facilities, to include ensuring that 

utilities and restrooms are operating properly. 

□ If facilities are acquired away from the EOC, coordinate with assigned personnel 

and designate a Facility Manager. 

□ Develop and maintain a status board or other reference which depicts the location 

of each facility a general description of furnishings, supplies, and equipment at the 

site, hours of operation, and the name and phone number of the Facility Manager. 

□ As facilities are vacated, coordinate with the Facility Manager to return the location 

to its original state. This includes removing and returning furnishings and 

equipment, arranging for janitorial services, and locking or otherwise securing the 

facility. 

124 December 2008





Facilities Branch. 



125 December 2008




Computer Support Position Checklist 

OCIT MIS Support Services for Building 600 Checklist 

(Desktop Hardware and Software, Printing Devices) 



1. Provide desktop support services to EOO (Emergency Operations. Office), JPA 

(Joint Powers Authority) and EOC (Emergency Operations Center) 

2. Respond to incidents called in to the OCIT Helpdesk from all other agencies at 

Building 600, coordinating with other agencies’ tech support personnel where 

necessary. 

3. Ensure all desktop and printer hardware is fully functional, coordinating with 

hardware vendors where necessary to obtain in-warranty support. 

4. Install new desktop hardware. 

5. Ensure latest desktop images are ready, available and installed on all supported 

desktops. 

6. Ensure available images have the latest security updates and software versions 

installed. 

7. Familiarize all OCIT MIS team members with the Building 600 facilities and MIS 

duties, providing training where necessary. 

8. Ensure EOC activation call list is accurate and maintained when personnel 

changes take place, or as requested by the EOC. 


□ Assure designated personnel are available for activation as documented in the 

EOC Emergency Activation Call list, depending on severity of event (stand-by or 

on-site requirement) 

□ Assure activated personnel follow the EOC Operations check-in procedures for 

EOC activations. 


□ Provide desktop support and troubleshooting activities as necessary in EOC. 

□ Keep team members informed of developments, bringing up to speed at shift 

changes. 

126 December 2008




□ Assure availability of assigned personnel to respond to ad-hoc needs for 

supporting desktops and print functions. 


□ Perform post-mortem from incident management reports and submit reports to 

designated EOC contact. 

□ Release personnel from EOC Activation Duty as appropriate. 

□ Provide de-briefing to all interested personnel in order to improve best practices 

for future events. 

127 December 2008




Telecommunications Unit Position Checklist 

OCIT Enhanced Communications Services (ECS) Checklist 

(Telephones, Network, Internet, Email) 



1. Validate EOC activation call list is accurate and maintained when personnel 


2. Ensure that all necessary voice and data communications lines remain 

operational. 

3. Monitor and maintain network devices to assure LAN connectivity and Internet 

access 

4. Monitor and maintain Active Directory severs to assure network authentication 

services are available. 

5. Monitor and maintain Email severs to assure email service is available. 

6. Monitor and maintain telephone service support for end-users. 

7. Maintain adequate documentation of systems and services supporting EOC 

activations. 

8. Attend any necessary EOC Operations training as recommended from EOC staff. 



EOC Emergency Activation Call list. 





supporting networks, email, Active Directory, and telephone services as needed. 

□ Ensure that all user requests and/or service incidents are maintained in the OCIT 

Trouble reporting and tracking system (Applix). 

□ Keep EOC personnel informed of the status of communications systems. 

□ Review and update procedures for supported systems as needed or as requested 

by EOC staff. 

128 December 2008








129 December 2008




Server Support Services Position Checklist 

(Servers, Anti-Virus, Backups, File and Print Services) 



1. Validate EOC activation call list is accurate and maintained when personnel 


2. Monitor and maintain Anti-Virus service to assure client servers and desktops are 

protected from virus, spyware/grayware. 

3. Monitor and maintain shared file and print severs to assure file and print services 

are available. 

4. Monitor and maintain backup service to assure servers and files are being backed 

up and recoverable. 

5. Monitor and maintain EOC Web and Situation Status form. 

6. Maintain adequate documentation of systems and services supporting EOC 

activations. 

7. Attend any necessary EOC Operations training as recommended from EOC staff. 



EOC Emergency Activation Call list. 





supporting desktops, servers, backup, and file and print services as needed. 

□ Ensure that all user requests and/or service incidents are maintained in the OCIT 

trouble reporting and tracking system (Applix). Note: The network must be 

available for access to Applix. 

□ Review and update procedures for supported systems as needed and/or 

requested by EOC staff. 

130 December 2008








131 December 2008




Personnel Branch Position Checklist 

Human Resources 



1. Provide personnel resources as requested in support of the EOC and Field 

Operations. 

2. Identify, recruit, and register volunteers as required. 

3. Develop an EOC organization chart. 

4. Supervise the Personnel Branch. 




□ Establish and maintain position log and other necessary files. 

□ In conjunction with the Documentation Unit, develop a large poster size EOC 

organization chart depicting each activated position. Upon check in, indicate the 

name of the person occupying each position on the chart. The chart should be 

posted in a conspicuous place, accessible to all EOC personnel. 

□ Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff, 

including volunteers, receive a current situation and safety briefing upon check in. 

□ Establish communications with volunteer agencies and other organizations that 

can provide personnel resources. 

□ Coordinate with the OES Inland REOC to activate the Emergency Management 

Mutual Aid System (EMMA) if approved by the Logistics Section Chief, and ONLY 

AFTER REQUESTED BY THE EOC DIRECTOR. 

□ Process all incoming requests for personnel support. Identify the number of 

personnel, special qualifications or training, where they are needed, and the 

person or unit they should report to upon arrival. Determine the estimated time of 

arrival of responding personnel, and advise the requesting parties accordingly. 

132 December 2008




□ 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 and 

proper direction for responding personnel upon arrival at the EOC. 

□ To minimize redundancy, coordinate all requests for personnel resources from the 

field level, or from activated EOCs within the jurisdiction, through the EOC 

Operations Section prior to acting on the request. 

□ In coordination with the Safety Officer, determine the need for crisis counseling for 

emergency workers acquire a mental health specialist as needed. 

□ Arrange for childcare, eldercare, and pet care services for EOC personnel as 

required. 


Personnel Branch. 



133 December 2008




FINANCE SECTION POSITION CHECKLISTS 

Finance 

Cost Recovery 

Documentation 

Unit 

Fiscal Unit 

Compensation 

Claims Unit 

Purpose 

The Finance Section is responsible to organize and operate the finance and 

administration actions for the EOC; arrange for emergency purchasing and financing of 

resources and services; participate in development and implementation of the EOC 

Action Plan; and activate and supervise the Finance Section staff. When fully staffed, the 

Finance Section Chief may fully or partially activate the section with the following 

positions. 

• Cost Recovery/Documentation Unit 

• Fiscal Unit 

• Compensation and Claims Unit 

Objectives 

To carry out its responsibilities, the Finance Section will accomplish the following 

objectives during a disaster: 

• Notify the other sections and County departments that the Disaster Accounting 

System is to be used for the disaster. 

• Determine the extent to which the County's computer systems are accessible 

and/or usable. 

• Determine if the County's bank can continue handling financial transactions. 

• Maintain to the extent possible the financial continuity of the County (payroll, 

payments and revenue collection). 

• Disseminate information about the Disaster Accounting System to other sections 

and departments as necessary. 

• Upon declaration of a disaster by the State and/or Federal Governments, 

coordinate with disaster agencies to initiate the recovery of County costs. 

134 December 2008




• Coordinate with the other sections and departments the collection and 

documentation of costs pertaining to the disaster/emergency both for cost recovery 

purposes and to insure prompt vendor payments. 

• Coordinate with disaster assistance agencies and the impacted County 

departments for the required inspections, documentation, audits and other 

necessary work in order to recover costs. 

135 December 2008




Finance/Administration Section Chief Position Checklist 



1. Ensure that all financial records are maintained throughout the event or disaster. 

2. Ensure that all on-duty time is recorded for each person staffing the EOC. 

3. Ensure that all on-duty time sheets are collected from Field Level Supervisors or 

Incident Commanders and their staff, who are assigned within the entire 

jurisdiction. 

4. Ensure that there is a continuum of the payroll process for all county employees 

responding to the event or disaster. 

5. Determine purchase order limits for the procurement function in Logistics. 

6. Ensure that workers’ compensation claims, resulting from the response to the 

event or disaster by employees, are processed within a reasonable time, given the 

nature of the situation. 

7. Ensure that all travel and expense claims are processed within a reasonable time, 

given the nature of the situation. 

8. Provide administrative support to the EOC Sections as required, in coordination 

with the Personnel Unit. 

9. Activate units within the Finance/Administration Section as required and monitor 

section activities continuously and modify the organization as needed. 

10. Ensure that all recovery documentation is accurately maintained during the 

response and submitted on the appropriate forms to Federal Emergency 

Management Agency (FEMA) and/or the Governor’s Office of Emergency 

Services. (See Part IV of the EOP) 

11. Supervise the Finance/Administration Section. 



□ Ensure that the Finance/Administration Section is set up properly and that 

appropriate personnel, equipment, and supplies are in place. 

136 December 2008




□ Based on the situation, activate units within the Section as needed and designate 

Branch Coordinators for each element per the EOC Organization Chart. 

□ Ensure that sufficient staff are available for a 24-hour schedule, or as required. 

□ Ensure there is coordination with all activated EOCs within Sacramento for the 

purpose of gathering and consolidating response cost estimates and other related 

information. 

□ Meet with the Logistics Section Chief and review financial and administrative 

support requirements and procedures. Determine the level of purchasing authority 

to be delegated to Logistics Section. 

□ Meet with all Unit Leaders and ensure that responsibilities are clearly understood. 

□ In conjunction with Unit Leaders, determine the initial Action Planning objectives 

operational periods. 

□ Notify the EOC Director when the Finance/Administration Section is operational. 


before they occur. If there is any indication that the jurisdiction can no longer 

support the costs of the response and/or recovery, the EOC Director needs to be 

informed immediately. 


□ Ensure that Finance/Administration position logs and other necessary files are 

maintained. 

□ Ensure that displays associated with the Finance/Administrative Section are 

current and that information is posted in a legible and concise manner. 

□ Participate in all Action Planning meetings. 

□ Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined 

in the Action Plan. 

□ Keep the EOC Director, General Staff, and individual Agency Administrators 

aware of the current fiscal situation and other related matters, on an on-going 

basis. 

□ Ensure the Cost Recovery Unit maintains all financial records throughout the event 

or disaster. 

137 December 2008




□ Ensure the Time Keeping Unit tracks and records all agency staff time. 

□ Ensure departments are coding their time correctly in accordance with the specific 

SOPs for disaster cost tracking. 

□ In coordination with the Logistics Section, ensure that the Procurement Unit 

processes purchase orders and develops contracts in a timely manner. 

□ Ensure that the Compensation and Claims Unit processes all workers’ 

compensation claims resulting from the disaster, in a reasonable time frame, given 

the nature of the situation. 

□ Ensure that the Time Keeping Unit processes all time sheets and travel/expense 

claims promptly through county budget and payroll office. 

□ Ensure that the Finance/Administration Section provides administrative support to 

other EOC Sections as required. 

□ Ensure that all recovery documentation is accurately maintained by the Cost 

Recovery Unit during the response, and submitted on the appropriate forms to the 

Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of 

Emergency Services. (See Part IV of the EOP) 



138 December 2008




Cost Recovery Unit Position Checklist 



1. Collect and maintain documentation of all disaster information for reimbursement 

from the Federal Emergency Management Agency (FEMA) and/or the Governor’s 

Office of Emergency Services. 

2. Coordinate all fiscal recovery with responding and disaster assistance agencies. 

3. Prepare and maintain a cumulative cost report for the event or disaster. Be sure 

to provide this at least once a shift to the Situation Status and Intelligence Unit in 

Planning Section. 

4. Supervise the Cost Recovery Unit and all recovery operations. 




□ Establish and maintain position log and other necessary files. 

□ In conjunction with the budget office, compute costs for use of equipment and 

facilities owned, rented, donated, or obtained through mutual aid. 

□ Obtain information from the Resources Unit in Planning regarding equipment use 

times. 

□ Ensure the departments activate their disaster accounting systems, to include an 

exclusive cost code for disaster response. 

□ Ensure that each section is documenting cost recovery information from the onset 

of the event or disaster or collect required cost recovery documentation daily, at 

the end of each shift. 

□ Meet with the Documentation Unit in Planning and review EOC position logs, 

journals, all Status Reports, and Action Plans to determine additional cost 

recovery items that may have been overlooked. 

□ Act as the liaison for the jurisdiction with the disaster assistance agencies, to 

coordinate the cost recovery process. 

139 December 2008




□ Prepare all required state and federal documentation as necessary to recover all 

allowable disaster response and recovery costs. 

□ Contact and assist Cost Recovery Units in agency EOCs within the jurisdiction. 

Request their cumulative cost totals for the event or disaster. 

□ Prepare and maintain a cost report for the Finance Chief, EOC Director, and 

Elected/Executive representatives. The report should provide cumulative 

analyses, summaries, and total expenditures for the jurisdiction (for information 

purposes). 

□ Organize and prepare records for final audit. 

□ Assist the EOC Coordinator and Planning Section with preparation of the After 

Action Report. 


□ Follow the generic Demobilization Phase Checklist 

140 December 2008




Fiscal Unit Position Checklist 



1. Coordinate vendor contracts, not previously addressed by existing approved 

vendor lists. 

2. Coordinate with Supply Purchasing Unit in Logistics on all matters involving the 

need to exceed established purchase order limits. 

3. Supervise the Procurement Unit. 




□ Establish and maintain position logs and other necessary files. 

□ Review and be familiar with the jurisdiction emergency purchasing procedures. 

□ Prepare and sign contracts as needed and obtain concurrence from the 

Finance/Administration Section Chief, per existing policy and procedures. 

□ Ensure that all contracts identify the scope of work and specific site locations. 

□ Negotiate rental rates not already established, or purchase price with vendors as 

required. 

□ Warn vendors as necessary, regarding unethical business practices, such as 

inflating prices or rental rates for their merchandise or equipment during disasters. 

There are both State and Federal penalties for price gouging during disasters. 

□ Finalize all agreements and contracts, as required. 

□ Complete final processing and send documents to Finance Department for 

payment. 

□ Verify costs data in the pre-established vendor contracts and/or agreements. 

□ In coordination with the Logistics Section, ensure that the Purchasing Unit 

processes purchase orders and develops contracts in a timely manner. 

141 December 2008




□ Keep the Finance/Administration Section Chief informed of all significant issues 

involving the Procurement Unit. 


□ Follow the generic Demobilization Phase Checklist 

142 December 2008




Compensation and Claims Unit Position Checklist 



1. Oversee the investigation of injuries and property/equipment damage claims 

involving the jurisdiction and arising out of the event or disaster. 

2. Complete all forms required by worker's compensation program and the 

jurisdiction. 

3. Maintain a file of injuries and illnesses associated with the event or disaster, which 

includes results of investigations. 

4. Supervise the Compensation and Claims Unit. 





□ Maintain a chronological log of injuries and illnesses, and property damage 

reported during the event or disaster. 

□ Investigate all injury and damage claims as soon as possible. 

□ Prepare appropriate forms for all verifiable injury claims and forward them to 

Workers’ Compensation within the required time frame, consistent with existing 

Policy and Procedures. 

□ Coordinate with the Safety Officer regarding the mitigation of hazards. 

□ Keep the Finance/Administration Chief informed of significant issues affecting the 

Compensation and Claims Unit. 

□ Forward all equipment or property damage claims to the Cost Recovery Unit. 


Follow the generic Demobilization Phase Checklist 

143 December 2008



Part Three 

Recovery 

SECTION 1 - RECOVERY OPERATIONS 

Concept of Operations 

The County of Sacramento, the cities in the Operational Area, and special districts will 

be involved in recovery operations. In the aftermath of a disaster, many citizens will 

have specific needs that must be met before they can return to their pre-disaster lives. 

There will be a need for such services as: 

• Assessment of the extent and severity of damages to homes and other property; 

• Restoration of services generally available in communities – water, power, food, and 

medical assistance; 

• Repair of damaged homes and property; and 

• Professional counseling when the sudden changes resulting from the emergency 

have resulted in mental anguish and inability to cope. 

Local government can help individuals and families recover by ensuring that these 

services are available and by seeking additional resources if the community needs 

them. Recovery occurs in two phases; short-term and long-term. 


The goal of short-term recovery is to restore local government to at least a minimal 

capacity. Short-term recovery includes: 

• Utility restoration; 

• Expanded social, medical, and mental health services; 

• Re-establishment of Sacramento County government operations; 

• Establishment of transportation routes; 

• Debris removal; 

• Cleanup operations; and 

• Abatement and demolition of hazardous structures. 

Each jurisdiction will coordinate its efforts to restore utility systems and services during 

recovery operations. Medical services may need to operate from temporary facilities, as 

necessary. Sacramento County Department of Health and Human Services will 

coordinate and conduct Critical Incident Stress Debriefings for emergency response 

personnel and victims of the disaster event. 

The County and cities will ensure that debris removal and cleanup operations are 

expedited. On the basis of the County and other Operational Area jurisdictions’ 

assessments, structures that pose a public safety concern will be demolished. 


The goal of long-term recovery is to restore facilities to pre-disaster condition. Longterm 

recovery includes hazard mitigation activities, restoration or reconstruction of 

1 December 2008



Part Three 

Recovery 

public facilities, and disaster response cost recovery. Each affected jurisdiction will be 

responsible for their own approach to mitigation, which could include zoning variances, 

building codes changes, plan reviews, seismic safety elements, and other land use 

planning techniques. 

With public safety a primary concern, rapid recovery may require adjustments to policies 

and procedures to streamline the recovery process. 

Hazard mitigation actions will need to be coordinated and employed in all activities by 

all jurisdictions in order to ensure a maximum reduction of vulnerability to future 

disasters. The County, Operational Area jurisdictions, and special districts will strive to 

restore essential facilities to their pre-disaster condition by retrofitting, repairing or 

reconstructing them during long-term recovery operations. 

Recovery programs will also be sought for individual citizens and private businesses. 

The county’s and other Operational Area jurisdictions’ redevelopment agencies will play 

a vital role in rebuilding commercial areas of Sacramento County. 

For Sacramento County, recovery operations will be managed and directed by the 

County Executive. Recovery issues involving Operational Area jurisdictions and special 

districts will be coordinated and managed between the County Executive and 

designated representatives from the affected jurisdictions. 

On a regularly scheduled basis, the County Executive will convene meetings with 

County department directors, key individuals, and representatives from affected 

jurisdictions and special districts. These meetings will be held to make policy decisions 

collectively. They will also be used to obtain and disseminate information regarding 

completed and ongoing recovery operations. 

The Sacramento County Chief of Emergency Operations and Emergency Operations 

staff will assist the County Executive in facilitating and leading the recovery process. 

Sacramento County departments will also be represented and responsible for certain 

functions throughout the recovery process. A recovery operations organizational chart 

is depicted below. 

2 December 2008



Part Three 

Recovery 

Special District 

Representatives 

Recovery 

County Executive 

Overall Recovery 

Political Process 

Recovery Policy 

Recovery Decision-making 

Public 

OPERATIONS 

Emergency 

Operations Coord. 

PLANNING 

Planning Director 

LOGISTICS 

General Services 

Director 

FINANCE 

Finance Director 

Medical Facilities & 

Restoration 

Land Use & Zoning 

Government 

Operations 

Public Finance 

Environmental 

Reviews 

Building Permits 

Space Acquisition 

Budgeting 

Debris Removal 

Building Regulations 

&Code Enforcement 

Supplies & 

Equipment 

Contracting 

Demolition 

Code Enforcement 

Vehicles 

Accounting & 

Claims 

Construction 

Plan Review 

Personnel 

Taxation 

Building & Safety 

Redevelopment 

Insurance 

Utility Services 

Recovery 

Documentation 

Housing Programs 

Hazard Mitigation 

3 December 2008



Part Three 

Recovery 

Recovery Operations Responsibilities 

The County has specific responsibilities in recovering from a disaster. The chart below 

depicts the functional responsibilities assigned to the County departments and/or key 

personnel. 

Function 

Political process management; interdepartmental 

coordination; policy development; decision making; and 

public information. 

Land use and zoning variance; permits and controls for 

new development; revision of building regulations and 

codes; code enforcement; and plan review. 

Restoration of medical facilities and associated services; 

oversight of care facility property management; continue 

to provide mental health services; and perform 

environmental reviews. 

Debris removal; demolition; construction; management 

of and liaison with construction contractors; and 

restoration of utility services. 

Housing programs; assistance programs for the needy; 

and low income and special housing needs. 

Public finance; budgeting; contracting; accounting and 

claims processing; taxation; and insurance settlements. 

Redevelopment of existing areas; planning of new 

redevelopment projects; and financing new projects. 

Applications for disaster financial assistance; liaison with 

assistance providers; onsite recovery support; and 

disaster financial assistance project management. 

Advise on emergency authorities, actions and 

associated liabilities; preparation of legal opinions; and 

review and assist in preparation of new ordinances and 

resolutions. 

Government operations and communications; space 

acquisition; supplies and equipment; vehicles; 

personnel; and related support; 

Departments/Agencies 

County Executive’s Office 

City Manager’s Office 

Special District Management 

County Planning Department 

Jurisdictional Planning 

Departments 

County Health and Human 

Services Department 

County Environmental 

Management Department 

County Public Works Departments 

Jurisdictional Public Works 

Departments 

Jurisdictional Utility Departments 

Utility Special Districts 

County Human Assistance 

Department 

Jurisdictional Human Resources 

County Finance Department 

Jurisdictional Finance 

Departments 

Special District Accounting Offices 

County Community Development 

Agency 

City Redevelopment Agencies 

County Emergency Operations 

Office 

County Finance Department 

County Counsel’s Office 

City Attorney 

County General Services 

Department 

County Office of Communications 

and Information Technology 

MSA 

County Human Resources Agency 

4 December 2008



Part Three 

Recovery 

Recovery Planning Checklist 

Rebuilding efforts require decisions on a number of critical activities that have long-term 

social, economic and physical recovery implications. In addition to common emergency 

planning considerations (e.g., establishing partnerships, risk identification and reduction, 

plan maintenance including drills and exercises) local government should consider the 

activities listed below during the emergency management planning process. 

Physical Recovery Activities: 

□ Preserving historical sites 

□ Considering environmental concerns 

□ Upgrading infrastructure and utilities 

□ Removing debris and managing disposal sites 

□ Evaluating redevelopment and subdivisions 

□ Establishing restoration committee 

□ Deferring permits, fees, etc. 

□ Pursuing hazard mitigation projects and advancing mitigation efforts 

□ Modifying land use and zoning requirements 

□ Improving infrastructure, roads, housing 

□ Evaluating repair and rebuilding options 

□ Incorporating changes in construction standards 

Governmental Recovery Activities: 

□ Continuing the performance of governmental functions 

□ Protecting essential facilities, equipment, records, etc. 

□ Managing donations 

□ Coordinating voluntary agencies 

□ Building community consensus 

□ Engaging stakeholders, special interests groups and the public in decisionmaking 

processes 

□ Pursuing new opportunities in community planning 

□ Upgrading communication systems 

□ Pursuing political support 

□ Communicating recovery activities to the public 

□ Addressing community questions about health consequences of the event 

Social Recovery Activities: 

□ Promoting community participation 

□ Providing services for the mental health of individuals 

□ Evaluating community stress 

□ Informing the public of physiological considerations 

□ Restoring community values 

5 December 2008



Part Three 

Recovery 

□ Promoting family and individual preparedness 

□ Establishing Local Assistance Centers for ‘one-stop’ disaster recovery services 

Economic Recovery Activities: 

□ Establishing a documentation system to collect and store disaster-related cost 

information to ensure maximum state and federal reimbursement 

□ Addressing economic loss of the community 

□ Identifying available working capital 

□ Promoting businesses in damaged areas 

□ Maximizing the consumer base 

□ Reestablishing commercial services 

□ Facilitating business recovery 

□ Securing disaster business loans, disaster recovery assistance grants and 

hazard mitigation project funding 

6 December 2008



Part Three 

Recovery 

SECTION 2 - BEFORE DISASTER STRIKES 

Introduction 

In the California State Emergency Plan, “Disaster Recovery” is both short-term activities 

intended to return vital life-support systems to operation, and long-term activities 

designed to return infrastructure systems to pre-disaster conditions. 

Returning vital life support and infrastructure systems is more manageable, however 

when local government addresses recovery issues in its planning activities. In addition 

to this handbook, State OES Recovery Branch staff is available to assist local 

governments with the recovery planning components that will simplify disaster recovery 

efforts of an impacted community. 

Documentation 

Information acquired and created during response activities forms the basis for recovery 

documentation. As such, Sacramento County should incorporate disaster 

documentation into the current Disaster Accounting System. To obtain maximum 

reimbursement for disaster-related expenditures, it is critical that the county: 

□ Implement the disaster documentation system during a disaster; 

□ Ensure disaster-related expenditures are easily distinguished from on-going 

activities; and 

□ Maintain accurate accounting records including: 

Force account labor (timesheets) and equipment; 

Invoices for rented equipment, materials and purchases; 

Photographs of damage and repair; 

Insurance information; 

Environmental and historical preservation issues; and 

Records of donated goods and services. 

□ Keep these records for three years after the last action on the disaster 

application(State OES will notify the County when the three year-time frame 

begins) 

Documentation is essential to recovering expenditures related to emergency response 

and recovery operations. For each jurisdiction and special district, documentation must 

begin at the field response level and continue throughout the operation of their 

Emergency Operations Center as the disaster unfolds. 

7 December 2008



Part Three 

Recovery 

SECTION 3 - HAZARD MITIGATION: IMPROVING CONDITIONS TO PREVENT LOSS 

Introduction 

Hazard Mitigation (HM) is any cost-effective activity that seeks to eliminate or reduce 

human suffering and property damage from natural and manmade hazards. In order to 

lessen future disaster recovery costs, the Hazard Mitigation Program assists state and 

local agencies, private-nonprofit organizations, and Indian tribes in planning for and 

implementing hazard mitigation projects. 

Hazard Mitigation Planning 

Hazard Mitigation Planning includes analyses of ways to eliminate or reduce the impact 

of future disasters. The federal Disaster Mitigation Act of 2000 requires the state to 

develop and maintain a State Hazard Mitigation Plan. California’s hazard mitigation 

planning process is continuous and involves a multitude of federal, state, and local 

agencies, academia, private non-profit organizations, and community-based 


A local plan, approved by FEMA, is also required to receive grant funds for mitigation 

projects from the federal Hazard Mitigation Grant Program and the federal Pre-Disaster 

Mitigation Grant Program. The requirements for the Pre-Disaster Mitigation Grant 

Program funding were effective November 1, 2003. For the post-disaster HMGP, the 

effective date is 

November 1, 2004. 

Plans must be submitted to the State Hazard Mitigation Officer of State OES for 

initial review and coordination. The state will then send the plan to the appropriate 

FEMA Regional Office for formal review and approval. 

Mitigation Plan Requirements 

The local plan shall: 

Document the process used to develop the plan, including how it was prepared, 

who participated in the process, and how the public was involved. 

Describe of the type, location, and extent of all natural hazards that can affect the 

jurisdiction. The plan shall include information on previous occurrences of hazard 

events and the probability of future hazard events. 

Include a risk assessment that provides the factual basis for activities proposed 

in the strategy to reduce losses from identified hazards. Risk assessments must 

provide sufficient information to enable the jurisdiction to identify and prioritize 

appropriate mitigation actions to reduce losses. 

Please see the following checklist for examples of local mitigation planning elements. 

8 December 2008



Part Three 

Recovery 

Mitigation Planning Checklist 

Conduct a risk assessment describing: 

□ Past hazard events 

□ Hazard threats (e.g., earthquakes, floods, fires, chemical releases) 

□ Hazard areas (provide maps) 

□ Type and numbers of structures at risk 

□ Repetitive loss areas (provide maps) 

□ Potential impacts to community 

□ Potential losses for each hazard type 

□ Information regarding local building code effectiveness. 

Develop a mitigation strategy describing: 

□ Local mitigation goals and objectives 

□ Cost-effective mitigation projects 

□ Activities implemented to comply with the National Flood Insurance Program 

(NFIP) 

□ Community’s commitment to mitigation activities and community development 

trends 

□ Any interagency agreements necessary for plan implementation 

□ Local plan implementation. 

Develop a plan maintenance process including: 

□ Method and schedule of updating 

□ Method of incorporating public participation into the planning process 

□ Formal plan adoption process 

□ Description of how “small and impoverished communities” funds will be used, if 

appropriate. 

9 December 2008



Part Three 

Recovery 

SECTION 4 - FUNDING FOR PRE-DISASTER MITIGATION 

Overview 

The federal Pre-Disaster Mitigation Grant Program (PDM) provides funds for hazard 

identification, mitigation strategies, and public partnerships. More specifically, PDM: 

Supports development of the hazard mitigation planning process at the state and 

local levels and funds high priority projects from these plans. 

Provides a continuous flow of funding to states for hazard mitigation, whether the 

state has experienced a recent disaster or not. 

Supports local communities in becoming disaster resistant by providing technical 

and financial assistance to state and local governments in implementing cost 

effective pre-disaster hazard mitigation measures. 

Helps to reduce injuries, loss of life, and damage and destruction of property, 

including damage to critical services and facilities under the jurisdiction of state 

or local governments. 


The PDM is authorized under the Stafford Act, Section 203, amended by Section 102 of 

the Disaster Mitigation Act of 2000. FEMA will administer this new program through 

OES. 


Communities that wish to participate in this program must demonstrate commitment to 

the implementation of hazard mitigation activities within their jurisdiction. 


Planning grants assist the state and its communities in developing a multi-hazard 

mitigation plan. Planning grants may also be used for technical assistance including risk 

assessments, project development, community outreach and education. (Funds applied 

to planning grants cannot exceed 10 percent of the state’s allocation). Project grants 

will be awarded in accordance with the priorities cited in the State Hazard Mitigation 

Plan. Project grants may be used to reimburse costs for acquisitions or relocations of 

vulnerable properties, structural retrofits, vegetation management (e.g., shaded fuel 

breaks, defensible space), public information and educational programs. 

10 December 2008



Part Three 

Recovery 

SECTION 5 - FUNDING FOR FLOOD MITIGATION 

Overview 

Flood Mitigation Assistance (FMA) provides funding for measures to reduce or eliminate 

the long-term risk of flood damage to repetitive loss of buildings, manufactured homes, 

and other structures insurable under the FEMA National Flood Insurance Program 

(NFIP). 


The FMA is authorized under 44CFR Part 78, Flood Mitigation Assistance. FEMA grants 

FMA funding to OES annually. OES has administered the FMA program in California 

since 1997. 


Communities requesting FMA planning and project grants must be participating in the 

NFIP. There are three types of FMA grants: Planning, Project and Technical Assistance. 


Planning grants are available for the flood portion of any mitigation plan. The 

performance period for each planning grant will not exceed 3 years. The total planning 

grant made in any fiscal year to any state, including all communities located in the state, 

will not exceed $300,000. FMA Project Grants are available to NFIP-participating 

communities to implement measures to reduce flood losses. Example FMA projects are 

elevating structures, acquisitions, watershed management (e.g., detention basins, 

increased culvert size) FEMA contributes up to 75 percent of total eligible costs for each 

grant. At least 25 percent of the total eligible cost will be provided from a non-Federal 

source. The state will evaluate and approve applications for FMA planning grants. The 

Regional Director will allocate available funds for FMA each fiscal year. 

FEMA Technical Assistance Grant 

A percent of the project grant is made available to the state as a technical assistance 

grant to administer the project grants. 

11 December 2008



Part Three 

Recovery 

SECTION – 6 WHEN DISASTER STRIKES 

Introduction 

When disaster strikes a community, those affected may be irrevocably changed by the 

event. Local officials, already stressed and overwhelmed by response activities, must 

make significant decisions to return the community to pre disaster conditions. 

Historically, disaster recovery takes longer and costs more than originally anticipated. 

How well the community has planned and prepared for such an event, profoundly 

impacts its ability to recover effectively. 

Emergency Proclamations/Declarations 

If Sacramento County requires state or federal assistance, it is important to know if a 

local proclamation of an emergency is a prerequisite to obtaining the assistance. The 

chart on the following page provides an overview of the programs discussed in this 

section and indicates proclamation/declaration requirements. Please Note: If a local 

emergency proclamation is required, it must be issued within 10 days of the 

event. 

12 December 2008



Part Three 

Recovery 

13 December 2008



Part Three 

Recovery 

Safety Assessment 

Immediately following a disaster, it is imperative that the safety of public and private 

structures be determined. The Safety Assessment Program (SAP) provides professional 

evaluators (volunteers) and mutual aid resources to local governments, to determine 

use and occupancy of homes, buildings and infrastructure. Evaluators may be 

deputized by the local building official to post placards (green, yellow or red) on facilities 

. 

SAP evaluators are typically registered engineers, licensed architects or certified 

building officials or inspectors. All volunteer evaluators are designated as Disaster 

Service Works and are covered under California’s worker’s compensation and liability 

protection laws. 

Damage Assessments 

When requesting state or federal disaster assistance, local government must provide 

information to support the request. The chart on the following page describes the 

mechanisms required to document damages and determine needed assistance in the 

impacted area. 

14 December 2008



Part Three 

Recovery 

15 December 2008



Part Three 

Recovery 

Local Assistance Centers (LACs) 

Local government may consider activating Local Assistance Centers (LACs) to provide 

a centralized location for services and resource referrals for the unmet needs of disaster 

victims. State funding may be available for eligible LAC operations. Historically, LACs 

have proven to be a key factor for a successful recovery. LAC characteristics generally 

include: 

□ Resource facility for recovery information, services and programs; 

□ Community-based service facilities; 

□ Managed by local government; and 

□ Staffed by PNPs, local, state and federal government, as appropriate. 

For additional information, go to www.oes.ca.gov for a copy of State OES’ planning 

guidance document “A Guide for Establishing a Local Assistance Center.” 

Disaster Recovery Centers (DRCs) 

DRCs may also be activated by key federal agencies to provide convenient locations for 

victims and private non-profit organizations to obtain information about FEMA and SBA 

programs. DRC characteristics generally include: 

□ Fixed or mobile resource facility for FEMA and SBA recovery information 

□ Managed by federal government; and 

□ Staffed by FEMA, OES, SBA and other federal, state and local agencies as 

appropriate. 

16 December 2008



Part Three 

Recovery 

SECTION 7 - DISASTER ASSISTANCE PROGRAMS AND THEIR REQUIREMENTS 

Introduction 

When requesting implementation of disaster assistance programs, some key areas of 

concern must be adequately addressed. These areas include the needs of distinct 

groups, disaster assistance available at each level of declaration, and the level of 

detail required on each request for disaster assistance. The disaster assistance 

programs have been developed for the needs of four distinct groups: 

• Public or Government assistance from State OES and other agencies 

• Individual and family assistance 

• Business, Ranchers and PNP assistance 

The following tables are designed to provide a quick reference to disaster assistance 

programs administered or coordinated by State OES. The tables are grouped by 

potential recipients and indicate general program implementation criteria, including key 

deadlines. 

17 December 2008

Sacramento o County, California 

Part Three 

Emergency Operations Plan Recovery 

18 December 2008


Part Three 


19 December 2008


Part Three 


20 December 2008


Part Three 


21 December 2008



Part Three 

Recovery 

How to Access Assistance and Local Government Responsibilities 

When disaster strikes and damages exceed local capabilities, local government may 

request state and/or federal disaster assistance. Refer to the table on page 6 to 

determine if a local proclamation of an emergency is a prerequisite for the assistance 

requested. If a request for assistance is necessary, local government should: 

Include the following information in the request 

□ A copy of the local proclamation (if required) 

□ Initial Damage Estimate (IDE) 

□ Written request/resolution by designated official 

□ Type of disaster 

□ Date of occurrence and whether situation is continuing 

□ Areas affected 

□ Type of assistance needed 

Submit the request to: 

□ OES Inland Region REOC 

Submit the request by the deadlines mentioned in the previous tables; and 

Submit the request separately by a city only if the county has not already 

submitted the same request. 

State OES Responsibilities 

If a request for assistance is submitted, State OES will: 

Review the request for completeness; 

Request additional information if necessary 

Determine the need to conduct damage assessments, and 

Make a determination regarding the level of appropriate disaster assistance for 

the request. 

22 December 2008



Part Three 

Recovery 

The Application Process: Public Assistance and Individual Assistance 

Applicant Briefings 

Whether a disaster has been designated as an FMAG, a Director’s Concurrence, a 

State of Emergency Proclamation, a Presidential declaration of an emergency or a 

Presidential declaration of a major disaster, State OES’ Recovery Branch will schedule 

and hold Public Agency Applicant Briefings. Affected public agencies will be notified by 

letter, e-mail, OES website, OES regional offices, or by telephone of the date, location, 

and time of the briefing. 

Applications for federal and state public assistance will be available and accepted 

during these briefings. Detailed instructions on applicant eligibility, project eligibility, 

eligible costs, program criteria, documentation requirements and important deadlines for 

work completion will also be explained. Public assistance applicants are assigned a 

primary point of contact that will process the PA application, monitor work progress, and 

provide technical assistance for the duration of the application. Once a public agency 

has been assigned a federal/state identification number, they are referred to as a 

“Subgrantee.” 

Project Approval Process 

The Recovery Branch encourages subgrantees to participate fully in the decisionmaking 

process of the approved scope of work and cost estimation for each project. 

Subgrantees are notified by mail when FEMA or the state has approved the project for 

funding. This notification includes instructions to request payment of the funds. 

Additional information regarding both federal and state public assistance programs can 

be obtained through the Recovery Branch Public Assistance Training Program or by 

contacting (916) 845-8200. 

Expedited Funding 

Upon a Presidential declaration, local governments that have incurred significant 

emergency response costs may request the expedited processing of state and federal 

funding. Qualifying costs may include: 

Emergency costs (e.g., police and fire overtime salaries); 

Debris removal necessary to protect life and property; and 

Temporary shelter operating costs 

23 December 2008



Part Three 

Recovery 

Individuals and Households Program 

Upon the implementation of the IHP, individuals are required to first ‘teleregister” with 

FEMA. Widespread notice through the local media and or websites maintained by local 

government, SBA, USDA, FEMA or OES inform the public of the toll-free teleregistration 

number. Websites and/or local media are also resources for physical locations of local 

SBA, USDA, LAC or DRC offices. Upon teleregistration, FEMA will assign a 

representative to evaluate the claim and will refer the individual to the appropriate 

program for loan and/or grant assistance. Individuals will then be provided loan and/or 

grant application information, instructions, terms and conditions directly from the agency 

providing assistance (FEMA, SBA, USDA). 

SBA and USDA 

When SBA and/or USDA has implemented its disaster program(s) independent of a 

Presidential declaration, individuals, businesses, private non-profit agencies, and/or the 

agricultural community, will be instructed to file an application directly with their local 

SBA and/or USDA office. 

24 December 2008



Part Three 

Recovery 

SECTION 8 - POST-DISASTER HAZARD MITIGATION GRANT PROGRAM 

Overview 

Administered by FEMA through OES, the Hazard Mitigation Grant Program (HMGP) 

provides grants following a disaster to state and local governments, Indian tribes, and 

certain non-profit organizations to develop plans and implement long term hazard 

mitigation measures. 

HMGP Authority and Administration 

The HMGP is authorized under Sections 322 and 404 of the Stafford Act. Federal 

funding becomes available only after the President signs a major disaster declaration. It 

is the only mitigation program that requires the local government to proclaim an 

emergency prior to implementation. 

The amount of funding available is based on a percentage of the federal share of the 

aggregate disaster costs for public and individual assistance. As manager of the HMGP, 

OES is responsible for soliciting program interest, helping potential applicants develop 

applications, establishing deadlines for applications, providing technical assistance, 

establishing funding priorities and forwarding selected projects to FEMA for approval 

based on those priorities. OES posts grant applications instructions and deadlines on 

the website for a limited time following a federal declaration of a disaster. Subgrantees 

are notified by mail when FEMA has approved the grant for funding. This notification 

includes instructions to request payment of the funds. 

25 December 2008



Part Three 

Recovery 

Two Types of HMGP Grants 

The table below describes the two types of grants available under HMGP. 

26 December 2008



Part Four 

Supporting Materials 

A 

AAR 

AIRS 

ARC 

ARFCD 

ARFF 

B 

BOS 

Acronyms 

After Action Report 

Alliance of Information Referral System 

American Red Cross 

American River Flood Control District 

Airport Rescue and Fire Fighting 

Board of Supervisors 

C 

CAHAN California Health Alert Network 

CGC California Government Code 

CBP Customs and Border Protection 

CE Chief Executive 

CERT Community Emergency Response Team 

COG Continuity of Government 

COO Sacramento County Emergency Operations Office 

COOP Continuity of Operations 

D 

DCF 

DHA 

DHHS 

DMC 

DOC 

DOP 

DOT 

DSW 

E 

EAS 

EDIS 

EMS 

EMO 

EOC 

ERC 

F 

FAA 

FE 

FEMA 

FSE 

Disaster Control Facility 

Sacramento County Department of Human Assistance 

Sacramento County Department of Health and Human Services 

Debris Management Center 

Department Operations Center 

Department Operations Plan 

Sacramento County Department of Transportation 

Disaster Service Worker 

Emergency Alert System 

Emergency Digital Information System 

Emergency Medical Services 

Emergency Management Organization 

Emergency Operations Center 

Emergency Response Coordinator 

Federal Aviation Administration 

Functional Exercise 

Federal Emergency Management Agency 

Full Scale Exercise 

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Part Four 


H 

HOS 

I 

IC 

ICP 

ICS 

IMT 

IT 

J 

JIC 

Hands on Sacramento 

Incident Commander 

Incident Command Post 

Incident Command System 

Incident Management Team 

Information Technology 

Joint Information Center 

M 

MACS Multi Agency Coordination System 

MBO Management by Objectives 

MCI Multi-Casualty Incident 

MHOAC Medical Health Operational Area Coordinator 

MOU Memorandum of Understanding 

MSA Sacramento County Municipal Services Agency 

N 

NIMS 

NRF 

NWS 

O 

OA 

OASIS 

OCIT 

OES 

P 

PIO 

National Incident Management System 

National Response Framework 

National Weather Service 

Operational Area 

Operational Area Satellite Information System 

Sacramento County Office of Communications and Information 

Technology 

Office of Emergency Services 

Public Information Officer 

R 

RDMHC Regional Disaster Medical Health Coordinator 

REOC Regional Emergency Operations Center 

RIMS Response Information Management System 

S 

SEMS 

SMSA 

SMUD 

Standardized Emergency Management System 

Sacramento Metropolitan Statistical Area 

Sacramento Municipal Utilities District 

2 December 2008



Part Four 


SOP 

T 

TT 

Standard Operating Procedure 

Table Top Exercise 

3 December 2008



Part Four 


Glossary of Terms 

"Action Plan" means the plan prepared in the EOC containing the emergency 

response objectives of that SEMS level reflecting overall priorities and supporting 

activities for a designated period. The plan is shared with supporting agencies. 

“Continuity of Operations Planning (COOP)” means an internal effort within an 

organization to assure that the capability exists to continue essential business functions 

across a wide range of potential emergencies, including localized acts of nature, 

accidents, and technological and/or attack/terrorist-related emergencies. Accordingly, 

an effective Emergency Management Program (EMP) not only addresses the four 

phases of mitigation, preparedness, response and recovery, but includes COOP 

planning activities to ensure that critical patient care, ancillary, and support functions 

would continue, with little or no interruption. 

"Disaster" means a sudden and extraordinary misfortune; a calamity which threatens 

or effects extraordinary loss of life or property. 

"Emergency" means a condition of disaster or of extreme peril to the safety of persons 

and property within the state caused by such conditions as air pollution, fire, flood, 

hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy 

shortage, plant or animal infestations or disease, the Governor's warning of an 

earthquake or volcanic prediction, or an earthquake or other conditions, other than 

conditions resulting from a labor controversy. 

“Emergency Alert System (EAS)” means an established to enable the President, 

federal state, and local jurisdiction authorities to disseminate emergency information to 

the public via the Commercial Broadcast System. Composed of amplitude modulation 

(AM), frequency modulation (FM), television broadcasters, and the cable industry. 

Formerly known as the Emergency Broadcast System (EBS). 

“Emergency Management” means the discipline and the profession of applying 

science, technology, planning, and management to deal with extreme events that can 

injure or kill large numbers of people, do extensive damage to property and disrupt 

community life. As a process it involves preparing, mitigating, responding and 

recovering from an emergency. Critical functional components include planning, 

training, simulating drills (exercises), and coordinating activities. 

"Emergency Operations Center" means a location from which centralized emergency 

management can be performed. 

“Emergency Operations Plan (EOP)” means the EOP is the document that describes 

Sacramento’s Countywide strategies for managing emergency situations. 

"Emergency Response Agency" means any organization responding to an 

emergency, whether in the field, at the scene of an incident, or to an EOC, in response 

to an emergency, or providing mutual aid support to such an organization. 

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Part Four 


"Emergency Response Personnel" means the personnel involved with an agency's 

response to an emergency. 

“Evacuation” means the process of moving persons out of an area affected or 

potentially affected by a disaster situation. 

“Federal Coordinating Officer (FCO)” means the individual appointed by the Federal 

Emergency Management Agency Director (by delegation of authority from the 

President) to coordinate assistance in a federally-declared disaster. 

“Federal Disaster Area” means an area of a state (oftentimes defined by counties) 

that is declared eligible for federal disaster relief under the Stafford Act. These 

declarations are made by the President usually as a result of a request made by the 

governor of the affected state. 

“Federal Emergency Management Agency (FEMA)” means an agency created in 

1979 to provide a single point of accountability for all federal activities related to disaster 

mitigation, preparedness, response, and recovery. FEMA manages the President’s 

Disaster Relief Fund, and coordinates the disaster assistance activities of all federal 

agencies in the event of a presidential disaster declaration. 

“Federal Emergency Response Team” means an interagency team, consisting of the 

lead representative from each federal department or agency assigned primary 

responsibility for an Emergency Support Function and key members of the Federal 

coordinating Officer’s staff, formed to assist the Federal Coordinating Officer in carrying 

out his/her coordination responsibilities. The Emergency Response Team provides a 

forum for coordinating the overall federal response, reporting on the conduct of specific 

operations, exchanging information, and resolving issues related to Emergency Support 

Functions and other response requirements. Emergency Response Team members 

respond to and meet as requested by the Federal Coordinating Officer. The Emergency 

Response Team may be expanded by the Federal Coordinating Officer to include 

designated representatives of other Federal departments and agencies as needed. 

“Federal Response Plan (FRP)” means a national level plan developed by the Federal 

Emergency Management Agency (FEMA) in coordination with 26 federal departments 

and agencies plus the American Red Cross. This plan was developed in 1992 and 

updated in 1999 to implement the Stafford Act in the provision of federal disaster to 

states and local communities in a Presidential-declared disaster. 

“Full-Scale Exercise” means an activity intended to evaluate the operational capability 

of emergency management systems in an interactive manner over a substantial period 

of time. It involves the testing of a major portion of the emergency plan and 

organizations in a highly stressful environment. It includes the mobilization of personnel 

and resources to demonstrate coordination and response capabilities. The EOC is 

activated and field command posts may be established. A full-scale exercise is always 

formally evaluated. 

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Part Four 


“Functional Exercise” means an activity designed to test or evaluate the capability of 

individual or multiple emergency management functions. It is more complex than a 

tabletop exercise in that activities are usually under time constraints and are followed by 

an evaluation or critique. It usually takes place in some type of coordination or operating 

center. The use of outside resources is often simulated. No field units are used. 

“Governor’s Authorized Representative (GAR)” means an individual authorized by 

the Governor to sign amendments to the Federal-State Agreement and to verify the 

grant applications from the state ad local jurisdictions. 

“HazMat Team” means a term used to describe a team of highly skilled professionals 

who specialize in dealing with hazardous material incidents. 

“Hazard Mitigation Grant Program” means a program authorized under Section 404 

of the Stafford Act, which provides funding for hazard mitigation projects that are cost 

effective and complement existing post-disaster mitigation programs and activities by 

providing funding for beneficial mitigation measures that are not funded through other 

programs. 

"Incident" means an occurrence or event, either human-caused or by natural 

phenomena, that requires action by emergency response personnel to prevent or 

minimize loss of life or damage to property and/or natural resources. 

"Incident Action Plan" means the plan developed at the field response level which 

contains objectives reflecting the overall incident strategy and specific tactical actions 

and supporting information for the next operational period. The plan may be oral or 

written. 

"Incident Commander" means the individual responsible for the command of all 

functions at the field response level. 

"Incident Command System (ICS)" means a nationally used standardized on-scene 

emergency management concept specifically designed to allow its user(s) to adopt an 

integrated organizational structure equal to the complexity and demands of single or 

multiple incidents without being hindered by jurisdictional boundaries. ICS is the field 

level component of SEMS. It is the combination of facilities, equipment, personnel, 

procedures, and communications operating within a common organizational structure, 

with responsibility for the management of resources to effectively accomplish stated 

objectives pertinent to an incident. 

“Individual Assistance” means a supplementary federal assistance available under 

the Stafford Act to individuals, families, and businesses which includes disaster housing 

assistance, unemployment assistance, grants, loans, legal services, crisis counseling, 

tax relief, and other services or relief programs. 

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Part Four 


“Joint Information Center (JIC)” means a facility that is used by the affected utility, 

state and County to jointly coordinate the public information function during a nuclear or 

chemical facility emergency. 

"Local Government" means local agencies as defined in Government Code §8680.2 

and special districts as defined in California Code of Regulations, Title19, Division 2, 

Chapter 5, CDAA, §2900(y). 

“Major Disaster” means as defined in federal law, is “ any hurricane, tornado, storm, 

flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, 

landslide, mudslide, snowstorm, drought, fire, explosion, or other technological or 

human caused catastrophe in any part of the United States which, in the determination 

of the President, causes damage of sufficient severity and magnitude to warrant major 

disaster assistance in alleviating the damage, loss, hardship, or suffering caused 

thereby.” 

"Master Mutual Aid Agreement" means the California Disaster and Civil Defense 

Master Mutual Aid Agreement made and entered into by and among the State of 

California, its various departments and agencies, and the various political subdivisions 

of the State. The agreement provides for support of one jurisdiction by another. 

“Mitigation” means activities taken to eliminate or reduce the degree of risk to life and 

property from hazards, either prior to or following a disaster or emergency. 

“Mobilization” means a process of activating resources including personnel, 

equipment and supplies. The process would include notification, reporting, and setup to 

attain full or partial readiness to initiate response and recovery actions. 

"Multi-agency or inter-agency coordination" means the participation of agencies 

and disciplines involved at any level of the SEMS organization, working together in a 

coordinated effort to facilitate decisions for overall emergency response activities, 

including the sharing of critical resources and the prioritization of incidents. 

"Mutual Aid" means voluntary aid and assistance in the event that a disaster should 

occur, by the interchange of services and facilities, including, but not limited to: fire, 

police, medical and health, communication, and transportation services and facilities, to 

cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction 

which would arise in the event of a disaster. Mutual aid is designed to ensure that 

adequate resources, facilities, and other support are provided to jurisdictions whenever 

their own resources prove to be inadequate to cope with a given situation. 

"Mutual Aid Region" means a subdivision of the state emergency services 

organization, established to facilitate the coordination of mutual aid and other 

emergency operations within an area of the state, consisting of two or more county 

Operational Areas. 

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Part Four 


“National Warning System (NAWAS)” means the federal portion of the Civil Defense 

Warning System, used for the dissemination of warnings and other emergency 

information from the FEMA National or Regional Warning Centers to Warning Points in 

each state. Also used by the State Warning Points to disseminate information to local 

Primary Warning Pints. Provides warning information to state and local Jurisdictions 

tons concerning severe weather, earthquake, flooding, and other activities which affect 

public safety. 

"Operational Area" means an intermediate level of the state emergency services 

organization, consisting of a county and all political subdivisions within the county area. 

The Operational Area is a special purpose organization created to prepare for and 

coordinate the response to emergencies within a county area. Each county is 

designated as an Operational Area. An Operational Area may be used by the county 

and the political subdivisions comprising the Operational Area for the coordination of 

emergency activities and to serve as a link in the system of communications and 

coordination between the state's emergency operating centers and the operating 

centers of the political subdivisions comprising the operational area. The Operational 

Area augments, but does not replace, any member jurisdiction. 

“Preliminary Damage Assessment (PDA)” means the joint local, state, and federal 

analysis of damage that has occurred during a disaster and which may result in a 

Presidential declaration of disaster. The preliminary Damage Assessment is 

documented through surveys, photographs, and other written information. 

“Preliminary Damage Assessment Team” means an ad hoc group that comes 

together after a disaster whose main purpose is to determine the level of disaster 

declaration that is warranted. The team usually consists of federal, state, and local 

representatives to do an initial damage evaluation to sites damaged. 

“Preparedness” means actions taken in advance of an emergency to develop 

operational capabilities and facilitate an effective response in the event an emergency 

occurs. Preparedness measures include continuity of government, emergency 

communications, emergency operations centers, emergency operations plans 

emergency public information materials, pubic education programs, exercise of plans 

mutual aid agreements, stocking of disaster supplies, training of emergency response 

personnel, and warning systems. 

“Presidential Declaration” means a formal declaration by the President that an 

Emergency or Major Disaster exists, based upon the request for such a declaration by 

the Governor and with the verification of FEMA preliminary damage assessments. 

"Political Subdivision" means any city, city and county, county, district, or other local 

governmental agency or public agency authorized by law. 

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Part Four 


“Public Assistance (PA)” means a supplementary federal assistance provided under 

the Stafford Act to state and local jurisdictions, special purpose districts, Native 

Americans, or eligible private, nonprofit organizations. 

“Public Assistance Officer (PAO)” means a member of the FEMA Regional Director’s 

staff who is responsible for management of the Public Assistance Program. 

“Recovery” means an activity to return vital life support systems to minimum operating 

standards and long-term activity designed to return life to normal or improved levels, 

including some form of economic viability. Recovery measures include, but are not 

limited to, crisis counseling, damage assessment, debris clearance, disaster loans and 

grants, disaster unemployment assistance, public information, reassessment of 

emergency plans, reconstruction, temporary housing and business resumption full 

scale. 

“Response” means actions taken immediately before, during, or directly after an 

emergency occurs, to save lives, minimize damage to property and the environment, 

and enhance the effectiveness of recovery. Response measures include, but are not 

limited to, emergency plan activation, emergency alert system activation, emergency 

instructions to the public, emergency medical assistance, staffing the emergency 

operations center, public official alerting, reception and care, shelter and evacuation, 

search and rescue, resource mobilization, and warning systems activation. 

“Robert T. Stafford Disaster Relief And Emergency Assistance Act” means the 

(Public Law 93-288, as amended by Public Law 100-707) - The act that authorizes the 

greatest single source of federal disaster assistance. It authorizes coordination of the 

activities of federal, state, and volunteer agencies operating under their own authorities 

in providing disaster assistance, provision of direct federal assistance as necessary, 

and provision of financial grants to individuals and families. This act is commonly 

referred to as the Stafford Act. 

"Standardized Emergency Management System (SEMS)" means that consistent set 

of rules and procedures governing the overall operational control or coordination of 

emergency operations specified in regulations (CCR Title 19, Division 2, §2400 et sec). 

It identifies at each level of the statewide emergency organization, the direction of field 

forces and the coordination of joint efforts of government and private agencies. ICS is 

the field level component of SEMS. 

"State of Emergency" means the duly proclaimed existence of conditions of disaster or 

of extreme peril to the safety of persons and property within the state caused by such 

conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe 

energy shortage, plant or animal infestation or disease, the Governor’s warning of an 

earthquake or volcanic prediction, or an earthquake or other conditions, other than 

conditions resulting from a labor controversy or conditions causing a “state of war 

emergency”, which conditions are or are likely to be beyond the control of the services, 

9 December 2008



Part Four 


personnel, equipment, and facilities of any single county, city and county, or city and 

require the combined forces of a mutual aid region or regions to combat, or with respect 

to regulated energy utilities, a sudden and severe energy shortage requires 

extraordinary measures beyond the authority vested in the California Public Utilities 

Commission. 

“Table Top Exercise” means an activity in which officials and key staff or others with 

emergency responsibilities are gathered together informally to discuss simulated 

emergency situations. It is designed to elicit constructive discussion by the participants 

without time constraints. Participants evaluate plans and procedures and resolve 

questions of coordination and assignment of responsibilities in a non-threatening format 

under minimum stress. 

10 December 2008



Part Four 


Legal Documents 

11 December 2008

EMERGENCY OPERATIONS OFFICE 

CHAPTER 2.46 

EMERGENCY OPERATIONS OFFICE * 

Sections: 

2.46.010 Purpose. 

2.46.020 Responsibility for emergency preparedness. 

2.46.030 Definitions. 

2.46.040 Sacramento County disaster commission. 

2.46.050 Chairperson and vice-chairperson. 

2.46.060 Disaster commission alternates. 

2.46.070 Line of succession. 

2.46.080 Quorums. 

2.46.090 Powers and duties. 

2.46.100 Meetings. 

2.46.110 Director, Sacramento County. 

2.46.120 Director=s emergency powers and duties. 

2.46.130 State of local emergency. 

2.46.140 Emergency organization. 

2.46.150 Public agency cooperation. 

2.46.160 Local emergencies. 

2.46.170 Punishment of violation. 

2.46.010 PURPOSE. The purposes of this chapter are to provide for the preparation, 

unification and carrying out of plans for the protection of persons and property within the 

incorporated and unincorporated areas of Sacramento County (including the cities therein) in the 

event of an emergency; to provide for the coordination, unification or consolidation of the emergency 

functions of this county with all other political jurisdiction, public agencies, corporations, 

organizations and persons within Sacramento County. Any expenditures made in connection with 

such emergency activities, including mutual aid activities, shall be deemed conclusively to be for the 

direct protection and benefit of the inhabitants and property of the county. (SCC 140 '2 (part), 

1973). 

Χ 

For the statutory provisions authorizing local disaster councils and establishing 

requirements for these councils, see Gov. '8610 et seq. For the statutory provisions 

regarding the California Emergency Services Act, see Gov. '8550 et seq. 

13 

December 2008


2.46.020 RESPONSIBILITY FOR EMERGENCY PREPAREDNESS. In enacting 

this chapter, it is recognized that the primary responsibility for preparedness for coping with 

emergency conditions within Sacramento County rests with the Sacramento County board of 

supervisors, the county executive, the Sacramento County emergency operations coordinator, and 

with the governing bodies of the various political jurisdiction within Sacramento County. (SCC 140 

'2 (part), 1973.) 

2.46.030 DEFINITIONS. As used in this chapter: 

(1) ACities@ means the cities of Sacramento, Folsom, Galt and Isleton; 

(2) ACoordinator@ means the emergency operations coordinator of the Sacramento 

County emergency operations office; 

(3) ADirector@ means the county executive of Sacramento County or his designee; 

(4) ADisaster commission@ means the Sacramento County disaster commission 

established in Section 2.46.040; 

(5) AEmergency@ means the actual or threatened existence of conditions of disaster or of 

extreme peril to the safety of persons or property within Sacramento County caused by such 

conditions as air pollution, fire, flood, storm, epidemic, civil disturbance, earthquake or other 

conditions, including conditions resulting from war or imminent threat of war, which conditions are 

or are likely to be beyond the control of the services, personnel, equipment and facilities of 

Sacramento County requiring the combined forces of other political subdivisions to combat; 

(6) APolitical subdivision@ means the county and any city, district, or other local 

governmental agency or public agency authorized by law within the county; 

(7) ASacramento County emergency operations office@ means the personnel employed by 

the county of Sacramento to create and administer emergency plans and which is administered by 

the coordinator; 

(8) AService chief@ means any person who has been appointed in accordance with 

Section 2.46.090 and who controls and directs individuals or employees performing emergency 

functions such as law enforcement, fire, medical and other public services in the protection of life and 

property within Sacramento County. (SCC 140 '2 (part), 1973). 

2.46.040 SACRAMENTO COUNTY DISASTER COMMISSION. The Sacramento 

County disaster commission is created and shall consist of the following: 

(1) One representative from the Sacramento County board of supervisors; 

(2) One representative from the council of the city of Sacramento; 

(3) One representative from the council of the city of Folsom; 

(4) One representative from the council of the city of Galt: 

(5) One representative from the council of the city of Isleton; 

(6) One representative from the chamber of commerce; 

(7) The county executive; 

(8) The city manager of the city of Sacramento; 

(9) The city administrator of the city of Folsom. (SCC 140 '2 (part), 1973). 

2.46.050 CHAIRPERSON AND VICE-CHAIRPERSON. The representative from the 

Sacramento County board of supervisors shall be the chairperson of the Sacramento County disaster 

commission. The representative from the council of the city of Sacramento shall be the vicechairperson 

of the Sacramento County disaster commission (SCC 140 '2 (part), 1973). 

2.46.060 DISASTER COMMISSION ALTERNATES. Each member of the disaster 

commission shall select an alternate from the governing body on which the member holds office in 

14 

December 2008


the event of the member=s inability to attend or act for any reason. The names or titles of those 

designated shall be submitted in writing to the director. (SCC 140 '2 (part), 1973). 

2.46.070 LINE OF SUCCESSION. In the event the chairperson is absent or unable 

to act for any reason, the first available officer, in the order named shall assume the office and shall 

have all of the powers and duties of chairperson: 

(1) Vice-chairperson; 

(2) Alternate named by the chairperson as provided in Section 2.46.060; 

(3) Alternate named by the vice-chairperson as provided in Section 2.46.060 (SCC 140 '2 

(part), 1973). 

2.46.080 QUORUMS. At least five members of the disaster commission membership 

shall constitute a quorum. Of those present, a simple majority may take any appropriate action 

(SCC 140 '2 (part), 1973). 

2.46.090 POWERS AND DUTIES. The disaster commission shall have to following 

powers and duties: 

(1) Review and adopt such emergency plans found necessary for the protection of life and 

property of the inhabitants of Sacramento County; 

(2) Review and adopt mutual aid plans and agreements; 

(3) Confirm the appointment of service chiefs; 

(4) Provide advice and guidance to the director pertaining to emergency planning and 

plan revisions; 

(5) Make recommendations on matters pertaining to emergency preparations when 

requested by the governing bodies of the county and the cities of Sacramento, Folsom, Galt, and 

Isleton. (SCC 140 '2 (part), 1973). 

2.46.100 MEETINGS. The Sacramento County disaster commission shall meet upon 

the call of the chairperson or in the chairperson=s absence upon the call of the vice-chairperson or 

upon the recommendations of the director. (SCC 140 '2 (part), 1973). 

2.46.110 DIRECTOR, SACRAMENTO COUNTY. There is created the position of 

director of emergency operations, Sacramento County. The Director shall be the county executive, 

Sacramento County. The director=s powers and duties are to: 

(1) Coordinate the activities of all emergency services both in pre-emergency planning , 

during an emergency, and in post emergency activities; 

(2) Represent Sacramento County in all dealings with public or private agencies 

pertaining to emergency planning; 

(3) Organize and develop the Sacramento County emergency program working together 

with the departments of local government, volunteer groups and individuals; 

(4) Administer the Sacramento County emergency operations office; 

(5) Prepare an annual budget and submit such budget to the board of supervisors at the 

time specified; 

(6) Prepare and maintain the basic emergency operations plan for Sacramento County 

and submit such plan to the disaster commission for review in consistency with the state and 

national emergency plans; 

(7) Assist service chiefs in the preparation of emergency operating instructions, reviews, 

modifies as necessary, and approve agency/department emergency operating instructions; 

(8) Submit Sacramento County emergency operations reports as necessary but not less 

than annually to the board of supervisors and the disaster commission; 

(9) Prepare and submit all reports required of the Sacramento County emergency 

operations office by the emergency agencies of the federal government and the state of California; 

15 

December 2008


(10) Review and approve or disapprove applications of the jurisdictions within 

Sacramento County participating in the surplus property program and maintain inventories of such 

equipment; 

(11) Serve as secretary to the disaster commission; 

(12) Designate alternate coordinators who shall, respectively, have all powers and duties 

of the director for designated areas as assigned; 

(13) Control and direct the program of Sacramento County for the accomplishment of the 

purposes of this chapter; 

(14) Direct coordination and cooperation between political jurisdictions, private sector, 

services and staff of Sacramento County emergency operations office and assist in resolving 

questions of authority and responsibility that may arise between them; 

(15) Request the Governor, through the board of supervisors to proclaim the existence of 

an Aemergency@ when, in the opinion of the director, the resources of Sacramento County are 

inadequate to cope with an emergency. Such a request may be made directly to the Governor in the 

event the board of supervisors are not available; 

(16) Issue rules, regulations and orders in advance of emergency which the director 

considers necessary for the protection of life and property. Such rules, regulations and orders issued 

by the director shall be ratified by the board of supervisors at the earliest practicable time. Such 

rules, regulations and orders shall be given widespread publicity and notice by the director. Rules, 

regulations and orders issued by the director under authority of this section shall not become 

operative until the emergency is in effect. Such rules, regulations and orders shall be in writing and 

shall be filed with the office of the Sacramento county clerk and the clerks of the cities of 

Sacramento, Folsom, Galt and Isleton. Rules, regulations and orders issued by the director under 

the authority of this section shall, after the ending of the period emergency, have no further force or 

effect; 

(17) The director shall appoint an emergency operations coordinator. The coordinator 

shall have those powers and duties assigned by the director. (SCC 140 '2 (part), 1973). 

2.46.120 DIRECTOR=S EMERGENCY POWERS AND DUTIES. In the event of a 

duly proclaimed local emergency, state of emergency or state of war emergency, the director shall 

have the power during the existence of such emergency conditions to: 

(1) Effectuate the provisions of any emergency operation plan established pursuant to 

this chapter and to carry out any orders or regulations adopted by the board of supervisors. Rules or 

regulations not in the plan may be issued by the director when essential to the immediate protection 

of life or property provided such emergency rules and regulations shall be ratified at the earliest 

practicable time by the board of supervisors; 

(2) Require the emergency services of any county officer or employee or any officer or 

employee of any other political subdivision within Sacramento County and to requisition the aid of 

as many citizens within Sacramento County as he deems necessary in the execution of his duties, 

such persons to be entitled to all privileges, benefits and immunities as are provided by state law for 

registered emergency service volunteers; 

(3) Require necessary property or material from the county or any other political 

subdivision within Sacramento County. He may requisition private property deemed by him 

necessary in carrying out his responsibilities. The county and cities specified herein shall each pay a 

proportionate share of the reasonable value for the use or service of such requisitioned private 

property; 

(4) Execute all of the director=s ordinary powers and all of the special powers conferred 

upon him by this chapter or by resolution adopted by the board of supervisors pursuant thereto and 

to be responsible for exercising emergency control over the county and its political subdivisions. To 

facilitate the exercise of such unified emergency control, all police power vested in the board of 

16 

December 2008


supervisors and city councils by the Constitution and general laws may be prudently exercised by the 

director. 

During the existence of a state of war emergency the legally constituted authority of 

Sacramento County shall be subordinate to the Governor of the state of California and the President 

of the United States. (SCC 140 '2 (part), 1973). 

2.46.130 STATE OF LOCAL EMERGENCY - DECLARATION - POWERS. (a) 

The chairman of the board of supervisors, or in his absence, the vice-chairman, or in their 

absence the county executive, is empowered to proclaim a state of local emergency in Sacramento 

County when he finds that the circumstances described in Section 2.46.030(a) exist. Any such 

emergency shall be subject to the ratification and review requirements of Government Code Section 

8630. 

(b) In the event of a duly proclaimed state of local emergency, the chairman of the board 

of supervisors, the vice-chairman, or the county executive shall have the power during the existence 

of such emergency conditions to: 

(1) Issue any rules or regulations, including, but not limited to, the imposition of curfew, 

when essential to the immediate protection of life and property. Such rules or regulations shall be 

confirmed at the earliest practicable time by the board; 

(2) Require the emergency services of any officer or employee of the county or any other 

political subdivision, and to requisition aid of as many citizens within the county as he deems 

necessary in the execution of his duties. Such persons shall be entitled to all privileges, benefits and 

immunities as are provided by state law for registered emergency service volunteers; 

(3) Order into service necessary property or material from any county department or 

agency or any other political subdivision, and in addition, requisition private property or material 

deemed by him necessary in carrying out his responsibilities for which the county shall pay a 

reasonable value thereof. 

(4) To execute all ordinary powers, all special powers conferred upon him by this chapter 

or by resolution adopted pursuant thereto and to be responsible for and exercise emergency control 

over the county. To facilitate the exercise of such unified emergency control, all police power vested 

in the board of supervisors by the Constitution and general laws may be exercised by the chairman, 

county board of supervisors, the vice-chairman or the county executive. (SCC 172 '1, 1974: SCC 140 

'2 (part), 1973). 

2.46.140 EMERGENCY ORGANIZATION. All officers and employees of the county 

and the cities of Sacramento, Folsom, Galt and Isleton; all officers and employees of public districts 

or other local government agency or public agency authorized by law within Sacramento County, 

together with those volunteer forces enrolled to aid them during an emergency; and all groups, 

organizations and persons who may, by agreement or operation of law, including such persons 

impressed under the provisions of Section 2.46.120(2), charged with the duties incident to the 

protection of life and property in the county during such emergency, shall constitute the Sacramento 

County emergency organization. The function and duties of the staff and the various services within 

the organization shall be established and included within the emergency plans adopted by the board 

of supervisors. 

Heads of agencies and departments of the county and the cities of Sacramento, Folsom, Galt 

and Isleton shall consider the emergency functions associated with their departments as part of their 

responsibilities. Such responsibilities include, but are not limited to, the preparation and 

maintenance of written plans when requested by the director to be submitted to him for adoption by 

the board of supervisors, training of personnel within their departments with respect to their duties 

under such plans, and any other pre-emergency preparations to prevent or minimize the effect of an 

emergency. They shall supervise the activities of their agencies and departments during the 

17 

December 2008


emergency and post-emergency periods in accordance with the basic Sacramento County emergency 

operations plan. (SCC 172 '2, 1974: SCC 140 '2 (part), 1973). 

2.46.150 PUBLIC AGENCY COOPERATION. All public and private agencies, 

within Sacramento County, and all officers and employees of such agencies shall cooperate with the 

board of supervisors, director and emergency operations coordinator in rendering all public 

assistance in carrying out the provisions of this chapter. (SCC 140 '2 (part), 1973). 

2.46.160 LOCAL EMERGENCIES. Nothing in this chapter shall replace or 

eliminate the responsibility of each political jurisdiction within Sacramento County to develop and 

maintain its own emergency operations plan and capability with respect to local emergencies 

confined entirely within any such political jurisdiction which such political jurisdiction is capable of 

handling. (SCC 140 '2 (part), 1973). 

2.46.170 PUNISHMENT OF VIOLATION. It is a misdemeanor, punishable as 

provided in Section 1.01.190, for any person during an emergency to: 

18 

December 2008


(1) Willfully obstruct, hinder or delay any member of Sacramento County emergency 

organization in the enforcement of any rule or regulation issued pursuant to this chapter, or in the 

performance of any duty pursuant to this chapter; 

(2) Do not act forbidden by any rule or regulation issued pursuant to this chapter, if such 

act is of such nature as to give, or be likely to give, assistance to the enemy, or to imperil the lives or 

property of inhabitants of the county, including the cities therein, or to prevent, hinder or delay the 

defense or protection thereof; 

(3) Wear, carry or display, without authority, any means of identification specified by 

the emergency agency of the state of the Sacramento County board of supervisors. (SCC 140 '2 

(part), 1973). 

19 

December 2008



Part Four 


Forms 

20 

December 2008



Part Four 


SACRAMENTO OPERATIONAL AREA 

MANAGEMENT STAFF 

OBJECTIVES: 

(EOC Director, Legal Advisor, PIO, Liaison Officer, Safety, Security) 

Objectives: 

1. 

Branch/Unit 

Responsible: % Completed: Completed: 

Est. Time 

2. 

3. 

4. 

5. 

6. 

20 

December 2008



Part Four 



OPERATIONS SECTION 

OBJECTIVES: 

(Law, Fire, Public Works, Flood Control, Health/Medical, Care & Shelter) 

Objectives: 

1. 

Branch/Unit 


Est. Time 

2. 

3. 

4. 

5. 

6. 

21 

December 2008



Part Four 



PLANNING INTELLIGENCE SECTION 

OBJECTIVES: 

(Action Planning, Situation Status, GIS, Advance Planning, Documentation) 

Objectives: 

1. 

Branch/Unit 


Est. Time 

2. 

3. 

4. 

5. 

6. 

22 

December 2008



Part Four 



LOGISTICS SECTION 

OBJECTIVES: 

(Facilities, Purchasing, Transportation, Telecommunications/IT, Personnel) 

Objectives: 

1. 

Branch/Unit 


Est. Time 

2. 

3. 

4. 

5. 

6. 

23 

December 2008



Part Four 


Objectives: 


FINANCE ADMINISTRATION SECTION 

OBJECTIVES: 

(Cost Recovery, Fiscal, Compensation/Claims) 

Branch/Unit 


Est. Time 

1. 

2. 

3. 

4. 

5. 

6. 

24 

December 2008



Part Four 


Operational Area Action Plan 

Action Plan For: 

Disaster Name: 

Plan Reviewed By: 

Plan Approved By: 

Planning intelligence Chief 

Current Operation Period: 

From: 

Hrs: 

To: 

Hrs: 

Situation: 

(Type of Incident or Event) 

Major Incidents/Events in Progress: 

(Refer to current Situation Report) 

Location: 

(Op Area, City, Landmark) 

Support Requested: 

(Yes/No) 

1. Yes No 

2. Yes No 

3. Yes No 

4. Yes No 

5. Yes No 

6. Yes No 

7. Yes No 

8. Yes No 

Overall Objectives: (Operational Priorities) 

25 

December 2008



Part Four 


Objectives 

Action Items 

1. 

2. 

3. 

4. 

5. 

6. 

7. 

8. 

9. 

10. 

11. 

12. 

13. 

14. 

15. 

16. 

17. 

18. 

19. 

20. 

Responsible Party Status/Comments % 

Com 

Estimated 

Completion 

Date 

26 

December 2008



Part Four 


Management Objectives: 

Operations Objectives: 

Logistics Objectives: 

Planning/Intelligence Objectives: 

Finance/Administration Objectives: 

Insert current Organization Chart and Roster, or Graphs, Etc. Here: 

27 

December 2008



Part Four 


3.1.1 State Agency Liaison in the REOC 

Agency: 

SEMS Functional Assignment: 

Federal ESF Liaison in the REOC 

Agency: 

SEMS Functional Assignment: 

28 

December 2008

County of Sacramento 

Department of Human Assistance 

Care and Shelter Plan 

July 2008

TABLE OF CONTENTS 

Purpose 

………………………………………………………………………………….………1 

Situation ………………………………………………………………………………1 

Assumptions ..…………………………………………………………………………2 

Authorities…………………………………………………………………………….3 

Federal 

State 

Local 

References………………………………………………………………………………5 

Federal 

State 

Local 

SECTION 1 

What is Care and Shelter and Who Provides It?..........................................................6 

Legal Requirements for Local Government 

A Cooperative Partnership Between Local Government & American Red Cross 

Other Care and Shelter Resources 

Supporting Special Districts 

Supporting State Agencies 

Supporting Federal Agencies 

Supporting Private Organizations 

SECTION 2 

Concept of 

Operations………………………………………………………………………13 

Pre-Emergency Preparedness Phase 

Emergency Response Period 

Operational Area and Regional Mutual Aid Operations 

Recovery Period 

SECTION 3 

Developing Shelter 

Sites…………………………………………………………………….24 

Example of Potential Shelter Sites 

Criteria for Selecting Shelter Sites 

Survey of Shelter Sites 

Open Space Shelter Sites 

Alternative Shelter Sites 

Primary and Secondary Sites

Shelter Agreements 

SECTION 4 

Organization & Assignment of 

Responsibilities……………………………...…………28 

Care and Shelter Branch Chief 

Care and Shelter Coordinator 

Schools Coordinator 

American Red Cross Liaison 

Animal Care Coordinator 

Other Care and Shelter Positions 

Alternates 

SECTION 5 

Organizing A Shelter Emergency Response 

Team……………………………………33 

Emergency Response Team Organization 

Formation of the Emergency Response Team 

Required Training for Shelter Staff 

SECTION 6 

Supporting Functions and Services in a 

Shelter………………………………………36 

Registration 

Food Services 

Health Care Services 

Mental Health Services 

Transportation 

Information Services 

Social & Personal Needs 

Animal Services 

SECTION 7 

Assisting Persons with Special 

Needs……………………………………………………49 

Seniors and People with Disabilities 

Non-English Speaking Persons 

People with Visual and Hearing Disabilities 

Children Who Are Unaccompanied or Unsupervised 

Pre-Disaster Homeless Persons 

SECTION 8 

Building Relationships with CBOs to Strengthen Care and Shelter Operations…..54 

How CBOs May Support Care and Shelter Operations 

Finding Community Based Organizations 

A Checklist for Working with CBOs

SECTION 9 

Protocols for Opening the Shelter and Laying Out the Physical Space…………….56 

Care and Shelter Protocols 

If the American Red Cross is Available to Open the Shelter 

If the American Red Cross is NOT Available to Open the Shelter 

American Red Cross Shelter Layout Recommendations 

Additional Shelter Layout Tips 

SECTION 10 

Shelter Deactivation………………………………………………………………… 60 

Protocols 


Deactivation Considerations 

Deactivation – Closing Shelter 

Administrative Records 

SECTION 11 

Appendices……………………………………………………………………….….62 

Appendix A 

Appendix B 

Appendix C 

Appendix D 

Appendix E 

Appendix F 

Appendix G 

Appendix H 

Appendix I 

Appendix J 

Appendix K 

Appendix L 

Acronyms 

Definitions 

Red Cross Shelter Registration Form 

Red Cross Shelter Rules 

Shelter Supplies and Equipment 

Shelter Facility Survey 

Personal Preparedness for Disaster Service Workers 

Shelter Client Survey 

Shelter Closure Notices 

Excess Resource Inventory 

Shelter After Action Report 

Release of Facility Form

Purpose 

This plan describes the policies, procedures, roles, and responsibilities associated with the 

care and sheltering of members of the community prior to, during, and after a countywide 

emergency. The plan addresses housing, food, clothing, behavioral health and other 

essentials that people who have been affected by an emergency or displaced from their 

homes would need. The purpose of this plan is to: 

1. Provide a written process to prepare Sacramento County Department of 

Human Assistance (DHA) to manage and respond to a Care and Shelter incident that 

is a multi-disciplinary effort. 

2. Delineate the collective and individual responsibilities of the Sacramento 

County Department of Human Assistance (DHA), the Sacramento City 

Neighborhoods, Planning and Development Services Division (NPDSD), and the 

Sacramento Sierra Chapter of the American Red Cross (ARC) for providing care and 

shelter during major disasters or technological incidents. 

3. Establish lines of authority and communication for the implementation of the 

Care and Shelter Plan. 

Situation 

1. Development of this plan allows for agencies to share knowledge, experience, and 

information on resources available to address Care and Shelter needs. 

2. The County Emergency Operations Plan places the responsibility for coordinating 

Care and Shelter with the Director of Human Assistance (DHA) during emergencies in 

the County and/or Operational Area. 

3. The Care and Shelter function coordinates provision of services to the community 

and affected individuals during emergencies, as well as clientele served by County 

agencies and departments county-wide. The Operational Area Care and Shelter function 

is cooperatively supported by County agencies, the Sacramento Sierra Chapter of the 

American Red Cross (ARC), and the City of Sacramento. 

4. The Standardized Emergency Management System (SEMS) requires the County to 

act as the Operational Area Lead Agency to provide coordination between and 

communication with the Operational Area members and the State. However, the 

Operational Area is established to support, augment, and ensure coordination between 

Mutual Aid Systems at the Operational Area level.

Assumptions 

Care and shelter personnel must keep these assumptions in mind when planning for 

disasters: 

1. Although the majority of people affected by disasters will seek shelter with family 

and friends, the remaining will seek shelter in designated Care and Shelter facilities. 

2. Although Sacramento County and its local governments have overall 

responsibility within their jurisdictions, where possible, the ARC will be expected to 

serve as the principle organization responsible for operating Care and Shelter 

facilities. 

3. To supplement ARC, Sacramento County and its local governments will work to 

train staff and emergency management volunteers to manage and operate emergency 

shelters, thus increasing Care and Shelter resources available. 

4. The Operational Area EOC (OA EOC) can provide support to County Agencies, 

Departments and Operational Area members conducting Care and Shelter activities 

during local single-jurisdiction emergency, and serve as a support and a coordination 

center for all Mutual Aid requests during large, multi-jurisdiction emergencies. 

5. Resource support, identification, and management activities can be executed at 

the OA EOC, thereby allowing the County Department Operating Centers (DOC) and 

Operational Area (OA) members to concentrate on direction of essential emergency 

response tasks. 

6. County Agencies and Departments conducting Care and Shelter activities for the 

Operational Area can activate Mutual Aid Systems in Behavioral Health, Social 

Services and non-profit agencies to support the emergency response requirements of 

the Operational Area. 

7. In large, multi–jurisdictional emergencies, communication with and coordination 

between Mutual Aid Systems at one designated point, will facilitate Operational Area 

and State response. The OA EOC is designated as that location point. 

8. Those seeking shelter may need transportation provided to them (Evacuation 

Plan). 

9. In accordance with SEMS, additional resources and assistance from outside the 

local jurisdiction shall be available to local government through the Operational Area 

(OA). However, expect resources to be extremely limited the first few days following 

a disaster where there has been widespread damage. Local jurisdictions will fare 

better in the short term by developing their own local resource base.

10. Displaced residents may converge on public parks and open spaces, as an 

alternative to using indoor care shelters. 

11. Residents who suffer some structural damage to their home, following a major 

disaster, may choose to remain on their property (i.e., camp-out), versus going to a 

public shelter. Yet, they may still have needs and expectations for disaster assistance 

from local government (Bulk Distribution Sites, Local Assistance Centers). 

12. Given the above, in addition to opening public shelters, cities and/or the County 

may need to open Local Assistance Centers as a place for local residents to go for 

disaster assistance. 

13. A disaster that occurs while school is in session may require the school to become 

a temporary shelter for its student population. In this instance, an alternate site for 

general public sheltering needs to be coordinated. If an alternate site is unavailable, a 

separate site within the same facility may need to be identified to shelter the public. 

14. Essential public and private services will continue during shelter and care 

operations. However, for a major disaster that generates a very large-scale shelter 

operation, normal activities at schools, community centers, churches and other 

facilities used as shelter sites may be suspended. 

Authorities 

The following provide government with emergency authorities to conduct and/or support 

emergency operations. When dictated by the situation, additional ordinances or other 

emergency regulations may be enacted by OA authorities. 

Federal 

• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1974 (Public 

Law 93-288, as amended). 

• United States Congress mandates by congressional charter the American Red Cross to 

undertake activities for the purpose of mitigating the suffering caused by natural 

disasters and other emergencies. 

State 

Standardized Emergency Management System (SEMS) – California code of 

Regulations, Title 19, Division 2, Chapter 1 The Standardized Emergency Management 

System Regulations – mandated by Senate Bill 1841 passed on January 1, 1993. The 

law found in §86970 (a), and §8606 (b). 

California Emergency Services Act – Governor’s Office of Emergency Services – 

During a local emergency, the governing body of a political subdivision, or officials 

designated thereby, may promulgate orders and regulations necessary to provide for the 

protection of life and property…(Article 14, 8634) (1999). 

California Emergency Plan – The provision of Emergency Welfare Services falls with 

the authority of State supervised and County administered public social services. In 

case of an officially declared state of an emergency, and pursuant to the rules and

egulations of the California Emergency Council, “State, regional and local government 

employees will become disaster workers; duties may include support of the American 

Red Cross.” The Director of the County Welfare Department (Human Assistance) is 

designated by the State of California Emergency Plan to act as the Branch Coordinator 

of Care and Shelter for the Operational Area. The Office of the Attorney General for the 

State of California provides supporting documentation about county and city 

relationships during a declared local emergency. “Under the provisions of the 

Emergency Services Act, should a county and a city within that county declare local 

emergencies seeking to control the same event and in so doing the two entities issue 

conflicting emergency ordinances and/or orders, the county emergency ordinances 

and/or orders are controlling. (62 Ops Cal. Atty. Gen. 701) (1979).” 

California Natural Disaster Assistance Act (Chapter 7.5 of Division 1 of Title 2 of the 

Government Code). 

Government Code Section (within the Emergency Services and References Act, 

Chapter 7, Division 1, Title 2): 

• “§8630. (a): A local emergency may be proclaimed only by the governing body of a 

city, county, or city and county, or by an official designated by ordinance adopted by 

that governing body.” 

• “§8558(c): “Local emergency” means the duly proclaimed existence of conditions of 

disaster or of extreme peril to the safety of persons and property within the territorial 

limits of a county, city and county, or city caused by such conditions as air pollution, 

fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or 

animal infestation or disease, the Governor’s warning of an earthquake or volcanic 

prediction, or an earthquake, complications resulting from the Year 2000 Problem, or 

other conditions, other than conditions resulting from a labor controversy, which are 

or are likely to be beyond the control of the services, personnel, equipment, and 

facilities of that political subdivision and require the combined forces of other 

political subdivisions to combat, or with respect to regulated energy utilities, a sudden 

and severe energy shortage requires extraordinary measures beyond the authority 

vested in the California Public Utilities Commission.” It is possible to proclaim a 

local emergency for health-related reasons. 

• §8625: Gives the Governor the authority to proclaim “state of emergency” when 

requested by local jurisdiction or when he finds local authority is inadequate to cope 

with emergency. 

Health and Safety Code Section 

• “§101040: Authority to take preventive measures during emergency. “The County 

Health Officer may take any preventive measure that may be necessary to protect and 

preserve the public health from any public health hazard during any “state of war 

emergency,” “state of emergency,” or “local emergency,” as defined by Section 

§8558 of the Government Code, within his or her jurisdiction. “Preventive measure” 

means abatement, correction, removal or any other protective step that may be taken 

against any public health hazard that is caused by a disaster and affects the public 

health….The County Health Officer, upon consent of the County Board of 

Supervisors or a city governing body, may certify any public health hazard resulting

from any disaster condition if certification is required for any federal or state disaster 

relief program.” 

• §101475: Gives the City Public Health Officer authority to take preventive measures 

to protect public health. 

• Penal Code Section: 409.5: Local Health Officer has authority to order evacuation if 

there is an immediate menace to public health from a disaster. 

Local 

Sacramento County Emergency Services Ordinance, Chapter 2.46: The Emergency 

Services Ordinance assigns the County Executive as the Director of Emergency 

Operations for Sacramento County. The ordinance also defines the membership of the 

Disaster Commission. The County Executive has assigned duties of the Deputy 

Director of Emergency Operations to the Sheriff. 

Sacramento City Ordinance No. 81.022, Chapter 2.116 (formally Chapter 72), 

Emergency Services: The Emergency Services Ordinance assigns the City Manager as 

the Director of Emergency Services for Sacramento City. The Fire Chief shall be the 

Assistant Director of Emergency Services. 

Per the Sacramento Operational Area Agreement, Sacramento Board Resolution #95- 

1390 and City Ordinance #95-224, the City and County of Sacramento will have a joint 

EOC during declared disasters. 

References 

Federal 

• Shelter Operations – Participant Workbook – American Red Cross Disaster Services 

– 2005 

State 

• California State Emergency Plan 2006 

Local 

• Sacramento County Operational Area Plan – Draft: August, 2008

What is Care and Shelter 

and Who Provides it? 

The function of care and shelter is to provide temporary emergency 

relief to disaster victims. Providing temporary emergency relief 

involves a range of emergency human services (e.g., reception, food, shelter, health care, 

etc.). The Sacramento County planned response for care and shelter related to emergency 

situations associated with natural disasters and technological incidents is a joint effort of 

the County and City of Sacramento working in collaboration with the Sacramento Sierra 

Chapter of the American Red Cross. For purposes of this document, any reference to 

Sacramento County will be inclusive of the City of Sacramento, the County of 

Sacramento and the Sacramento Sierra Chapter of the American Red Cross unless more 

specific identification of the agency is provided. This plan does not apply to normal 

day-to-day emergencies or warming/cooling centers, but to potential large-scale 

disasters that can generate unique situations requiring unusual responses. 

Legal Requirements for Local Government 

California law sets the responsibility for emergency care and shelter at the local level. Per 

the Health and Safety Code Section 34070 – 34072, local government is to provide or 

contract with recognized community organizations to make emergency or temporary 

shelter available for people made homeless by a natural disaster or other emergency. 

California’s State Emergency Plan, the California Standardized Emergency Management 

System (SEMS), and National Incident Management System (NIMS) puts local 

government at the first level of response for meeting the disaster needs of people in its 

jurisdiction. People seeking care and shelter immediately after a disaster will look to local 

government for assistance. 

A Cooperative Partnership between Local Government & the 

American Red Cross (ARC) 

Congress mandates the American Red Cross (ARC) as the lead agency to provide mass 

care and Disaster Welfare Inquiry (DWI) assistance for victims of natural disasters. DWI

is a locator system for persons affected by a disaster, which provides information about 

disaster clients to family members outside the disaster area. 

The ARC also provides individual disaster assistance to clients through Service Centers. 

This includes assistance with emergency food, rent, minor home repairs, clothing, critical 

medicines, and other essentials of life. 

The ARC is a partner with local government in helping to fulfill government’s legal 

responsibility of providing care and shelter for its citizens in a disaster. The 

partnership requires that local government and the ARC work cooperatively during the 

preparedness phase to clarify roles and responsibilities (as outlined below). The local 

jurisdiction may also work in cooperation with other volunteer disaster assistance 

organizations to provide disaster relief. In a major disaster where there is widespread 

damage, the national resources of the ARC may not fully mobilize until a few days after 

the event. Until such time that the ARC arrives on the scene, local government will 

manage, coordinate, and run shelter operations. 

Local Government (The City and/or County) will: 

1. Designate a Care and Shelter Coordinator. 

a. This person will coordinate care and shelter planning and operations for 

the City and/or County. 

2. Develop a Statement of Understanding with the American Red Cross (ARC). 

a. The statement of understanding helps to solidify the mutual working 

partnership between the local government and the ARC. The ARC has a 

standard agreement for this purpose. 

3. Identify and Survey Shelter Facilities 

a. Work with the ARC, school districts and other government agencies to 

compile and maintain an up-to-date list of pre-disaster designated shelters. 

4. Ensure that Agreements are in Place 

a. It is helpful to have statements of understanding with designated shelter 

sites to clarify terms of use. Work with the ARC to develop applicable 

agreements. 

5. Train Staff to Operate Disaster Shelters 

a. Work with the ARC to provide shelter training to County employees who 

will staff (and especially manage) disaster shelters.

The American Red Cross will: 

1. Provide Care and Shelter Services* 

a. By Congressional mandate 

and in accordance with its corporate policy, the ARC has a long-standing 

disaster relief mission. ARC care and shelter services include: 

• Emergency shelter 

• Fixed and mobile feeding 

• Emergency First Aid 

• Behavioral Health Support 

• Disaster Welfare Inquiry Support 

• Vouchers for Clothing and Basic Home Furnishings 

• Disaster Preparedness Education & Shelter Operations Training 

• Family Reunification 

* Note, it may be more than 2-days before the ARC is fully operational to 

support all these services on a complete countywide basis following a major 

disaster. 

2. Provide No-Cost Shelter Training to Members of the Local Government 

a. The ARC provides a Mass Care Overview Class and a 

simulated Care and Shelter Operations Training class. 

3. Engage in cooperative Care and Shelter Planning 

a. The ARC will meet regularly with 

representatives of the City and/or County to engage in care and shelter 

planning and preparedness activities. 

Other Care and Shelter Resources: 

Aside from the ARC, the following are some of the other County or local resources that 

may be relevant for supporting local government’s care and shelter response. Cities may 

access County resources through the OA Emergency Operations Center. 

1. County of Sacramento Animal Care and Regulation - provides the following disaster 

response functions: 

1) Assists pet owners in the safe evacuation of their pets. 

2) Utilizes surge capacity of animal shelters and foster care programs in the 

temporary care and feeding of pets and livestock. 

3) Provides temporary animal sheltering adjacent to the human sheltering sites 

whenever possible.

4) Maintains database management of the identification and location of 

evacuated pets (may include microchip implants). 

5) Provides Veterinary Medical supervision of evacuation, sheltering and care 

for the affected animals. 

6) Works cooperatively with the Veterinary community to provide animal 

health related services during disaster response operations/activities. 

7) Provides training and management of volunteer corps which will potentially 

assist in evacuation and care of animals. 

8) Organizes mutual aid agreements with adjoining jurisdictions. 

9) Receives and disseminates disaster related information to the Veterinary 

medical community and the public. 

10) Takes measures to prevent the spread of zoonotic diseases and disaster 

related illnesses. 

11) Collects and analyzes health related data in a disaster area and establishes 

response procedures to mitigate animal and human health related problems. 

2. County Department of Health and Human Services – manages the following disaster 

response functions: 

• Disease control; 

• Medical/nursing triage of disaster victims; 

• Liaison with the medical community; 

• Provision of disaster specific mental health services, coordinating 

relocation of clients for whom the department has responsibility for 

previous in-home care of out-of-home placement; and, 

• Ongoing services to its outpatient client populations. 

Note: In times of disaster, these programs can supplement the response of local 

jurisdictions to persons with special needs: 

Adult Protective Services (APS) 

Services directed at preventing or remedying neglect, abuse or 

exploitation of adults who are unable to protect their own interests 

because of age or disability. 

Child Abuse & Children's Protective Services (CPS) 

Services for children who are victims of physical abuse, sexual abuse 

and/or neglect or lack family care (such as without family supervision post 

disaster). 

3. Sacramento City Neighborhoods, Planning and Development Services Division 

(NPDSD) - Identify city park and recreation facilities that could be made available as 

potential shelters, and indicate city land which could be used for construction of "expedient" 

shelters.

SUPPORTING SPECIAL DISTRICTS – 

Sacramento County Department of Education (DOE) 

Assist in obtaining access to schools for use as shelter facilities, and securing services of 

trained personnel for assistance in such areas as health hazards assessment, first aid, 

emergency feeding, and other technical assistance as needed. Coordinate evacuation and 

care of school children and the re-establishment of educational services. 

SUPPORTING STATE AGENCIES (typically EOC / Mutual Aid level support) 

California State Office of Emergency Services (State OES) 

The Governor’s Office of Emergency Services coordinates overall state agency response 

to disasters in support of local government. The office is responsible for assuring the 

State’s readiness to mitigate, respond to and recover from natural, manmade, and warcaused 

emergencies, and for assisting local governments in their emergency 

preparedness, response and recovery efforts. 

California Department of Social Services (CDSS) 

The Director of the California Department of Social Services (CDSS) will serve as the State 

Director of Care and Shelter and will have the overall responsibility for coordinating statewide 

care and shelter operations and support requests. The CDSS will: 

Serve as the lead agency in coordinating State Agency Care and Shelter response 

to support local operations; 

Provide departmental personnel and other resources to function in Disaster 

Assistance Centers (DAC), upon request of the Director of the State Office of 

Emergency Services; 

Coordinate the capabilities of County Social Services Departments (or similar 

agencies) to respond to the disaster (for mutual aid); and, 

Recommend inter-regional transfer of evacuees or resources to equalize 

distribution of the evacuee case loads. 

California Department of Behavioral Health 

Can provide assistance with behavioral health services. 

California Department of Aging 

Can provide assistance with welfare inquiry and arrangement for food to be delivered in the 

affected areas.

Previous and Future Emergency Preparedness Drills/Exercises Including DHA: 

1) Current member of Operational Area’s – 3 Year Emergency Exercise 

Development Team. 

2) Current member of CA-EF 6 Stakeholders group – sponsored by Department 

of Social Services. 

3) Past exercise: Tabletop exercise – January 22, 2009 – People with 

Disabilities and the Elderly (PWDE)– Evacuation and Care & Shelter. 

4) Past exercise: Field exercise – January 29, 2009 – Shelter set-up exercise with 

Elk Grove Fire Dept. 

5) Past emergency preparedness training: Environmental Management Shelter 

Training – February 25 & 26, 2009. 

6) Past tabletop discussion: CalEMA PWDE – March 5, 2009 

7) Past tabletop exercise: Medical & Health Disaster Exercise (Shelters 

included) – March 6, 2009 

8) Past tabletop discussion: U.S. Army Corps of Eng. – Emergency Preparedness 

& Response Costs Evaluation (Care & Shelter) - March 16 & 19, 2009 

9) Past tabletop discussion: Sacramento County Evacuation Plan – April 22, 

2009 

10) Past training: Care & Shelter Training – all ERTS: May 5, 7, 12, 14, and 19 – 

Shelter Operations courses through American Red Cross. 

11) Past exercise: Public Health/EMD Disaster Exercise (Shelters included) – 

June 18, 2009 

12) Past exercise: Tabletop on July 15, 2009 – California Capital Airshow 

(scheduled 9/12 & 9/13/09), continued bi-weekly planning team meetings 

until airshow, After Action Review meeting – August 20, 2009. 

13) Past training: EOC – Planning Intelligence Functional training – August 27, 

2009. 

14) Scheduled exercise: CERT Emergency Response exercise – October 10, 

2009. 

15) Scheduled exercise: Planning team for October 16 th exercise focusing on 

evacuations and Care & Shelter. 

16) Tentative exercise: Cyber Security – November, 2009 

17) Tentative exercise: Golden Guardian – West Sacramento – May, 2010 

18) Tentative exercise: Sacramento County International Airport – May, 2010 

19) Tentative exercise: DWR Flooding – Spring, 2010 

20) Tentative exercise: Golden Guardian – Delta Area – May, 2011 

21) More to come

Sacramento County DHA - sacog

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